"Big Events" And "Trifles" In Management

An excellent

Don't do something you shouldn't do.

In China's enterprises, especially small and medium-sized enterprises, many business leaders have just started their businesses. In order to save costs, many things are done by themselves. One person can do more than one job. Even though the company is growing stronger and stronger, it no longer needs to do many things on its own, but it is still used to doing everything personally, and it is not easy to feel that anyone is doing things.

This can be done in the early stage of starting a business, but business managers have always done everything in their power to do so.

There are also some business managers who specializes in a particular field. They feel that they are not as good at doing as they are, though they may actually be so, but the result is that they have become a technical expert, a sales elite or a public relations expert, not just a good business manager.

For example, some of the leaders of technology origin devote much effort to professional work, and ignore their real work is to manage the enterprise, to be a commander in chief, not a general who can be alone.

The opening story tells us that a manager can not have other skills, but he must be able to do his job well - to be a good manager.

For an enterprise manager or any employee, it is the most important thing for him to do his work carefully and concentrate on his work. On the contrary, it is dereliction of duty.

Take "Microsoft" founder Bill Gate as an example. As we all know, he is a brilliant genius in computer field. But when he was doing business, he devoted himself to the operation and management of the company, and completely put aside his technical work. When he was engaged in technology research and development, he completely left the management position and appointed another person to manage. It turned out that he had done the right thing, which made him work with all his heart and effort, and the result was excellent.

In contrast, Jobs, a Apple Com puter Inc, used to manage and catch up with marketing when he was in charge of the family. He also asked about technology research and development. Although he was a better software designer of Bibil Gates, but because he could not concentrate on his own work, he did not do well on both sides.

In the Analects of Confucius, Confucius said, "in his position, seek his administration, not in his position, and do nothing in his administration" means that he does not do what he should not do, so that he has time and energy to do what he should do.

Many business managers do not understand this. They think that the more they do, the more efficient they are.

But the fact is that for a driver, to do anything else except to focus on steering wheel, even if it is done well, it is also a dereliction of duty.

There is a figurative metaphor to illustrate this problem: houses in ancient times had many houses to support the roof of the house.

A person feels that there are so many columns in the house that it is very eyesore and affects the beauty. So he carved the shapes of Cheng Panlong and beasts in the house pillars, and emptied the pillars and placed vintages on them.

The guests who came to their homes appreciated everything, but the owner was very proud. But within a year, the house collapsed and the owner of the house was crushed to death in the collapsed house.

This story shows that everyone, everything, has its own work and role, such as Fang Zhu, its job is to support the house, rather than crafts, display of goods rack.

Doing extra work has affected the job and lost the job, and other work has lost its meaning.

Business managers are like the beams and columns of a house. The function is to support an enterprise, lead them to a correct road, and give other things to others. If you have to do other things, it may indicate that you are not suited to be a manager. It is better to be a skilled director or director of production.

In the west, such management ideas are very mature, but few entrepreneurs in China can recognize this problem.

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In modern society, compound talents are often mentioned, one person can do more than one person.

But the author believes that the premise of multifunction and multi position is that these skills and work should be promoted and improved each other, so that I can do it. I personally like drawing, and I find that calligraphy can be studied at the same time, because both can promote each other.

If two or more jobs are not mutually reinforcing and mutually reinforcing, they should concentrate on doing one thing well.

It is possible to achieve excellence if we concentrate on our work, as we have never seen a literary hero and an Olympic champion.

The author once read such a true story in a magazine: the author of the article often goes to a hospital in Indiana, because of the need of work. He notices that two male and female interns who have different attitudes are not going to be late for work every day, nor will they arrive early and ignore their work. If patients come to ask for help and have nothing to do with themselves, he will smilingly say, "please go to the nurse, this is not a doctor's duty".

And another female intern is very enthusiastic. Besides his job, she helps small patients weigh their weight, feed them, make recipes for patients, and push patients to shoot X rays.

