The ground fish is a small fish that lives in fresh water. Because of their small size, they often live in groups, and the strong is the leader. Horst, a German zoologist, found in the experiment that if the nerve controlling behavior in the back of the head of the minnows is removed, the minnows will lose their self-control and their actions will be disordered, but other minnows will follow blindly as before. Therefore, Horst put forward the minnows effect.
Modern management experts use the "small fish effect" to explain that groups in organizations have the characteristics of qualitative thinking and inertial behavior. Groups with "small fish effect" are conducive to the stability and predictability of organizations, but qualitative thinking and inertial behavior are the most stubborn enemies of innovation and progress. The formation of the "small fish effect" comes from the individual's habitual defense, and the group's refusal to change is first started by the individual. Because individuals are afraid of changing the rules and environment they are used to, they refuse to change, and finally become the inertia and dependence of the group, which is manifested in the rut of an organization. The "small fish effect" is particularly obvious in organizations that exist independently of competition.
If managers want to succeed, they must know and deeply understand the "small fish effect". Some people already know the "small fish effect", but few people can deeply understand the enlightenment brought by the "small fish effect"! What can a manager get from the "small fish effect"? 1. Enterprises, departments and teams, as well as any organization, as long as there are problems, managers should bear unshirkable responsibilities!
The disorder of the leaders of the small fish led to the disorder of the whole small fish. Similarly, in an enterprise or organization, as long as the managers have problems, then the whole enterprise or organization is bound to have problems. Managers are the core backbone of enterprises and must take responsibility for the development of enterprises.
Managers are often the last person in the team to know the problem, and managers usually only see a small part. Just like the tip of an iceberg, on the water, you see an iceberg, but what is hidden underwater is much bigger and usually more destructive. Many managers always think that problems in enterprises or organizations are the responsibility of others, and even think that employees lack quality and so on. But they don't see that when there is a problem, it is the responsibility of the manager himself. So when something goes wrong, managers often pass the buck and blame others.
Successful managers only spend time solving problems, not shirking responsibility or blaming others.
When managers pass the buck and blame, managers only focus on the past. Only when managers learn to take responsibility and know that enterprises or organizations are responsible for their own problems will managers look to the future, and such managers can succeed!
2. The tragedy of subordinates is always caused by managers!
Everyone is eager for success, but success is often a minority. As employees, there are generally only three ways out. The first is promotion, but this is a minority. The second way out is to maintain, maintain the existing state and be in a subordinate position year after year. The third way out is to leave or be dismissed voluntarily.
In fact, the second and the third way out are both tragedies for an employee. But who caused this tragedy? It's the business manager! It is always the manager's fault that subordinates are not promoted or eventually leave the enterprise.
The most boring thing for subordinates is to follow a bad manager!
Everyone is eager to grow up, and everyone will not be willing to do small things all his life. If your superiors are very capable, then your chances of growth are even greater. As a subordinate, the most boring thing is to follow a bad manager.
The poor performance of managers mainly includes the following points:
I don't have any skills, like bossing around, and my subordinates can't learn anything; Unwilling to fight for the benefits due to subordinates, always being passive to superiors, such as Nuo Nuo and Nuo Nuo; Narrowness of mind prevents subordinates from being promoted.
Before employees fire the company, they actually fire the superior manager first!
The high staff turnover rate has been puzzling many enterprises. In fact, most of the problems lie with managers. Generally speaking, employees leave because managers don't understand or can't meet their needs. Before firing the company, they actually fired the superior manager first. For example, the turnover rate of employees in a certain department of an enterprise is very high. The human resources department has independently recruited many employees for this department, but every two or three months, new employees leave one after another.
Finally, the relationship between this department and the human resources department is very stiff, and we have complained to the general manager. The general manager asked the department manager and the human resources department not to submit a report on the reasons for the former employees' resignation. He found that the department manager found countless reasons when analyzing the reasons for leaving, some were employees' own reasons, some were not up to the requirements, such as laziness, doing private work, being late, being slow to respond, etc ... but she didn't find her own reasons at all.
Later, after many investigations and interviews, the general manager finally found the problem of the department manager. The manager is too strict with his employees and lacks the way to speak. Many people just can't stand her harsh language when she left. The general manager later talked to the department manager many times, and finally made her deeply aware of her own problems. Later, the wastage rate of this department was greatly reduced.
If our managers can realize this and learn to find problems from themselves, then we can reduce the turnover rate of employees from the root.
5. Problems that happen to subordinates can be directly caused by their superior managers!
Managers must have a sense of example. Lead by example is to lead by example and set an example first. Because of the responsibility and position of managers, their words and deeds are often in the sight of subordinates, and how to play an exemplary role is very important.
