No Joke, No Executive.

First, do not move around.

Applicable position: Director of technical development

True story:

In December of a year, a large number of Q enterprise technicians switched jobs.

Due to dissatisfaction with the treatment, the former chief executive officer took away all the technical backbone of the company for more than 5 years of research and development.

The company urgently dispatched the former direct selling manager with technical background as the director of technical development.

The new director is in danger, reorganizing the team and adjusting the direction of research and development.

In view of the fierce competition in the market price, the new director put forward the "cost leadership strategy", instead of blindly pursuing the differentiation of product functions, instead of trying to save costs.

For this purpose, the product has been designed for two times, so long as the basic functions are not affected, the raw materials and components can be saved.

After repeated checks, they removed a "worthless" exhaust pipe, which only cost more than 20 yuan per product.

Three months later, new products on the market were leaking and returned to headquarters for repair.

It not only lost more than a million dollars directly, but also affected the reputation of enterprises, and the market lost nearly ten million.

The investigation shows that the exhaust pipe was not correct at the beginning, and the new technical team knew little about the function of each part of the product, thus saving the cost of not saving.

A new couple went on a trip.

They found a screw under the carpet of the hotel. The two people had nothing to do with it, and they screwed it down.

On the morning of the second day, the waiter knocked on the door and asked them to sleep well last night.

They said, "it's good. I slept soundly."

The waiter said, "then I'm relieved. The guy downstairs last night is asleep. The chandelier hit the bed."

Words:

Remove a screw and hit a chandelier.

When the newly married couple arrive at their first visit, they start a big trouble.

Q's new director of technology has done the same stupid thing.

In fact, technology research and development, like many other jobs, are science and art, but first of all, science.

Don't create easily before you learn. Don't know that scientific laws can't talk about artistic exertion.

Without understanding the original intention of the predecessors, it will be changed lightly. If we do not go steady, we will have to run.

Before we change, we should think about why others don't do this.

"Read three hundred poems of the Tang Dynasty, do not write poetry will also chant."

But in reality, many managers mistakenly believe that they can not read three hundred poems in Tang Dynasty, but can also write poems.

The new official takes office three fires, but the new officers who easily "ignite" are often mediocre men from all ages.

If a smart official comes to a new position, he may as well listen to more ideas and learn more. He will not rush to conclusions, make decisions and carry out reforms.

There are three reasons:

1, unfamiliar with the situation will lead to the lack of basic information. Managers with the ability again are apt to commit low-level mistakes at this time.

2, even if we succeed in luck, we will raise the expectations of our superiors. Too high a tone can make our future work goals improve and pressure increase.

3, radical reform is easy to break the original balance and unintentionally hurt the vested interests, resulting in new resistance to reform.

Under normal circumstances, most of the new officers will have a "Internship" period, during which no one has asked you to make achievements, but there must be no gross negligence.

Eager to make achievements, they gave up rare research opportunities, exposing their unprofessional weaknesses and damaging their prestige and team confidence.

Even after the investigation stage, reform can not seek the whole picture quickly, but only to think clearly and do not change things. This is the basic management principle of the new official appointment.

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Two, eat or not

Applicable position: Marketing Director

True story:

Q marketing director has been very busy recently.

The company's sales have declined for two consecutive years, while at the same time, the main enterprises in the industry are growing at an annual rate of more than 20%.

In the past, the average competitor has been more than doubled in sales. Q's market share has dropped from second to eighth, and marketers' income has gone from bad to worse.

This time, the subordinates also come to add confusion to themselves.

The manager of the engineering department came to ask for instructions. One of the outstanding engineers and technicians was going to resign.

If we can not give him a promotion or salary increase, I am afraid that this person will not be able to stay.

This will further exacerbate the already slow expansion of engineering sales.

But promotion and salary increase are not decided by the director of marketing.

The company's human resources management system is very strict. Even if it is declared, the final approval will have to wait for a few months, and the balance of other departments should also be considered.

Faced with the two choices put forward by the subordinates, the director of marketing is in a dilemma. Whether to raise pay or not to raise wages, what should we do?

Joke:

When a wife makes breakfast, her husband always complaining everyday.

That day, the wife said after finishing, I give you the opportunity to choose.

The husband sat happily at the table and looked at it, or fried eggs with ham. So he asked, "how do I choose the same thing?"

The wife said, you can choose to eat or choose not to eat.

Words:

The engineering manager actually did not give the marketing director the chance to choose.

Like his wife in a joke, he told the leader to "eat and eat, not to eat". If I didn't get a raise, it would be none of my business to leave the backbone.

We call it "reverse leadership" because of the lack of alternative answers to higher level questions and answers.

That is, when subordinates encounter difficulties, they push the problem back and become the superior of their superiors.

In fact, there will be other solutions besides promotions and pay increases.

For example, the director of marketing meets with the technical backbone alone, and points out his future in the company and makes appropriate promises.

The grass-roots employees are often very cute. When they are highly regarded by senior leaders, they can temporarily abandon their personal interests.

Again, increase subsidies or reimbursement limits.

The director of marketing has the right to sign and apply for a fee, and can implement "covert subsidy" through mobile phone charges, pportation expenses and even catering expenses.

This can also relieve employees' dissatisfaction with their income.

In addition, the public recognition of technical backbone, granting honor or improving its working conditions can also increase its authority and make it feel the company's trust and support.

At the same time, the application of the salary increase report to the company can finally retain key talents.

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Step one: subordinates can ask questions, but they must provide solutions as far as possible.

I wonder if all the methods have come to mind. We must get rid of the simple thinking which is either or the other. This practice can greatly improve the executive power of our subordinates.

The second step: ask subordinates to explain their inclinations in the solution.

Subordinates should have their own judgement on the problem, and at this level, they have the ability of independent thinking.

The third step: revise the "best answer" of subordinates.

At this level, subordinates can be considered at a higher level and become a qualified "substitute" for management.

The subordinates put forward various plans, and also stated the reasons for their inclination to a certain plan. The superior sometimes had to tell him that if he considered the other plan on the whole, it would be more advantageous and pointed out the truth.

This process of revision is also a process for subordinates to learn.

Stick to it, managers will become more and more relaxed. When they are away, all jobs can be carried out step by step.

On the contrary, a poorly regulated company often leads the busiest. The boss works until midnight, and the director works until eight or nine. When the manager comes to work, the employee starts to clean the table one hour before he goes to work.

What is the use of a few people who are busy? Bad sales can be directly related to the inefficiency of management.

Good managers will pay attention to group efficiency and care more about how to replicate success.