Every day they rush to work late.

At the end of each year, 5 best interns will be selected at the end of the medical school. The author of the article thinks that the diligent and hardworking female doctor is sure to be on the list. After announces the list, there is no female intern, but the male doctor is on the list.

The author of the article went to ask the Dean, who was so friendly and enthusiastic, how the responsible doctor was not selected. The dean said, "the reason why she failed was because she was overtaken because the doctor's duty was to see patients for patients, and one's energy was limited. If anything was done, it would be rushed and exhausted.

Other things may not be done well, and the job is bound to be bad. Even if other things can be done well, the duty of the doctor is to see patients for the patients, to feed the patients, to have the nurses to do the work, to help the patients to take the temperature, is the work of the nurses, to push the patients to check, is the duty of the carrier, and the duty of the doctor is to correctly diagnose and treat the patients, and everyone is good at their own work.

She is very caring, which is another matter, but this time she was chosen as the best intern, and she was unqualified.

This is the culture of the United States, which is quite different from that of China. In China, influenced by traditional culture, it is often affirmed for a generalist in a job. However, it ignores the fact that this person takes a lot of time to do the work that does not belong to himself. Although it is worthy of commendation, his job has been affected, but we seldom pay attention to it. Although their job has been completed, they believe that if they devote all their energies to what they should do, they will do better.

This is also an important reason why China lacks talented people but lacks outstanding talents.

From the point of view of human resources, if one person is multi office, if the arrangement is not scientific enough, it will not only reduce the cost of the enterprise, but also reduce the work quality and efficiency, and increase the labor cost.

Looking at the assembly line operation of the factory now, we will know that every process focuses on one's own, so that we can do well and the efficiency is the highest.

Just imagine that if every worker in a factory independently completes all the manufacturing processes of a commodity, the cost of equipment and manpower will increase several times, and the efficiency principle of other jobs will be the same.

I believe that one person to many jobs, to some extent, is the retrogression of management science.

Maybe many managers of small and medium-sized enterprises will say that our enterprises are limited in scale and do not need to set up special persons in every link.

If this is the case, then I would suggest that you take these people to do the job of high cost and part time work to ensure that the quality cannot be guaranteed, so that the cost can not be lower than that of one person, but the quality and efficiency will be greatly improved.

Don't do important things.

A zoo keeper noticed that kangaroo was running out of the cage, so the zoo held a meeting and agreed that the height of the cage was too low.

So they raised the height of the cage from the original 10 meters to 20 meters.

On the second day, they found that kangaroo still ran out, so they decided to raise the height to 30 meters.

But on the second day, kangaroo still ran outside. Finally, the administrators began to consider such measures as the fence and the net.

But when they did these seemingly important events, they neglected that the reason that kangaroos ran out was that the lock on the door of the cage was broken.

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In management, sometimes things are very simple, but we neglect to do nothing, but do things that seem big, important, but useless.

Therefore, an enterprise manager should be able to distinguish himself from the complicated things everyday, and not do the seemingly important but not important events, so that he can have the energy to do what he should do.

I know an entrepreneur. He doesn't ask many questions. He only asks 3 questions: financial condition, product quality and market feedback.

Just like that, more time goes to travel and play, but the development of their enterprises is very good, very fast.

In fact, the entrepreneur is not confused by the complicated business management affairs and market chaos, and seize several key points of operation, so that there will be no big deviation for the enterprise, and then put more time on the major events related to the life and death of the enterprise, so that we can jump out of this bureau, keep our thinking objective and calm, and have keen vision and lofty vision.

As a matter of fact, not doing unimportant things and doing important small things is a capability to grasp its essence through the appearance of things. At the same time, we can also see the magnanimity and pattern of a manager in the face of choice, wisdom and profound.

In today's enterprise management, there are too many complicated things every day. If we can not effectively identify and filter these dazzling events, how can we have more energy to do what we should do?

