What the sword points to is invincible --- learning experience from "Execution"
At the end of the day, I still have more than enough. The executive course provided by Mr. Huang of Taiwan Jianfeng Enterprise Management Group to our company can be regarded as a perfect example of combining theory, practice and cases. Many of his views are original, novel and different, but they are also in simple terms, which is refreshing and eye-opening.
He said that the definition of executive power can be summarized into three points: first, do a good job of the task assigned by the superior, and this "task" should have detailed standards and be formulated based on the perspective of the owner, otherwise it will be impossible to implement and prone to deviation; Second, executive power refers to doing the right thing and completing the thing. Right or wrong must be decided by the right. The combination of power+responsibility+ability is the best embodiment of perfect executive power; Third, the senior management of the company should clearly realize that "other companies can do it, we may not be able to do it", and propose to learn from it rather than copy it.
Mr. Huang elaborated on the three core keys of executive power - the senior, middle and grass-roots levels of enterprises.
The senior management of the enterprise is the engine of execution, and the standard of execution is to be reasonable, accurate and effective in combination with the current situation of the enterprise. As a senior manager, you must set an example and act in line with your words to establish a real authority: let employees' salary, assessment and promotion be fair and fair, and let employees believe that they will succeed and leap under your leadership and leadership. Under such conditions, the so-called "leadership" is only an appendage to the executive power. At the same time, it is emphasized that employees are not the owners of the enterprise. They are only close cooperative teams that combine to achieve common goals and interests in a specific period of time. This view is also a big truth, which has lifted the lie that the so-called enterprise is a "big family".
Middle level of the enterprise: executive power is a kind of discipline in the final analysis. The middle level plays a crucial role in connecting the preceding and the following in the business process of the enterprise, and Mr. Huang has made a larger description and explanation. With a case study, we discussed whether we should get the support and support of our subordinates as a middle-level department cadre? Do you want to carry out humanized management? During the heated interactive speech and discussion, we understood that the misunderstanding of good people (support and support of subordinates) is only a sufficient condition, not a necessary condition, and humanized management only refers to inhuman implementation in a humanized environment, site, system and process. The real executive power is to start from details, militarize management, and conduct ->attitude ->thought ->everything is possible. For middle-level cadres, we should "communicate and understand at the meeting, and implement firmly after the meeting"!
For the grass-roots level, Mr. Huang put forward two views that are feasible. First, the work force equation=value (professional ethics and corporate culture)+motivation+willingness. "Reward the brave and punish the cowards." "Employees don't do what you want, but only do what you check." The second is the participation of all staff and process improvement. "In the end, things are always done by some fools. -- Drucker in The Master's Track clarified and analyzed three types of problems existing in enterprises: problems occur frequently, processes can be controlled, and execution problems; Frequent problems and uncontrollable process are professional problems; The first time the problem occurs, we have no experience, it is a matter of judgment. If private enterprises want to be more extendable and competitive, they must correct two common problems: not paying attention to details and making low-level mistakes before they can grow into world-class enterprises.
Throughout the course, the purpose of execution lies in the four words "responsibility lies in me". This is also the same as the idea put forward by the chairman of the company that "anything that comes to me must be solved". As long as everyone in the company does their own thing well, completes the work within the scope of their responsibilities, and does not shirk and dare to take responsibility, the execution will be successful.
Finally, I will talk about my work in combination with what I learned in the course of execution.
The current domestic marketing center, after the ideological unification and institutional norms before the National Day, is showing and proving with a ready attitude. Here I quote three stories from Mr. Huang to illustrate the conditions and determination.
The first is the story of Xu Jiayin's Evergrande football. To borrow his company's famous saying: "There are laws to be followed, laws to be followed, violations to be prosecuted, and enforcement to be strict". Within one month of the company, some requirements of the domestic marketing center have been standardized, and the responsibilities of each department will be further divided and reasonably adjusted. The next step is the execution. The previous loose and weak management will no longer occur. In addition, I think the 505 (later changed to 513) reward and punishment model of Xu Jiayin is very good. In fact, this model is a major breakthrough in the incentive mechanism that I am going to report to Mr. Zhao and Mr. Gan and plan to implement next year. The detailed rules are being formulated after investigation and research based on the current conditions of the company. I believe that it will greatly improve the enthusiasm of the sales staff and the substantial growth of the company's domestic sales.
The second is Lang Ping's story. From Lang Ping's experience, we can see what is the spirit of the Chinese women's volleyball team, what is team cooperation (not good: there is no teammate like a pig, only a pig like himself!), and what is hands-on and low-key. I will start from myself and ask all department managers and regional directors to use words and deeds, teamwork, project management, unified strategy and flexible methods to complete the company's goals and tasks for domestic sales business!
The third is the story of "learning from the underworld". In the underworld, fewer meetings and more implementation; Don't ask the reason, just look at the result; Reward and punishment measures are urgent! This spirit is the same as the PLA's military discipline. I will try to apply it to the management of domestic marketing centers.
I believe that in the near future, domestic business will be invincible! Keep abreast of international business! We won't admit defeat!
Huang Zhiquan, General Manager of Domestic Marketing