This is the second post-reading feeling of reading Siebel. I said before that the core of an insurance company is actually to manage people. This is because talent is the core asset of a service company.

With the development of Internet, people pay more attention to the concept of product. Many people believe that products change the world. But does such a concept apply to all industries and companies? It is debatable.

The most famous insurance companies in China are Ping An and Life Insurance. Why are these companies famous? Is it because of its products? I don't think so. At least for those who know a little about insurance, the products of these two companies are not very excellent.

The main reason is that Ping An and Life have great brand potential. This brand has great potential, largely because it has the largest salesman team in China. Such a large team of salesmen can bring trust to the brand.

therefore, people in insurance companies are actually a very important core asset of insurance companies. It is a very important link for insurance companies to promote products and build brands.

then go back to the management of insurance salesmen. What inspiration can this book give us? Let's talk about it in combination with the first part of the book.

with the rapid development of the industry, the salesman teams of many insurance companies have developed rapidly. In the past, a company's back office may only need to manage 31 to 51 salesmen. But now maybe one person needs to manage 111 to 211 people. This increases the workload and difficulty of management.

Most insurance companies use an internal management system to regulate more people. This is actually a natural way of thinking for a manager.

but how do we build such a management system? What this management system is constraining is something we need to think about.

when I first joined the business, the leaders wanted this state. We have established a good reward and punishment system and a good daily working standard, so all salesmen come into our company and work according to this set of procedures and standards. Then it will naturally produce the desired results.

at that time, I thought it really should be done in this way. If everyone works according to such standards, the workload of back office can be alleviated and more people can be managed.

so at that time, what we did most every day was to make phone calls. Ask the salesman, did you work according to the standard today? Do you know today is the billing node? Constantly implant this standard into his mind over and over again.

but what is the effect? It's getting worse. It is more and more difficult to communicate and standardize the behavior standards of salesmen. At this time, the common way is to make more calls. Finally, I fell into an infinite loop.

The book gives us another way of thinking.

There is a story in the book about Xu Wentao, a grass-roots employee of Xibei. He is a very idle employee, who often sneaks into the warehouse to play with his mobile phone, or goes to the store next door to chat with his fellow villagers. Employees like this are all problem employees in general companies. Our company must criticize, warn or punish such nonstandard employees.

but the leaders in the northwest saw some advantages in this employee. Every time I meet a problem like him. They didn't do too much punishment, but used a very interesting "wanted order" to remind him that he needed to follow the work standards. But also found him a very patient teacher to teach him some skills in the store.

at first, he was a little exclusive and didn't agree. But because of his patient and sincere explanation and teaching, he slowly found some sense of accomplishment. Passed the promotion exam in Siebel's training instructor certification.

such an achievement event made this young man grow up at once. He was promoted to minister four months after passing the discipline examination. Became one of the fastest promoted ministers in Spain.

such an example actually shows that every employee has his different personality and characteristics. Every employee needs to find his achievement point. After such an achievement point or event, an employee can be activated. But giving him punishment and warning according to a mechanical standard may eventually backfire.

Especially as a manager, if you activate an employee through such careful management, this employee will bring higher potential energy and influence to help you inspire more other employees. Other employees will trust you more. This is a twice the result with half the effort.

when we go back to the insurance company, what we expect is that all salesmen are the same. Newcomers enter the insurance company to enter the standard workshop of our assembly line. Then export to produce the same salesman who meets our standards.

this expectation is obviously problematic, and the idea of assembly line management is definitely not suitable for a team with managers as the main body. Because everyone has his own characteristics and personality. Everyone's understanding of sales and insurance is different. Then everyone's final process and state of completing sales are completely different.

Insurance companies use a very identical set of evaluation criteria. Everyone will feel that going out to visit three or five customers every day. Go home and record your work log. Attend class on time every morning to give feedback on the problems you visited yesterday and solve them. In the afternoon, I will continue to go out to visit three or five customers. Only salesmen who meet such standards are qualified salesmen.

in this kind of management, we are not so much managing people as managing the system, or being managed by the system.

today's world is very diverse. Not everyone is suitable for that old-fashioned sales method. We need to let everyone find his most comfortable sales method and workflow.

for example, I know a salesperson. At that time, she just entered the company and was a very introverted person. Telling her why she joined the insurance company face to face, and then selling insurance products to her customers, this process made her very stressed. She has to do a lot of psychological construction every day to visit a client. And any unhappy expression of the customer will make her feel miserable. So she couldn't do it anymore.

At that time, after communicating with her, I found that she was actually a person who particularly liked to express her life and emotions. She loves making friends, playing Weibo, taking selfies, and being in a state of hair. So her introversion is mainly manifested in face-to-face communication. In view of this feature, we will explore whether we can let people around us know that she is doing insurance in a lighter way. I constantly inspired her and let her find a way to promote herself.

She began to record what the insurance company learned, felt and saw every day. Send some things he saw and some stories he heard to his circle of friends in his simplest words, with some pictures.

the effect began to show in about two months. More and more people praise her circle of friends. More and more people will take the initiative to ask her for some insurance-related questions. Others will want to meet her to learn about insurance purchase. Slowly, she began to have a stable bill.

In this case, his work obviously does not meet the rigid standards of insurance companies. She often doesn't visit every day, but she is also an excellent salesman because she has found a suitable sales method.

This is how the book evaluates Jia Guolong's management philosophy. Tolerance to Jia Guolong is to dare to use people. Song Jian said: "In the eyes of the boss, there is no' what kind of people can be used and what kind of people can't be used'. If you find a particularly prominent point in a person, he will immediately seize it and enlarge it. When you push your strengths to the top, it is his happiest moment. "

There are a lot of examples in the book to illustrate such a point. A square dance aunt eventually turned into a regional manager; Some veterans improve the performance of a store from 1 to 1; Employees who have experienced psychological trauma eventually grow into northwest barbecue chefs. Every example in it is so vivid, but it is so different.

Their personalities are so different, but in the end, they all reach the same goal, completing the workplace transformation in this company in Northwest China. The transformation of these people has brought more young people wave upon wave.

it is a common management idea to see the bright spot in everyone and then bring this bright spot into full play. But many managers are unwilling to do this. It is because their minds will think that such an input-output ratio is too low, and one single-point operation takes too much energy and is not cost-effective.

in fact, many times, you get a person with potential energy. A serious and willing person will help you ignite more people. This may be the multiplier effect in management.

They think it is the quickest way to make a good system for all people to abide by, and then wait for a good result. But managers and management assembly lines are different after all. Everyone's characteristics are different, and everyone's potential is different.

As a manager, you need to find and activate those people with more potential, people with more potential. Let them give full play to their own characteristics, let them generate more energy and influence more people.

tail, let me just say a little bit about my feelings. Before I did management, I always felt that management was a job of pointing out the mountains and rivers. Make rules and regulations, and then wait for people to follow them. You just regulate the behavior of these people, so that they don't deviate from these rules and regulations.

Later, I slowly discovered that management sometimes needs to be more detailed and specific. Because you are dealing with a living person every day. These people's daily mood will directly affect their daily work. Your job is how to mobilize their emotions and states. Make them more efficient, happier and more fulfilling.

and these methods may be institutional constraints, material incentives, and emotional maintenance. But no matter what method, you are facing specific people. Then in the end, you will use specific methods.