C: Clarity (clarification) Clarification is the premise of management. The company's strategic objectives are clear and the communication is clear and complete, ensuring that every peripheral employee knows the strategic objectives; Each department has clear performance goals; Every responsible employee has a clear understanding of objectives, tasks, responsibilities and standards, and there is no misunderstanding or ambiguity between the upper and lower sides about tasks, objectives, responsibilities and consequences.

In order to be clear, managers should clearly express and convey the intentions of superiors and get feedback from subordinates when assigning tasks and giving instructions to ensure the consistency of understanding. It is necessary to turn the goal into an action step that subordinates can understand and superiors can follow up; In addition, the measurement and tracking methods need to be defined at the plan release stage to ensure that they can be measured and monitored during implementation.

The second c: ability. The task is clear, and employees should have the practical ability to complete the task; The quality and ability of employees may exceed the job requirements in many aspects, which is overcapacity rather than competence. There are many "talents" with high quality and high academic qualifications, and it is not uncommon for no one to do specific small tasks; On the other hand, the job requirements are beyond the ability of existing employees, which is incompetent.

In order to improve their ability, managers should be able to decompose complex tasks and ensure that clear and executable tasks are assigned to competent employees. Managers should first "stand on the ground" and then "stand on the top of the sky": they should not only personally participate in the actual work, but also organize the actual cases obtained by personal operation into replicable operation templates, and also break away from the actual operation as soon as possible to impart skills to employees to ensure that the skills are in place and multiply productivity. Managers should also optimize processes and tools through field observation, reduce dependence on the skills of operating employees, and increase the ability and competence of existing employees.

The third c: commitment. Clear tasks are assigned to competent employees to lay the foundation for implementation. However, to ensure the expected results, we must also obtain the commitment of employees. Promise is not equal to promise. Commitment means doing what you say, and completing the task on time with good quality and quantity at all costs. Enterprises often lack reliable employees, which is caused by corporate culture, and more is the dereliction of duty of direct managers.

In order to get the promise, managers should guard against procrastination, correct even very detailed and unskilled problems, and explicitly ask employees not to let themselves go and be negligent. Not only the premise of motivation, but also the result can be changed by changing the way of doing things. Finally, under the premise of rigid management, we can give full play to flexible leadership to gain employees' commitment.

The fourth c: control. Without control, there is no result. Lack of clarification, ability and commitment will lead to the failure of implementation, and control is the last chance to correct and save.

Control means getting the implementation information in time, and it also means that employees can get timely encouragement and guidance. In order to get key information as soon as possible, managers need to pay attention to behavior and root cause information rather than just result information, so managers should be able to decompose the implementation process and pay attention to the implementation quality of each key step. Control requires setting key control points and clear measurement standards, and implementing corrective measures on the basis of obtaining sufficient information in time to ensure the realization of the objectives.