This book is a practical encyclopedia for all front-line managers, which provides a clear and complete set of management ideas and tools for leaders. This book deeply analyzes an important part of enterprise management: enterprise culture. The book introduces in detail how to divide management into five levels with the five-element culture: core values, twelve operational frameworks, management methodology, four-step implementation and leadership. Advance layer by layer, analyze in detail, and use it immediately; At the end of the chapter, there is a mind map, which summarizes the main points and sorts out the ideas to facilitate learning and absorption; It is of great reference value to all entrepreneurs and business managers.

Before learning how to operate and manage, The Five Art of War of Effective Management suggests that we should clarify three issues:

1, what is an enterprise manager?

2. How to become an enterprise manager

3. Master the management tools commonly used by leaders and become a qualified leader.

1, what is an enterprise manager?

Some people say that business managers are the highest paid people in the office, and they control everyone's life and death. They may be like this, or they may be like this.

However, Sun Taoran believes that a qualified manager should be a good guide, a solid backing and a coordinator with the right to speak.

Don't expect others to do what you can't do, and don't expect subordinates to help you solve what you can't solve.

If you want to wear a crown, you must bear its weight. Managers should aim high when drawing enterprise charts; In the face of big winds and waves, we must be firm; When you meet subordinates with suggestions, you should be broad-minded. They are a group of people with strong learning ability and strategic ability.

2. How to be a manager

From running a company and promoting projects to saving time and managing wealth, you can be regarded as a manager. How to manage depends on a person's strategic ability. Is to find the direction, is to give full play to their talents, but also to find resources to make Qian Shengqian capable.

3. Master common management tools.

On the practical level, Sun Taoran learned from Lenovo's management thought, refined his experience in Lacarra and Blue Cursor, and taught five major art of war for effective management: core values-twelve decrees-four-ring methodology-four-step implementation-leadership.

How the founder looks at the world, right and wrong, and his attitude towards life determine the corporate culture of the startup company. For managers, corporate culture is the source of combat effectiveness. Only in this way can 80% people get 80 points in 80% cases. Corporate culture covers places that are not covered by institutional processes. As a manager, you need to set an example, integrate into the enterprise and implement the corporate culture.

The first section is the core values, which are the requirements for all grass-roots employees. Any grass-roots employee, if you want to be a member of Lacarra Company, must agree with this core value. When a company clearly puts forward its own core values, and recruits and requires employees accordingly, all employees of this company will gradually form the same culture, and everyone's standards of right and wrong will tend to be consistent. Then such a team is a combat team.

The second section is the 12 decree, which puts forward the requirements of 12. How do you think about how to act and how to communicate with people? This 12 requirement is a bit like the three major disciplines and eight notices in the army, which all employees are required to abide by.

The third section, four-ring methodology, is a way of doing things. What should we do when we decide to do something? We propose four steps. First ask the purpose clearly, then deduce it, then prove it by hand, and finally reply in time. If you follow these four steps to do anything, you can get more than 80 points.

Four-ring methodology is the way we manage things. As a team leader, when you are in charge, you should follow these four steps to think and act. As a single individual, when you do something, you take over another thing, and when you decide to do something, you also follow these four steps, which can also ensure that you make the right choice.

The fourth section is the method of managing people. Whether you manage 3 people, 30 people or 300 people, how should you manage people? We propose to implement a four-step approach: setting goals, controlling progress, grasping evaluation and grasping norms. Similarly, when managing people, you can manage people well by following these four steps to think and act.

The fifth part, the three elements of our leadership, that is, the three elements of management put forward by Mr. Liu Chuanzhi, are to build a team, set a strategy and lead a team. This section is the requirements for the core leaders of the company. If you want to be a leader, leader or team member of this company, you must master this fifth section. You must be able to make strategies, build teams and lead teams.

As a person, if you are not a manager, you are an ordinary person. When considering our own life and work, these five sections also apply the core values, and each of us should think clearly in our life. The core is three views. How do we view the world, how do we view right and wrong, and how do we want to live. When we think about these three views clearly, our life is a sober life, that is, the life we want to live. If we don't think clearly about these three levels, you will be confused. Similarly, if I get along with my friends as a person, tell us what to do when getting along with my family.

What are the Twelve Commandments?

All tough armies in history have strict discipline and clear core values. Twelve orders stipulate the code of conduct for employees to "order banks to report", that is, twelve disciplines of instruction, action, communication and reporting. These twelve disciplines are as simple and clear as the "three major disciplines and eight attentions" in the army. The purpose of the Twelve Commandments is to establish organizational discipline and cooperative methods, and to turn every employee and manager into a reliable colleague who can communicate and cooperate, be punctual and keep his word.

Twelve commands, everyone can do it, and the rest is how everyone insists on doing it. If all employees, leaders and superiors of an enterprise can abide by the Twelfth Order, the efficiency will be improved by at least 50% and the success probability of the enterprise will be improved by at least 30%.

