Click the image for details Introduction: Some bosses say "We should learn from Lei Feng," but I say, from an economic perspective, the boss should be the first to learn from Lei Feng because the boss has more money than employees. If the boss doesn't learn from Lei Feng but asks employees to do so, how can the work be done? It definitely won't succeed. Therefore, in a team, we should not always advocate "learning from Lei Feng." 01 Eight Abilities Included in Execution 1) Learning ability. This is a very important part of execution. Without learning ability, execution cannot proceed. Since the environment changes rapidly, if we lose the ability to learn, we will soon be eliminated by the times. 2) Research ability. Learn to understand the truth of things through research, rather than hearsay. Without investigation, there is no right to speak. 3) Interest ability. You will find that as long as you are interested in doing something, you generally do it well. Therefore, everyone should try to cultivate interest in their work. If you like the work you do, you can do it well. 4) Comprehension ability. Understand the essence of things and see the problems behind the problems to truly solve them. 5) Innovation ability. This will be very important in our industry in the future. Always doing things in the old way will put great pressure on us. Innovation is not necessarily subversion; there are many ways to innovate, and any innovation must adapt to trends. 6) Integration ability. Resource integration ability is a very important capability in the future. Fighting alone makes it difficult to form a rapid development trend. Learning to integrate resources can achieve extraordinary success. 7) Physical strength. Without physical strength, it won't work. With a healthy body, you will have the energy to work. Therefore, we must persist in exercise. 8) Method ability. We say that we should focus on goals and find paths and methods. Without methods, it is just "daydreaming." 02 Eight Reasons for Low Execution 1) The system is not rigorous or is unreasonable itself. When enterprises issue systems, they do not conduct serious research; they are just formulated by a few managers based on their own "imagination," resulting in systems that do not conform to reality and cannot be implemented. 2) During execution, the process is unreasonable or too cumbersome. I often say that managers should not often sit in the office making tables, but should go to the front line to understand the actual situation and formulate simple processes based on it. However, many managers are accustomed to sitting in the office and making a bunch of forms for employees to fill out, without knowing whether they are useful. 3) Lack of good methods in the operation process. That is, we have no methods in the process of doing things. In fact, many employees do not have attitude problems but method problems. Especially new employees, they really want to do things, that is, their attitude is good, but due to lack of methods, they end up "battered and bruised" and ultimately cannot execute. 4) Lack of scientific supervision and assessment mechanisms in work. Emphasizing execution, in addition to effective methods, the supervision and assessment of managers is also very important. "Employees do not do the work you expect them to do, but they will do the work you assess," that is the principle. 5) Managers do not persist in continuous efforts. Some managers themselves have "two-day enthusiasm" and do not persist in management. If managers slack off, employees will not take it seriously either. 6) The combination of "public and private" is not close or deviates from each other. This means that if employees execute a certain decision or work that only benefits the enterprise and has no benefit to employees, employees will definitely be unwilling to do it. Therefore, in enterprises, we should advocate "public with private" rather than "selfless public." 7) Corporate culture has not formed cohesion. Making company culture into "slogans" that do not conform to the actual situation of the enterprise, saying one thing and doing another. 8) Training is not in place or employees' understanding is not in place. For some execution methods or purposes, serious training has not been conducted, and employees do not understand how to do it or what benefits it brings, so execution will definitely not be in place. 03 Seven Key Points to Improve Team Execution Actually, there are four key points: strategy, resources, process, and methods. In detail, there are seven points: 1) Team members should be fewer rather than more. The more team members, the easier it is to shirk responsibility. This is like one person can do everything, but a group of people can do nothing. We often say, one monk carries water, two monks carry water together, three monks have no water to drink. 2) Members have strong abilities and are reasonably matched. If any board is too short, it is not good. Team roles should coordinate and complement each other to form a "synergy." 3) Team role allocation is reasonable, and all team members can and are willing to take on various roles. Having common goals, common systems, and common action plans and role division is called a team. If there are only roles but no goals and systems, it is called a gang. 4) There is a commitment to common goals and corresponding personal goals. "When bringing benefits to the company, what benefits do I personally get?" What I most oppose is when some bosses say "We should learn from Lei Feng." I say, from an economic perspective, the boss should be the first to learn from Lei Feng because the boss has more money than employees. If the boss doesn't learn from Lei Feng but asks employees to do so, how can the work be done? It definitely won't succeed. Therefore, in a team, we should not always advocate "learning from Lei Feng." 5) Performance evaluation and incentive systems are effective. Evaluation is scientific, and incentives are effective. Do not evaluate for the sake of evaluation or incentivize for the sake of incentives, especially those unrealistic assessments that involve a bunch of forms that even the assessors themselves cannot understand, yet they still assess others. 6) Advocate trust and communication. Trust greatly reduces communication costs, increases team cohesion, and generates work motivation. 7) Continuously innovate and improve work. Everyone should note that for all management systems, there is absolutely no perfect one. Management systems must be continuously improved according to changes in the situation, industry progress, and environmental changes. Ge Junzhen, MBA from Guanghua School of Management, Peking University, founder of technical marketing model in the animal protection industry, practical expert in agricultural and animal husbandry marketing management, chief consultant of Zhenmou Junlue Consulting Agency, vice president of Hebei Animal Husbandry and Veterinary Society, chief consultant of China Poultry Health Network, editorial board member of Today's Animal Husbandry and Veterinary Medicine, chief trainer of Egg Chicken Bridge Club. Source: Zhenmou Junlue (ID: gejunzhenygzt) -END-