Let Employees Influence Employees

In any organization, correction and correction are what every manager must do, but relying solely on one manager is far from enough. It needs a system and a team to help solve it.

Individuals change because of the system.

In any organization, correction and correction must be done by every manager, but only by one.

In West Point, any senior student can correct the freshmen's behavior. The freshmen may be punished for 10 push ups because of their dirty shoes. If they resist, they will be punished for 20 more. Finally, they may be punished for more than 200.

Freshmen may be full of complaints at the beginning, but when he was in grade three, he also treated new people, which is a kind of training and a lively lesson.

Once he gets aggrieved, when he gets unfair treatment, he can hold back.

When you do not learn to execute, you are not qualified to be a leader.

It is not the leaders who give the first class to new employees, but their colleagues who let new employees learn to endure "grievances".

Nowadays, many enterprises adopt the way of developing old staff with new employees.

Because managers are busy with their work, they can not teach new employees wholeheartedly. Therefore, in order to make new employees adapt to their jobs faster, they usually arrange old staff to guide them when they first enter the company.

As a result, the old employees "rely on old age" and "bully" new employees, and make a lot of difficulties to them from time to time. In fact, the purpose is to let him suffer some "grievances" and exercise his endurance.

A trained executor will not be affected by his grievances in the unit. He will be particularly tough and tough. Finally, the spirit of the leader and customer will be a piece of cake for him.

When a system pforms a person, it is more convenient than speaking by leaders.

For example, if a child does not listen to his parents, the teacher says he will listen, and his classmates will say that he will be more receptive.

Therefore, managers should know how to influence employees when carrying out training.

In many cases, the manager told him that he would feel vague, but the old employee could take him and follow his example.

At this time, the new employees have passed the running in period with the team, and have begun to integrate into the team and play their roles.

System environment makes people

When it comes to the impact of environment on human beings, "Meng mother three moves" is a typical case.

This is a household history story. When Mencius was young, because the house was close to the cemetery, Mencius often played and played in the cemetery, and the people who mimic the tomb were piled up in a small pile of earth to learn to build a grave.

After seeing this, Ms Meng worried about the growth of Meng Zi, so her family moved to a nearby market.

I didn't expect that when Mencius arrived here, he often played in the market, learning small traders Hawking and bargaining.

Meng mother sighed again, and once again moved her home to a school hall.

Meng Zi often played around the palace of learning, learning to set up altar sacrifices, and let go and retreat.

After seeing this, Meng Mu sighed and said, "you can really live in a gentleman."

This means that this is the place where I should live. If this continues, the children will learn something.

In this way, Meng mother lived here for a long time.

Because of the influence of the environment and the guidance of his mother, Meng Zi finally made his studies and became a philosopher in Chinese history.

A long story tells us how the environment affects personal growth and development.

In modern enterprises, the influence of system environment on a person's development is also huge, especially for a person's values.

Ren Zhengfei, President of HUAWEI, joined the army when he was young. He experienced 15 years of military management in the army. The environment of the army provided Ren Zhengfei with a lot of valuable values. The army also became an important environment that affected Ren Zhengfei's success.

Any environment will have an inestimable influence on people's values.

Therefore, in the enterprise team, we should try our best to create a harmonious humanistic atmosphere, so that new employees can shape the trust between adults and adults under the influence of this atmosphere, and form a tacit and win-win sense of value among them.

Only in this way can employees be integrated into the team, contribute to team development and enhance the competitiveness of the whole team.

System culture affects people

A good team must have an excellent culture that affects people; a successful performer must have a successful team culture that affects him.

In 1987, HUAWEI had only six employees, and its assets were only twenty thousand yuan.

However, 22 years later, HUAWEI has developed into a large enterprise with annual sales of nearly 100 billion and the total number of employees over sixty thousand, and has become the leading telecom equipment giant in the world.

Why did HUAWEI achieve such brilliant achievements in 20 years?

To a large extent, it is due to the high performance sales team that makes the competition coward and the team culture to achieve this high performance team.

There is such a HUAWEI team's words: "their marketing ability is hard to surpass.

People are beginning to think that the quality of HUAWEI people is relatively high, but opponents have changed a group of people who are of high quality.

At last, we understand that they are not only a few of the top positions in the forward position, but behind them are a strong backing team. Some of them are responsible for the technical plan design, some are responsible for the expansion of the external relations, and some have even entered the internal competitors.

Once the need is ahead, someone will be reinforcements immediately.

HUAWEI people are like a "Coyote" who only bravely sprint. HUAWEI's team is made up of this "hyenas".

Because of this, HUAWEI has become the "wolf culture".

Thus, in the spiritual atmosphere and cultural environment created by the "wolf culture", every HUAWEI person works hard in the workplace with a strong sense of crisis and a sense of competition, so as to create their own value and enterprise value and get the space and opportunity for the survival and development of individuals and enterprises.

To create excellent executors without excellent team culture, it is precisely under the influence of "wolf culture" that HUAWEI's efficient teams forge efficient executors.

This is a kind of invisible charisma, deep level of powerful charisma, cohesion and influence.

If a team has such influence, the melting pot of the team will be created.

When the team and system became dye vats and turned into furnaces, the team succeeded.

Because at this time, just like IBM, whether you are red or yellow, you are blue in this team.

To comment

The success of any individual must depend on a team. To cultivate an efficient executive, it is not enough to rely solely on the weak power of the manager. It depends on the strength of the team.

In a team, to build a truly executive person, it is necessary to use the power of the system, to influence and pform him with the members, environment and culture of the system, so that he can be integrated into the team and grow and develop together with the team.