1 on the division of labor
Story: a young artillery officer took office to the subordinate troops to inspect the drill situation, found that there are several troops drilled with a **** the same situation: in the drill, there is always a soldier During the drill, there was always a soldier standing under the barrel of the cannon, not moving at all. Upon inquiry, the answer was that this was the way the drill regulations were written. It turned out that the regulations were based on the rules of the horse-drawn cannon era, when the soldier standing under the barrel of the cannon was supposed to hold the horse's reins, preventing the recoil of the cannon from causing distance deviation after firing, and reducing the time needed for aiming again. This role is now no longer required for the cannon. However, the regulations were not adjusted in time for the emergence of soldiers who did not pull their horses. The officer's discovery earned him a commendation from the Department of Defense.
The insight: The first job of management is the scientific division of labor. Only every employee is clear about his or her job responsibilities, so as not to produce bad phenomena such as pushing and pulling. If the company like a huge machine, then each employee is a part, only they are dedicated, the company's machine can be benign operation. The company is developing, managers should be based on the actual dynamic situation of the number of personnel and division of labor to make timely and appropriate adjustments. Otherwise, there will be "soldiers who don't pull horses" in the team. If there are people in the team indiscriminately, to bring the enterprise is not only the loss of wages, but also will lead to other personnel's psychological imbalance, and ultimately lead to the company's overall decline in work efficiency.
2 on the standard
Story: there is a small monk as a bell ringer, half a year down the line, boredom, "do a day of the monk bell" only. One day, the presiding officer announced that he would be transferred to the backyard to chop wood and carry water, because he was not competent to ring the bell. The young monk was very unconvinced and asked: "I hit the bell is not timing, not loud?" The old master patiently told him, "Although the bell you ring is punctual and loud, its sound is empty and weak, and has no power to inspire. The sound of the bell is to awaken indolent beings; therefore, the sound of the bell that is struck should not only be loud, but also mellow, thick, deep, and long."
Insight: The host in this story made a common-sense management mistake: "Being a monk for a day and ringing a bell for a day" was caused by the host's failure to publicize his work standards in advance. If the young monk had understood the standards and importance of bell ringing on the day he entered the monastery, I don't think he would have been dismissed for slacking off. Work standards are a guide to employee behavior and a basis for appraisal. Lack of work standards often leads to inconsistency between employees' efforts and the overall development direction of the company, resulting in a huge waste of human and material resources. Because of the lack of reference, over time employees are prone to form complacency, resulting in slack work. The development of work standards as far as possible to achieve digitalization, to be linked to the assessment, pay attention to operability.
3 on communication
Story: The well-known host of the United States "Linklater" visited a child one day and asked him, "What do you want to be when you grow up?" The child innocently replied, "I want to be an airplane pilot!" Linklater then asked, "What would you do if one day your airplane flew over the Pacific Ocean and all the engines died?"
The child thought for a moment and said, "I would tell the people sitting in the airplane to strap in first, and then I would hang up my parachute and jump out." As the audience laughed in disbelief, Linklater continued to watch the kid to see if he was a smartass. What he didn't realize was that the kid's tears were coming out of his eyes, which made Linklater realize that the kid's compassion was far beyond what he could describe. So Linklater asked him, "Why did you do it?" The child's answer revealed the sincere thoughts of a child, "I'm going to get fuel and I'm coming back!!!" .
The takeaway: have you really listened to your men? Are you habitually interrupting your men's speech with your own authority? We often make the mistake of commenting and directing according to our experience before our men have had a chance to finish speaking about themselves. If you were not the leader, would you still do this? Interrupting a subordinate's language makes it easy to make one-sided decisions on the one hand, and on the other hand makes the employee lack the feeling of being respected. Over time, the subordinates will no longer be interested in giving honest feedback to their superiors. When the feedback system is cut off, the leader becomes a "loner" and "blind" in decision-making. With the staff to maintain an open exchange of information, will make your management like a fish out of water, in order to correct the management of the error in a timely manner, the development of more practical programs and systems.