1. Order: Confirm the order? Timely report? Write a weekly report by yourself

Second, the rules of action: do it? On time? solve problems

Third, the communication rules: Nissin mail? Meeting minutes? Write a memo

Fourth, the reporting regulations: three summaries? A one-page report statistical analysis

Take the four-ring methodology as an example, this is a way of doing things. Before we decide whether to do something, the first step is to ask the purpose first. The purpose is clear, and this is what we really want to do. If I do, it will have a decisive impact on my main battlefield. If I really want to achieve such an expected goal, then I will decide to do it. Deciding to do this requires making a plan, how to do it, what is the path, how to divide the work and how to do it. But after this plan is finished, it is not implemented immediately, but a deduction. In fact, it is to push forward to infer whether your plan is established. Our business is the same, so are individuals. When you make a plan, you don't want to act at once, do it at once. It's that you want to deduce the plan, and it feels established after deduction, and you don't want to do it right away. Instead, you want to do a pilot, find a small city to do a pilot, or you can personally implement the plan to do a pilot and finally promote it. Of course, in the process of promotion, we should often quote repeatedly. This is the four-ring methodology.

Implement the four-step method, that is, set the target to control the progress and grasp the evaluation criteria.

Set goals first, and management should set goals. The goal should be set before the start, just like when we shoot, you have to draw a circle before shooting, and you can't draw a circle after I shoot. In this book, including how to set goals in the implementation process, we have refined three more items, how to set this goal, in order to set the goal clearly.

The second step is to control the progress. A simple way is to manage one layer and look at two layers. The superior is in charge of the first floor, because the floor that reports directly to you is your responsibility. But you must look at the second floor and see what your subordinates are doing, so as to ensure that your grasp of the progress is very accurate and scientific.

Grasp the evaluation, you set a goal, and finally you don't take the exam, and you don't reward or punish, so this goal is the same as uncertainty.

The last step is called rational standardization. A very important duty of a manager is to summarize all the rules and operation manuals that can be summarized within your jurisdiction. In this way, your man can be like you.

This is the implementation of the four-step method, which is a complete closed loop from setting goals to controlling progress and grasping evaluation principles and norms. Every year, every quarter and every month begins with setting goals, and then ends with evaluation, or even management and standardization. In this way, you can actually use it to manage the team and yourself.

Appendix, Corporate Culture in Lacarra

Article 12 laws

This is the threshold of corporate culture in Lacarra, which all Lacarra people must recognize and practice. It is equivalent to the "three disciplines and eight attentions" in the army, which is the basic discipline of Lacarra, and it is also the basis for this enterprise to be banned and become a team.

Twelve laws stipulate how to "read, write and do" from four aspects:

How to "see"

1. Confirm the instruction: confirm the received instruction and reply to the instruction to be executed with a brief execution plan, estimated time and results.

2. Timely notification: important work progress should be notified in time.

3. Nissin mail: In any case, mail must be processed once within 24 hours.

How to "listen"

4. Minutes of meeting: the meeting needs to be recorded, and the items that need to be implemented should be clearly listed according to the importance, and the responsible person, time and goal should be clearly defined.

5. Write your own weekly report: Everyone writes their own weekly work review and next week's work plan, which will be distributed before Monday 12:00.

6. Write a memo: Write out the important matters needing attention in the work and send it to all relevant personnel to ensure mutual understanding.

How to "think"

7. Statistical analysis: speak with numbers, and speak with quarter-on-quarter, year-on-year and percentage.

8. One-page report: All reports are written in one page with supporting evidence and materials.

9. Three summaries: Three articles make all the questions clear.

How to "do"

10. punctuality: don't be late.

1 1. When it comes to doing it: think twice before making a promise, and then do it.

12. solve the problem: if there is no result, just don't do it, without any reason.

The requirements of these 12 are not complicated. Most of them can be done by anyone who wants to do it, but it is also the last thing many people can do in their daily work. We use this to ask everyone to work in Lacarra. You can imagine that if everyone can meet these requirements of 12, it will be a force with simple communication and strong execution!

two

Vision, mission and values

This is the corporate culture foundation of Lacarra, which all qualified Lacarra people should recognize and pursue.

Lacarra's vision: to become one of the best comprehensive Internet financial service companies.

Lacarra's mission: to create a world that is convenient for finance and life.

Lacarra's core values: being realistic, enterprising, innovative, cooperative and sharing.

The so-called truth-seeking, is the pursuit of understanding, said to do.

The so-called enterprising means solving problems and changing with each passing day.

The so-called innovation means working smart and being different.

The so-called synergy means thinking upward and extending the defense zone.

The so-called sharing is knowledge sharing and income sharing.

