Execution in business management

Execution in business management is the driving force for enterprise development, and execution is the wheels of the company. Without driving force, the development of an enterprise will be difficult to move forward. So how can companies cultivate and train effective execution of their employees? Execution is to be cultivated and trained, because it is human beings who carry it out, and humans are advanced animals with thoughts, emotions, personality, and wisdom. Humans are different from machines. Machines do not have these invisible things. Machines speak Physical, and people must understand human nature (human nature has advantages and disadvantages) and know people's needs (people's needs and needs). This is the winning point of management. We talk about execution and always emphasize that people must be proactive. Where does the initiative come from? Why should people take the initiative to execute? Some people may not take the initiative to do their own personal things, let alone work things. Laziness is human nature, that is, human instinct. Then execution is passive, and it needs to be "driven" and "propelled." "Power", that is, the need for "motivation and guidance mechanism" and "supervision and inspection mechanism". The execution power must be changed from "I do it" to "I do it." If you are a leader, you don't understand that execution is artificial. , Then how do you ask your subordinates to do their work to "complete on time with quality and quantity" tasks? Rules and regulations and work processes are just auxiliary management tools for management. The formulation, implementation, and supervision of rules and regulations and work processes are all artificial. There is a difference between "human" and "human". People do something and don't do something. "Good for it"

It is the true nature of man. The following are some experience sharing:

Fully communicated execution:

Guide, guide, communicate and communicate. 98% of the problems in management are inadequate communication and insufficient communication. Both parties must fully understand the meaning and purpose of each other's words, and not in situations where they do not understand. Go down to guess the meaning and purpose of the other party's words, let alone execute it when it is not clear. You need to talk to him fully, not just talk to him and listen. If your subordinates can ask questions before you perform the task, you must give him an answer, because some subordinates may not have the same comprehension and understanding abilities as you. . Don't blame him for being "stupid" in your heart. You might as well think like this: If your subordinates are as smart as you or smarter than you, will they be your subordinates?

Implementation of promises:

You have to ask him "can it be done"? One more question "can it be done"? "What do you do if you can't do it?" You have to hear "I will complete the tasks assigned by you on time and according to standards." You can't hear "I will do my best" or "I will do my best, please You can rest assured", can you rest assured? No, you have to follow up. When it comes to people who can't do it, it's not that there are no people.

Responsible execution:

This is to allow subordinates to clearly establish a sense of responsibility before things are executed. Whether a person has a sense of responsibility is a matter of measuring a person’s moral character. Let the person who executes know that the result of the execution of the thing is related to himself, that is, to do. What happens if it's not good? If it is done well, it will be the same? It’s neither good nor bad for me, so why should I bother to do a good job? Let your subordinates clearly assume responsibility when doing things, be a responsible person, be responsible for the results, be responsible for yourself, be responsible for the company, and be responsible for yourself, so that he understands that people's social behavior is socially responsible.

Cultural execution:

Because the relationship between corporate culture and execution is so big that you can't see it. The influence of corporate culture is definitely a potential influence on execution, and it is an invisible magic claw. Corporate culture includes what all employees in the company think of, see, hear, are infected, and are affected in the daily work behavior of the company. All of them belong to the corporate culture. There is essentially no conflict between the construction of corporate culture and the construction of corporate interests. Corporate culture is also a manifestation of the soft power of the company. However, in reality, the construction of corporate culture has some obstacles in the process of advocacy, publicity, and implementation. The construction of corporate culture is not just a matter of the administrative department, but the entire company’s employees are responsible, and the most responsible are the company’s boss, chairman, general manager, and vice presidents, who are important public figures in the company. Their speech and behavior are absolutely influential in the company. Their decisions and thoughts absolutely influence the direction of the work and behavior of their subordinate employees, and even the leaders' preferences and dislikes may affect the values and behavioral norms of employees in the company. Because “if they have authority over the system, they will change when they say they change, and there will be no problem when they say there is no problem.” In this way, the corporate culture becomes the boss culture. Therefore, some department leaders are Employees obey orders and implement them. They always like to put the "boss" or "general manager on their lips, and raise the most authoritative brand to scare everyone. This is very similar to the imperial decree of the Chinese emperor. You must accept the decree and cannot resist it. Enterprise Culture is to win people's hearts and employees' hearts, so that employees have centripetal force for the company, and if there is centripetal force, there is cohesion. Employees are willing to stay in the company. If employees are stable, the company is stable, and when employees are lost, the company is unstable. Retaining the hearts of employees, according to the old Chinese saying: "He who wins the heart wins the world, and the person who loses the heart loses the world." Sometimes you have to take the lead, and you have to move your mind to direct your hands and feet, because you are his leader, you Set an example. You have to create a working atmosphere with high morale (morale represents confidence, bravery, and enthusiasm). You have to have enthusiasm. If you have no enthusiasm, and you behave indifferently, then your subordinates will be colder and more negative than you. If employees are not doing well, why not do well? Think about: Are they unwilling to do well? Or incapable of doing well? It is not necessarily the responsibility of employees. Unwillingness to do well is affected by the corporate environment and culture? A good role model has the effect of a good core role, and a bad role model has the effect of a bad role model. If a company breeds some unhealthy trends, the phenomenon that the upper beam is not correct and the lower beam is crooked is a manifestation of the negative energy of the corporate culture.

