First, enterprises need to encourage internal competition. With the lowering of the entry threshold for enterprises, a company can be established with one yuan of money, and with the rapid development of computer technology, the competition faced by enterprises is becoming more and more fierce. Tired of dealing with these external competitions, why don't managers encourage internal competition? Instead of letting outsiders "everyone is CEO", it is better to start a business from the inside, let employees spontaneously undertake some business content or work projects within the enterprise, and the enterprise will give corresponding support. These employees will share the results with the enterprise. This management system can effectively improve the internal distribution mechanism and stimulate the vitality of employees. Some managers may have questions. What if some employees don't have the will to start a business? Huaheng Zhixin believes that in this case, enterprises should adhere to the principle of "those who are able to go up, those who are mediocre give way, and those who are mediocre go down" and use competition to "stir up" and "a pool of stagnant water", so as to enhance the enthusiasm of employees, promote their growth and create higher performance for enterprises.

Second, we should cooperate while competing. Enterprises need to control the boundaries of competition and prevent employees from blindly competing for resources and funds to the detriment of other employees and even the performance of enterprises. Take McKinsey as an example. Although the system of "not advancing or retreating" is almost "inhuman", it does not mean that McKinsey does not pay attention to cooperation. In fact, the target of McKinsey employees' internal competition is themselves, not colleagues, because the progress mentioned in the "up or down" mechanism depends on whether the employees themselves have improved compared with their previous performance. Every consultant is willing to help when he needs help. Consultants can also consult senior consultants they have never met by telephone. This is an obvious reference for enterprises with weak hierarchical concept, and it is unimaginable for some enterprises that regard leapfrog inquiry as a "taboo". But it is this kind of cooperation that makes the competition last for a long time, and then can continuously activate the enthusiasm of employees. These enterprises can use the system to precipitate the atmosphere of "learning organization" and implement it in the employee handbook for publicity and promotion.

Third, enterprises need to use salary to strengthen competition. The cost of McKinsey's projects is generally in the order of tens of millions. In such a company that earns a lot of money, the treatment of employees is naturally very yowza. Under such fierce competition, this salary is naturally a "super glue" for employees to stay firmly in the company, and employees will work harder because of the incentive of salary.

Use strict competition mechanism to break the lazy working state of employees. However, enterprises need to pay attention to that employee competition is a kind of transcendence to themselves and an improvement of performance, rather than competing with other employees for limited resources of enterprises, or even an attack similar to "office politics". This requires enterprises to emphasize cooperation, retain "heart" with atmosphere, and then retain people with high salary. This "soft and hard combination" measure can ensure the sustainability of improving employees' enthusiasm.