Give you a company, see how you manage

Chapter 54 "Grassing the Details" Shouldn't Just Be Verbal
"Grassing the details" should not just stay on the verbal, but the eyes are always aimed at those "illusory" things.A company that does not pay attention to "details" will never become a "successful" company in the true sense.Management is no small matter, the details are everything.For the managers of the enterprise, all "small problems" should be "big things"—the "details" should be "lightly weighted" and all "details" should be given full attention.Only by making each of these "small problems" and "making it big" can a good corporate culture and management effect be brought about.On the contrary, for some "big problems", you should strive to "do small things", in order to "lift the weight as light as possible".But in real life, many of our managers tend to reverse the relationship between the two.They often like to talk about words such as "strategy" and "planning", as if only these are the real serious things, but when it comes to "details", they often pass them by without comment, or "speak well". Do more, do less".

However, after all, meals have to be eaten bite by bite, and life has to be lived day by day.It is impossible for an enterprise to play "strategy" every day, and a manager, especially a grassroots manager, does not need to "talk about strategy" every day.In fact, what they should really pay attention to should be some "trivial" things.As long as these small things (even "trivial things") are "solid", no matter how big a "strategy" can be completed.Conversely, if our managers "disdain" to do the "trivial" things in front of them, then so many good strategies will always be "castle in the sky", which is not useful.Maybe you will ask me: "Didn't you say that managers should not 'intervene' too much and try to 'delegate authority'?" That's right, this is what I said, but specific issues need to be analyzed in detail.

Generally speaking, "decentralization" is for high-level managers. The higher the level of managers, the more they should pay attention to "decentralization". "Power", because they are the ones who really "do things", and "without power" in their hands, they can't do things.If all people only think about "delegating power" and always want to let others do things, then they will become "big lazy ones supporting small lazy ones" and "going around in circles".In the same way, the lower the level of managers, the more they should pay attention to "details" instead of thinking about "strategy" and "planning" all day long.These "big things" should be "thrown away" to senior managers, especially the "boss" to worry about, and it is better to focus on doing the "trifles" of daily "trifles".

But one thing must be paid special attention to.That is, even for senior managers, or even bosses, it does not mean that they are a "good leader" as long as they "talk strategically" every day.In the final analysis, for any enterprise, "strategy" is not a "everyday thing".Only "details", only "trivial" is the real "daily" work.Therefore, for managers at any level, it is an incumbent responsibility to pay attention to and care about "details".They don't have to "do" it themselves, but they must use management methods such as education, guidance, correction, supervision, inspection, and assessment to urge low-level managers to complete high-quality "details."When necessary, you can help your subordinates complete the "details" without "pointing fingers" "over the top". It is also good to do odd jobs.All in all, "grasping details" should not just stay in words, but eyes are always aimed at those "illusory" things.A company that does not pay attention to "details" will never become a "successful" company in the true sense.In this sense, in fact, "details" are really not a "small problem", but an out-and-out "big problem".

(End of this chapter)