Coordinated and interactive execution:

Your subordinates may not be able to adapt to your team after joining your team, and some may even be unfamiliar to him. You have to dispel his worries, and indispensable early contact and communication guidance, every new member who joins It takes a break-in period to integrate into your team, so that you can cooperate with you in the days to come, and even become your best combination or your right-hand man and master. It requires your devotion, and you have to do it. A "coaching" leader, a leader who teaches by precepts and deeds, let his subordinates hear and see, and use your actions to infect him. Even if you have the answer in your mind, you can give your subordinates a chance to perform when you are not busy, or you can say "Yuanfang, what do you think?" in a democratically negotiated tone. You can first listen to the subordinates' views. Maybe it is reasonable. Comments or better suggestions. What should you do if you are too arbitrary and have no room for negotiation? On the contrary, the image of hegemony, domination, and * will be established in the minds of subordinates. If so, you should also think about what is meant by "the way of the king. The way of the king is the way for the emperor to administer the country and the country, and how to make the people's mansion ruler."

Implementation of target standards:

You can not give him methods, methods are related to people's abilities, but no, you have to give him goals and standards, because some employees will do things according to "own standards", or deal with things carelessly and carelessly. Some things have to be a demonstration for him. To work with subordinates, it is necessary to formulate and review the "Work Goal Schedule" and the "Work Results Summary Table" and conduct acceptance. Because some subordinates who don't have a job goal plan will do whatever they want, most employees don't know what the next job is after they have completed a certain job. So he will be very boring to do things that have nothing to do with work.

Implementation of follow-up inspections:

After the task is issued, you can’t wait until the time is up and the subordinates will hand in the results you want to see. No, if you don’t follow up, he may say that I’m sorry I forgot when you follow up, and in the end I didn’t do anything. Or even more irresponsible employees will say, I think it's okay to do this. "Execution deviation", once the direction goes wrong in the execution process, then the goal is wrong. Both superiors and superiors must be clear about the "law of execution: what leaders need most is inspection, and what subordinates need most is seriousness." If you make a mistake, you need to analyze and find the cause, correct it immediately, improve it immediately, and execute it with a time limit:

You must make it clear to him that a certain thing must be completed within a few hours (or even a few minutes), and for some things, you must tell him that the time limit for completion must be accurate to a few minutes. Otherwise, some employees will wait until the "Monkey Year, Horse and Horse Month" to do it and finish it. As long as you don't ask, he will drag it until you forget or he will forget it himself.

Supervised and accountable execution:

Some employees do know the law, do not comply with the regulations, knowingly violate the law, as long as they are not found and are not investigated, or if they make mistakes and mistakes, they will continue to be held accountable as long as they are not punished. But if you find that your subordinates have violated the rules and made mistakes, you should never just open your mouth and say: "I warn you" or "fine you XX money". This is counterproductive, and the subordinates must not be convinced. Accountability must be analyzed to find out why, what is right and what is wrong, how to do it, why it is wrong, and employees must be convinced, and employees must not be dissatisfied with penalties.