Do important little things.

In the spring and Autumn period, Wei Wenhou once asked Bian Que, a doctor, and heard that three brothers in your family are all good at medicine. So who has the best medical skills? Bian Que said, eldest brother has the best medical skills, second brother is second, and my medical skill is the worst among three people.

The king did not understand, because at that time Bian Que's medical skills were almost unknown in other countries, and his two brothers were almost unknown.

Bian Que explained: "big brother treatment is before the onset of the disease, when the patient did not feel seriously ill, the elder brother prescribe a prescription, as long as one or two drugs can eradicate the disease, but the patient does not know that a serious illness has been cured in the bud stage, which makes his medical skills difficult to be recognized. Therefore, he has no reputation but is respected in our family, because we know that his medical skill is the best.

My second brother is good at finding and diagnosing and treating the disease at the beginning of his illness.

However, because the symptoms are not serious at this time, it does not feel like a serious illness to the patients. This makes people think that the second brother is only a doctor who is good at treating minor ailments.

And when I treat a disease, it is often when the illness is very serious that the patient will be ill and the patient will be in great pain.

At this point, I cured them, they felt that I had the highest medical skills, so I knew all about the world.

But the real skill is to eradicate the patient's condition when he has just had a seizure.

This historical story brings us a lot of inspiration for today's enterprise management. We often attach great importance to the "fire brigade leader" who can turn the tide in the enterprise and rescue the business in distress.

However, although they have the credit, enterprises need more to be able to guard against problems and eliminate problems.

For managers themselves, they should be good at preventing accidents, and be aware of the development of things in advance, and discover the hidden trouble behind small problems, and eliminate them.

Because many seemingly small problems may lead to very serious consequences, and the causes of any big problem are very small, unnoticed and very easy to eliminate. We rarely notice that this ability is more important than the ability to reverse the crisis in the face of a great crisis.

Because it is better to save enterprises from danger than to save them from danger.

A small part of the factory does not change in time, causing the whole machine to be paralyzed and then affect the whole production line. Now, car manufacturers frequently recall a lot of problem cars. In fact, the problems are very small. If they could be checked carefully, they could avoid tens of millions or even hundreds of millions of Yuan's losses. The location of a particular color on a commodity box is blurred or imprinted or wrongly printed. This is a very small problem, but it may remind customers that the product has the impression of quality problems or inferior products.

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McDonald's has an executive who focuses on the big area but neglects many important minor problems. It only focuses on the expansion and opening of the business, but ignores the details of the cleanliness of the store environment and the service quality of the service staff. The satisfaction of McDonald's customers has dropped to the last place in the food industry. The brand value has dropped by seventh from the highest in the world, which has led to a sharp decline in sales and forced the closure of many stores.

Finally, after the new executive took over, all these seemingly small problems were solved, and McDonald's returned to life and became the overlord of the fast food industry again.

We Chinese have heroic complex.

In ancient China, a talented and able official did not pick up the roads of local governance, but did not shut up at night. However, he was only willing to leave office. After his resignation, the local government began to mess up and the new officials were dismissed. When a successor emerged, the crisis was reversed, and when the local scene reappeared, it was regarded by the court as a great talent and then promoted and reused.

In fact, those who bring peace to Taiping are far superior to those who are good at managing chaos.

Today, many of our business managers are highly esteems or even follow the example of those who do "big things". They do not know that those companies that are calm and uneventful all day long, managers who seem to be doing minor things, can make leaders of healthy development of enterprises be masters of inaction. They do not have no ability to deal with major events, but they solve big problems before they happen.

What is a competent manager?

Good business managers do not necessarily have to make great achievements. In management, ordinary is not equal to mediocrity, nor is extraordinary equal to excellence.

What businesses need is not ups and downs, but waves of development and health.

As long as we can see clearly the essence behind the big business through the appearance of things, and then do what we should do, we are a good manager.