If middle-level personnel are out of touch with the innovation process, they will get fewer promotion opportunities, which will also increase? Switch? When customer demand increases, the risk of competitors will also lead to the decrease of organizational flexibility.
Therefore, middle managers should not only be regarded as working people. The following are three ways to motivate middle managers to innovate for enterprises.
1. Remodel the middle-level personnel in enterprises by attaching importance to learning ability rather than just encouraging efficiency.
For middle managers, at the middle level? This no longer means that the responsibility remains the same. This group thrives because of cooperation and contact, and they combine professional knowledge and interpersonal skills to solve the crisis. Therefore, companies can reshape middle-level personnel and make such positions become positions where managers can learn through cooperation. Encourage middle managers to ask new questions that competitors can't ask, instead of cultivating employees who can only work hard.
For example, in order to ensure that its managers constantly participate in and explore new ideas in the ever-changing industry, Macy's uses simulation projects to help this group imagine various new problems that will arise in daily decision-making and even personnel training. Middle-level employees can imagine new customer situations through simulation projects, so that their thinking can go beyond existing work tasks. Training the thinking ability to ask new questions can make middle managers ready to learn at any time, rather than blindly carrying out tasks.
2. Middle managers should be regarded as the "key group" to establish technical influence in enterprises.
Nowadays, requiring employees to participate in innovation means providing them with a technical platform to connect the inside and outside of the enterprise, and also means training them to use technical tools to improve work efficiency. For example, Cisco employees can use the company's Cisco TelePresence system. They can use the high-end touch screen to arrange discussions across time zones, request meeting time, and easily invite senior leaders or external resources (such as suppliers or customers) to join.
This enables employees to have deeper collaboration and rich dialogue with the help of technology. Enterprises can also promote the use of applications that simplify records or reduce paper work. By encouraging the use of technology, enterprises can keep up with the pace of technology and encourage middle managers to better guide data and communication, which is conducive to innovation.
3. Provide opportunities for middle managers to meet? Subversion? Get ready.
When talking about the latest findings of the global innovation trend survey, Cumbers, chief marketing officer of General Electric, said that the company needs to be bolder to help leaders at all levels cope with their increasingly complex roles. Combest believes that today's employees need to be prepared for this? Subversion? get ready They can't be satisfied with the existing business structure or process. They need to come up with the idea of collision to change their working environment.
For example, a global real estate investment company requires employees to find out many problems that affect the operating efficiency of the enterprise and solve them. The company actively provides cooperation skills training for dozens of middle managers, providing permission and space for subversive thinking. These managers are not limited to the existing task-based solutions, but constantly broaden their thinking.
Senior leaders encourage and middle managers abandon? Just completing the task? Mentality, cross-departmental cooperation, breaking through the shackles and obtaining new resources. Since then, new ideas have emerged one after another. Encourage middle managers to start a new dialogue, enhance their confidence, and let them dare to give suggestions to senior leaders and put forward subversive ideas.
Therefore, we should regard the middle level as the source of innovation and morale, and don't just design innovative strategies involving senior leaders. Think about how to make middle-level personnel become cutting-edge resources to bring innovation and change.
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