Please think carefully: does your company have such a common phenomenon? 5% to 10% of employees come to work to find fault and oppose you. They dislike all systems, have different opinions on all decisions, and never consider their own performance. 15% to 20% of employees produce substandard work. 20% of employees work blindly, not knowing why they do things right or wrong. Only 20% of employees' work is high performance. In other words, 60% of employees' work does not normally produce performance. What a huge waste! Despite managers' efforts, learning management knowledge, and trying many management systems, ideal results are not seen. Where is the problem? This is my finding from tracking 200 companies over 10 years. For more than a decade, these issues have deeply attracted me to management: Why do the same resources and people, when managed by different managers, produce vastly different results? Why do so many people fall into ineffective or even meaningless work? What are the key factors affecting people's work? Why do people leave? Why do many people feel that the organization does not let them play a role? These problems actually stem from management views. 1 Speak with Performance: Management Is Only Responsible for Performance ▽ |First Major Waste in Management| Emphasizing Effort Now it is widely known that "effort" does not help performance. But in reality, many people feel they have done enough for the company after putting in effort. In fact, we also accept these views, and many companies still use effort as a criterion. This shows that the concept of management is not clearly understood. Emphasizing effort is the first major waste in management. |Second Major Waste in Management| Overemphasizing Attitude in Assessment Management is only responsible for performance. What directly produces performance is ability, not attitude. Whoever produces performance is the most important. Attitude is useful only when it is transformed into ability. Reflect on your own company: who are the employees that thrive? Is it that capable people are exhausted while those who do nothing live well? Usually, capable people have a not-so-good attitude, while incapable people are always ingratiating. Then your management must have problems: do you assess attitude more or ability more? If 50% of your assessment content is about attitude, then capable people in your company will naturally live a tired life — and this means that if there is an opportunity, they will leave. This is the second major waste in management. |Third Major Waste in Management| Always Believing "Virtue" Is More Important Than "Talent" Virtue can only be evaluated when facing major challenges. Usually, it is difficult to judge whether a person's virtue is good or bad. Management cannot bet on this, but should try to solve it: Management's responsibility is to give no opportunity for people to make mistakes, to transform virtue into talent, and to create performance. So to learn management, you should study economics and organizational behavior. When is "virtue" more important than "talent"? It must be noted: At two points in time, virtue is more important than talent: one is during recruitment; the other is during promotion. 2 Equilateral Distribution Principle: Management Is a Distribution ▽ Almost all management problems arise from the inequality of the three. Management is actually a distribution. It is important to note that what is distributed here is responsibility, not power. The biggest mistake we make in management is distributing power. It must be clear: the basis for power distribution is not position, but responsibility. For example: if the responsibility for achieving performance is greatest at the branch company, then the branch manager should have the most power. But in reality, this is often not the case. I suggest you make two important observations: 1. Who does the general manager often call to meetings? The people who attend meetings are the ones with the most power. Does he often call meetings with headquarters functional departments, such as HR manager and finance manager? Or does he often meet with branch managers and frontline managers? Those who often meet with the general manager have the most power to make decisions, although the decisions are deployed through the general manager. 2. In the design of company titles, are the titles of frontline personnel higher or the titles of functional departments higher? Titles have symbolic meaning, and power is often distributed in the titles of positions. You will find that the general manager's meeting room is mostly filled with functional department people, and the titles of second-line functional department heads are higher than those of branch and frontline positions. How can you make a human resources director serve a small frontline manager? When they greet each other, the superior-subordinate mentality immediately widens. Such distribution is not based on responsibility, and management effectiveness naturally suffers. 3 Management Always Serves Business Operations ▽ |Understanding 1| Why What Management Does Is Determined by Business Operations? In a company, "business operations" is choosing to do the right things; management is doing things right. The logical relationship is very clear. For example, usually, small profits and quick turnover correspond to scale and cost management; high quality and high price correspond to quality and brand management; service-oriented operations correspond to process management; customized operations correspond to flexible management, etc. |Understanding 2| Why Management Cannot Be Greater Than Business Operations? Because if a company's management capability is greater than its business capability, it often means losses. This is why some companies have sound systems, advanced cultural concepts, and excellent talent, but their business is not prosperous. Although you understand management well, your management view is problematic. Take a look: Are your company's best people engaged in business operations or management? Do you have more internal meetings or external meetings? If your senior management team always has internal meetings and sees only their subordinates every day, then your management is greater than your business operations. This is why Jack Welch said: Bad managers spend the most important time in the morning in internal meetings and see clients in the unimportant afternoon time; Good managers spend the most important time in the morning seeing clients and try to minimize internal meetings in the afternoon. From the allocation of time, you can know whether your business operations are greater or your management is greater. Article excerpted from: "You Are Still Managing People the Wrong Way" by [US] Bruce Tulgan -END- The best FMCG distributor learning platform in China Focusing on providing professional, practical, and actionable tutorials for enterprises and distributors Committed to helping Chinese FMCG distributors grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get the corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent article selection | 002 Distributor market operations | 003 Terminal visit management | 004 Sales supervisor skills | 005 Sales improvement techniques | 006 Channel expansion | 007 Managing distributors | 008 Distributor development | 009 Distributor internal operations management | 010 Team management | 011 Efficient distribution techniques | 012 Sales manager's eighteen skills | 013 KA operation methods and strategies | 014 First lesson for new salespeople | 015 Internet, brand | 016 Distributor B2B transformation | [Long press QR code to follow]