Lacarra's core values are greatly influenced by Lenovo, and its essence is to be a good enterprise and a century-old shop.

three

Methodology

This is the way we think and solve problems. In my opinion, methodology is the only way for 80% people to reach 80 points in 80% cases. If we ask every cadre to think and solve problems in strict accordance with methodology, the combat effectiveness of our team can be doubled.

The strengthening of methodology can effectively prevent the randomness and randomness of our work and ensure that we can think about and solve problems at a basic level. Although you can't guarantee to do your best, you can guarantee to pass.

There are always many smart people in enterprises, and these smart people are the biggest problem, because they will be self-righteous, understand and imagine what they want to do and how to do it. Of course, we can also let it play, but for institutions, the consequence of letting it play is likely to be to pay tuition fees. Therefore, the first thing to emphasize in the company is methodology, which must be rigidly stipulated. All problems involving methodology should be carried out in strict accordance with methodology.

Lacarra's methodology is 16: ask the purpose first, then make deduction, make proof in advance, and reply in time.

1. Ask the purpose first: Before doing anything, ask the purpose first to decide whether to do it or not. If we can carry out the purpose of asking first, we will find that at least 50% of what is happening should not be done. "Ask the purpose first" includes three questions: What problem do we want to solve by doing this? What kind of results do we want to achieve? If this result is achieved, will it affect the victory or defeat of our main battlefield? If the answer is no, you shouldn't do it.

2. Deduction again: Any action plan must be deduced to determine whether the plan is feasible. Deduction is a military term that comes from sand table deduction. It is to simulate all kinds of actions and possible problems in the process of implementing your plan, simulate how to solve them, guess the result of the action, and test whether the action plan is feasible. Remember, any victory that cannot be deduced on the sand table must be impossible to achieve in actual combat.

3. Manual proofing: In Lacarra's view, everything should be divided into two steps: proofing and copying. Anything that needs large-scale implementation must first be demonstrated, that is, the feasibility of small-scale testing. Proofing is not a blind cat hitting a dead mouse, but a test of the feasibility of the road after careful analysis. The purpose of proofing is not to test the feasibility of the idea, but to test how to make the idea feasible. Therefore, the top person in charge must personally run this test process. The highest person in charge means the highest level, and only the highest level of participation can better solve the problems in the test process and find ways to make the test successful. All success is a process of copying samples. The scheme with unsuccessful proofing cannot be popularized, and the scheme without successful proofing may be a catastrophe.

4. Timely resumption: resumption is the term of Go, that is, studying the chess that has been played, analyzing the gains and losses of the right and wrong chess at that time, discussing better chess methods, and promoting the improvement of chess skills. It was first proposed by Mr. Liu Chuanzhi of Lenovo to review, analyze and summarize the laws of what has happened. The purpose of the resumption is to sum up experience and lessons, so as to improve our thinking and execution ability. I admire the answer sheet very much, raising it to the height that "learning from yourself is one of the three major learning methods, and the answer sheet is the only way to learn from yourself".

spend freely

Implement four-step method, set goals, control progress, pay attention to evaluation and standardization.

This is a working method that all cadres in Lacarra must master, and it is mainly used to manage people.

Step 1, set goals: You must set SMART① goals for each subordinate, set them in advance, communicate clearly, think upward when setting goals, and see how to set goals from the next level is more conducive to achieving the strategic intention of the next level.

The second step is to control the progress: always pay attention to whether the subordinate's direction is correct and whether the progress is normal. The core is layer-by-layer management, that is, we must pay attention to the work content of N-2 people to ensure that N- 1 people can achieve their goals.

The third step is to attach importance to evaluation: at the end of the term of office, we must carefully evaluate it and use it as a tool to re-evaluate and train subordinates. Goals without evaluation are worse than goals without evaluation.

The fourth step is standardization: all cadres should standardize repetitive and regular work within their jurisdiction, which is an important method to simplify management difficulties and enhance the combat effectiveness of subordinates. Norms are like recipes. Once we can write a recipe, anyone can cook a dish with 80 points according to the recipe.

Lacarra's four-step execution method is a cyclic process, with time as the axis.

five

Three elements of management: building a team, making a strategy and leading the team.

This was put forward by Mr. Liu Chuanzhi, and I think it is the most incisive description of management science so far. In the past 20 years, I have carried out a lot of management practice and contacted a lot of management theories. I think these three elements are the most thorough and clear explanation of management. Although I knew the three elements of management 20 years ago, my experience now is definitely very different from that of that year. I think all people engaged in management should seriously understand these three elements and apply them to their own work, and they will certainly gain something. I ask senior cadres in Lacarra to deeply understand and actively practice the three elements of management.

The five stages of Lacarra's corporate culture are a process from the outside to the inside, starting with twelve basic commands, to the vision, mission and values, and then to the four-step method of methodology and execution, as well as the three elements of management. The highest level needs to reach the fifth paragraph, the basic employees need to reach the second paragraph, and the cadres need to master the fourth paragraph.