Some managers don't understand this truth, thinking that they are also privileged as managers, thus lowering the requirements, such as violating the company system, not being dedicated enough, being late and leaving early, and so on. Our subordinates are following the trend, so our subordinates' problems are endless.
In fact, problems that happen to subordinates can be directly caused by their superior managers!
If the manager is not doing well enough, then the subordinates are not doing well enough. or vice versa, Dallas to the auditorium If our subordinates have problems, so will our managers!
The exemplary role is a natural influence. Through the subtle influence of role models, moral edification and sentiment infection, employees can consciously admire and trust, thus generating strong cohesion, centripetal force and appeal, and then forming great combat effectiveness.
Only by strengthening the exemplary role can managers lead a good team. Otherwise, the problems of subordinates will reflect the problems of managers!
6. The small fish effect warns managers not to fall into the quagmire of inertia thinking!
The "small fish effect" shows that groups in enterprises or organizations have the characteristics of qualitative thinking and behavioral inertia.
For subordinates, managers are like leaders of small fish and shrimp, leading subordinates forward; For the manager's superiors, the manager is like a group of small fish led by the chief fish. Blind and disoriented groups like minnows never admit that they are minnows, so managers trust experience and intuition more.
This stubborn attitude and behavior often occurs in enterprises or organizations, and managers often fall into the quagmire of inertial thinking.
Habitual thinking, as a deep-rooted habit of human beings, is like an invisible protective suit we wear on our bodies. When we protect ourselves from external threats and changes, we also cover up our vision and real thoughts. Habitual thinking psychology makes managers lose the opportunity to review whether the thinking behind their own ideas is correct. Managers must be careful not to fall into the mire of inertia thinking.
7. Managers should learn to reflect on themselves at any time, check their gains and losses at any time, and ensure the correctness of management and decision-making.
The leader of the little fish never knew that he had been making mistakes. The small fish effect reminds every manager to learn to reflect on himself at any time and not to fall into the strange circle described by the small fish effect.
As a manager, as long as you are willing to reflect on yourself humbly and correct the missing places immediately, then the final success will definitely belong to you. If you don't pay the price and learn the lesson, it will be sad!
Since ancient times, anyone who has achieved something has regarded introspection as an important means of self-cultivation. As early as more than 2000 years ago, Confucius put forward that "I can save three provinces in one day", and Gou Jian, the king of Yue, reflected on this in the way of "sleeping on the salary and tasting the courage".
Introspection is the best quality, and only managers who often introspect can succeed. Jews used to reflect for a long time on Saturday, so even if they suffered a devastating blow in World War II, they could immediately rise after the war and become the most famous businessmen in the world.
"Gold is not enough, and no one is perfect". Everyone has shortcomings and makes mistakes. Why don't managers calm down and reflect on themselves? Managers should ask themselves anytime and anywhere, do they know the mistakes they have made before? If you can't find out the reason for the failure from yourself, you will inevitably make the same mistake next time.
When managers make mistakes, should they also reflect on themselves more? Facing yourself frankly and reflecting on yourself objectively is not only one of the necessary basic skills for a manager to cultivate his self-cultivation, but also an important way to enhance his competitiveness.
8. Managers should have a strong sense of urgency and learn to optimize the "manager life cycle".
As a manager, he may be the chief of the minnows in the minnows effect or the minnows described in the effect. From small minnows who only know how to follow, to being the leader of minnows; Then from the leader of the little fish to the little fish among the bigger fish, this is a life cycle!
Therefore, managers also have a life cycle. Every manager is faced with the process from start to growth, from growth to maturity, and from maturity to recession. This is the manager's life cycle.
"He who has no foresight will have immediate worries" also applies to today's managers. In this competitive era of the law of the jungle, everything is changing rapidly, and no manager can guarantee that he will always be invincible. Managers can't survive without a sense of urgency. Only when they are prepared for danger in times of peace, can they be wise.
Excellent managers, dare to challenge themselves and become strong by defeating their opponents. Bill Gates famously said, "Microsoft is only 18 months away from bankruptcy forever." Dell put it even more horribly: "I sometimes wake up in the middle of the night and get scared when I think about things, but if I don't, you will soon be killed by others, because if he is stronger than you and more afraid of sleeping than you, you will be killed by him, so we sometimes have to create our own crisis and challenges, even if there is no opponent in this market."
In the final analysis, if a manager stays in the past or the present, no matter how brilliant the past is, he will eventually be eliminated.
"Worry about the world first, and enjoy it later" is a wise saying. We should always push ourselves, don't be complacent about being the boss of small fish and shrimp.