Set goals
"Execution" has always been a very popular management course in China, but we reflect on why execution has become a training craze in China. It is because our business owners often feel that their strategic layout and decision-making are all due to SHEN WOO, that is, a bunch of unreliable employees lack execution. It is the most convenient and often the most direct problem to blame the poor management of the enterprise on the poor implementation of the team.
However, in the western developed society, in the market economy field where scientific management is very popular and application is very thorough, few people really mention the concept of "execution". In scientific management, the basic idea is "planning, organization, leadership and control" (French management scholar Fa Yueer), and the basis of management is planning.
It can also be said that the first factor of low execution of many domestic enterprises is the lack of clear planning and goals, or the lack of scientific and effective methods and tools for planning goals, as well as the lack of humanized thinking and touching art in the planning process.
The determination of enterprise goals needs to consider the relationship and balance of three things. "Standards, time and cost" are the core of organizational goals. First, determine one of them as a criterion, and what is the index that can't move even if it is killed. Each standard has been adjusted according to different projects.
Standard guidelines, such as the moon landing plan, take the standard quality as the first indicator to ensure that you can land and return safely, and the cost and time of money can be adjusted to some extent.
Time criteria-such as the opening ceremony of the Olympic Games-have been set. People and the media all over the world have arranged that time to see China, and the cost and standard of the project can be adjusted accordingly.
The cost standard, such as investment projects, has set how much money, but the time limit for spending money and the proportion of realized income can be adjusted.
At the same time, standards, time and cost each have a changing interval, and different intervals are divided for different levels of authorization and monitoring, so standards, time and cost constitute the margin of target requirements.
At the same time, the confirmation of organizational goals needs to conform to the SMART principle, that is, clear, quantifiable, achievable, verifiable and time-limited accurate goals. Only such a goal can be achieved and advanced.
After the organizational goals are determined, the most important thing is to tap the relationship between personal goals and organizational goals, so that everyone's dream development can be coordinated with organizational goals, which will naturally generate motivation and initiative. Specific methods can refer to the previous article-goal motivation.
Second, the pursuit process
If the goal is set, it can be achieved naturally, so what should managers do? The combination of management and leadership art and science is the most creative and realistic pursuit process.
On the basis of the clear objectives and division of labor of the project team, the key need is control and encouragement, just like a driving car. The goal is to set the target direction and determine the tourist route, and the pursuit process is the whole process of driving. Control is the steering wheel and excitation is the engine.
The introduction of control is a very important core in the whole pursuit process, and the most common problem of authorization is either seizing power or abstaining. The most realistic description is that it is slow to collect and chaotic to release.
Being in power means that everything can be implemented only after the final approval of the top management. In this way, the manager has become the biggest bottleneck of the whole project, just like there are toll stations everywhere on the expressway. The final result is that the following people are idle and the boss is too busy, and the result is not ideal. The boss scolded the employees for incompetence, and the employees complained that they didn't have the opportunity to play. One of the reasons for being in power is that you don't trust the team, you don't trust anything, and there is no simple trust team relationship; The second reason is that the backbone managers are not well trained, but only pay attention to the development of things and ignore the cultivation and development of people.
Abstaining means thinking that the task has been arranged and you can be the shopkeeper of cutting. The result is often that on the day when the final result is to be achieved, it is found that things have not progressed at all, and there are many mistakes and omissions, so they cram and tinker. The customer is not satisfied with the result, the boss says the employee is unqualified, and the employee complains that the boss doesn't support not giving resources, and the account will be settled after autumn. One way to solve the waiver problem is to set a milestone, that is, list a large-scale long-term event with multiple time points or a small project with marked event points, just like a milestone on the roadside, and adjust it immediately when the planned progress is inconsistent with the milestone progress. The second method is to promote on-site management. Managers should always go to the front line of employees' work and the front line of customer experience to observe and find problems, and encourage and support the development of the team.
Third, chasing results.
There is a story, there are two people on the roadside, both of whom are working hard. One is to dig a hole, and then the other person immediately fills it with a bulldozer. Only after asking did I know that there are three people in charge of planting trees, one is responsible for digging holes, the other is responsible for putting seedlings in the holes, and the other is responsible for filling the soil. As a result, the second person asked for leave today, while the other two continued to finish their work.
Although these two men finished your work, they didn't get any real results. The story is clear at a glance, and the real work scene is often the same, that is, if there is a division of labor, there will be small team interests, and no one will be responsible for the big overall project, and no one will make up for it in time and take the initiative.
Selfish departmentalism should pay special attention to the results. The main solution is to determine the person in charge of the overall project first. If no one is responsible for anything, it often means that no one will do it at all.
The premise of being responsible for people is to systematically communicate and arrange responsibilities, efforts, interests and risks. It is often the case that some people have great responsibilities, no rights and no interests. Managers must remember that people are profit-seeking creatures and can't all be Lei Feng. In ancient times, when generals went out to war, they held seals and military emblems in their hands, as well as a complete book of life and death of the sword on the side. If they win, they will be worshipped and sealed; if they lose, they will be beheaded. Clear rights and responsibilities are what managers need to communicate.
The second is the evaluation of the results. What do you want? Small enterprises often pay great attention to the results of performance, but ignore the results of team growth. In other words, remember that your team will get the result of how much it is worth. Performance results and team growth are the results we want. In Alibaba, there is a saying that borrowing things to repair people and borrowing fakes to repair the truth. Alibaba pays more attention to the growth of the team, so we pay special attention to a project. One is whether the team has really improved its ability, team atmosphere and overall cooperation, and the other is whether it has achieved the results we want. Often people are right, and the result must be right.
In the three axes of implementation, setting goals is the foundation and source, pursuing process is the focus, and obtaining results is the core and value. Ali dialect says that "the process without result is fart, and the result without process is rubbish". A team with consistent fighting capacity must grow up gradually in the process operation, and finally get the promotion of the team and performance.