Give you a company, see how you manage

Chapter 8 There is no policy of "growing legs" in the world
It is impossible for any kind of system and policy to "guarantee its own implementation as long as it is formulated".Therefore, it is not a performance of a manager's due diligence to only be responsible for "making" the policy and "everything will be fine".Only advancing "execution" is the "hard truth".There is a common problem among the managers of private enterprises—for various "systems" and "policies", they only care about "making" and don't care about "executing".It seems that these systems and policies have "grow legs" by themselves, as long as they are "formulated", they can guarantee their own "execution".In my company, there is a monthly "commission policy" for the sales department.That is to say, in order to motivate employees to work hard in the business development direction that the company hopes, the company needs to frequently and flexibly adjust the "commission policy", reflect the company's "tactical intention" in the policy faithfully, and vigorously guide the sales staff's sales behavior through the policy. Striving Direction.

But what is interesting is that, returning to the "policy" that took a long time to formulate, the sales manager simply announced it at the regular meeting at the beginning of the month, and then posted it on the "notice board" saying "everything is fine".Therefore, the monthly policy will be a mere formality, and it will not guide the business and motivate the employees at all. It will only become a "reference tool" used by the sales staff to estimate the monthly income at the end of the month.Coincidentally, I also found that no matter what level of leaders convened the meeting, it was basically "finished" as soon as the meeting ended.The content discussed at the meeting, the policies and systems formulated have not been well implemented at all.So every meeting said "the same thing", and a lot of the same documents were sent out, but the "thing" was still "not moving at all".These problems, in the final analysis, stem from the same reason - poor execution.Or a little bit more "on the line", maybe because some of our managers still have a relatively serious "bureaucratic" thinking in the minds-I am only in charge of "talking about things", and "doing things" is someone else's business Son.If our managers all think this way, they can only hope that our systems and policies can "grow legs" and ensure their own implementation.

Take the above example about the "commission policy" of the sales department as an example. As a department manager, you can't "announce" that it's over and let it go.Whether employees have achieved a real understanding, whether there are any doubts, how they are performing in daily work, what problems, how to solve them, etc., all require our managers to pay attention, supervise, and even provide necessary guidance and assistance. .Instead of being a "hands-off shopkeeper" and "push" things out to finish.In the same way, the issues discussed at each meeting, whether the resolutions and systems issued have been well implemented, who is responsible for the implementation, when to implement them, and what to do if they cannot be implemented, etc., that is, what we usually call PDCA. There must be a strong promoter, and it is a "one-insert-to-the-bottom" type of promotion.Otherwise, it would be useless to hold many meetings, and it would be a waste of saliva if everyone gathered together.Remember, there are no policies and systems that "grow legs" in the world. No matter how small the matter is, it has to be promoted and resolved by "manpower".Instead of wasting so much time on "policy formulation" and "meetings", it is better to save some time and "implement" a few things in a down-to-earth manner.

(End of this chapter)