How to simply respond to resignation letters

The following is the resignation letter of a general manager and the boss's reply to his resignation letter. In these two letters, we can see the differences between the professional general manager and the boss in corporate strategy, corporate management, corporate culture and other issues! No one is right or wrong, just different identities and different perspectives!

Resignation letter of professional general manager

This is a real resignation letter, and the ups and downs in it must have a sense of deja vu for many bosses and professional managers. We published this letter to make people think more about how to make good use of professional managers, how to be a good professional manager and how to improve the professional manager system in China. In order to protect the rights and interests of relevant parties and avoid unnecessary troubles, the name of the boss and the name of the enterprise involved were hidden when published, and the author also signed under a pseudonym. Some titles have been technically processed.

Manager L: Hello!

Today, when I had to start writing with complicated feelings, my heart was full of emotion and regret. Today is almost five months since I took office as general manager, during which the ups and downs are long and complicated. Although I have achieved the best performance in the history of our company in the past five months, I decided to leave, which brought me more heaviness and reflection.

First, reflect on the decision to join the company.

1. It was because I accepted the appointment, not because of the purpose-my first step was wrong.

After consulting with you and the headhunting company, I conducted a three-week survey of the company and submitted a management diagnosis report. I chose to give up. Two days later, you drove to my house in person and told me that you had organized middle managers to vote collectively and unanimously appointed me as general manager, and each of them signed a "written pledge to fulfill a military order". If one day they are adjusted or dismissed because of the management needs of the new leader, no one can object. I was very moved, and felt that there was no need to visit the cottage without seeing the back of Kongming's ancestors. It also depends on your determination to change, telling me that I can completely decentralize and do it boldly; Another point is my selfishness-I have been wandering abroad for 20 years after graduating from college. People in China have a root-seeking complex, and our company happens to be in my hometown. I accepted this appointment for various complicated reasons.

This is exactly the problem: I accepted the appointment because of the reason, not because of the purpose-my first step was wrong; As you, you invited a general manager in a hurry when the conditions were not complete, especially when the preparation was not sufficient.

Two months after I joined the company, when I gradually realized that the company paid too much attention to short-term interests and the authorization was far from enough, I offered to leave. It was your sincerity that touched me again. Yes, after all, it is too short to come, and there are risks in completely decentralizing. The company can't afford to lose, and the desire and management status of employees really need to introduce external executives. I can't stand failure either. As a professional manager who has worked for many years, I don't want to see my failure easily.

What you need is not the general manager, but the assistant to the general manager or the executive vice president.

At the beginning of enterprise development, the boss's main management mode is to rely on people to govern. When there are more than a dozen people in the enterprise, all the situation of the enterprise can be seen at a glance, and the problem can be solved in one sentence. When the scale of the organization is expanded to several hundred people, my eyes are far from enough. I can see problems everywhere, and it doesn't matter if I say it ten times and eight times. I have to turn a blind eye even when I sleep. The purpose of your recruitment is not only because you fly too high and too fast, but also because I feel that the familiar veteran minister can't keep up with his own ideas and the situation of the enterprise. I also hope to get rid of the chronic diseases of the organization through other people's hands, so as to avoid being described as Zhu Yuanzhang's leader who smashed the Qinggong Building.

Today, it seems that the positioning of our two sides has not been fundamentally consistent. You want to realize your management philosophy through an external supervisor. What you need is not the general manager, but the assistant to the general manager or the executive vice president, just to get me in as the general manager, although you have kept it a secret.

But the biggest problem of our cooperation is that, boss, when you want to change the following through a professional manager, you don't realize that the root of the system problem is mostly on yourself. Professional managers rely on it and will go to the end because of dislocation; On the contrary, trying to change the boss's ending is often doomed to failure.

Therefore, our company must recruit executives when you know and accept to change yourself.

Second, reflect on the coordination of strategic thinking

The strategy of an enterprise should dominate the overall situation and is the outline of its development. Strategy is the result of fully analyzing comprehensive factors such as strengths, weaknesses, opportunities and threats and allocating necessary resources based on the enterprise mission. Different development stages of enterprises need different strategic cooperation.

1. Today's successful experience may be the root of tomorrow's failure.

Let's take a look at some business indicators and questionnaire survey data of our company:

(1) Several main operating indicators:

Sales in 2008 increased by-10.7% compared with the previous year, and the growth rate in 2009 was 2.3%.

Quality: The return rate of accessory products in 2009 was13.8%;

The cost changes little;

There are no statistics on the delivery date.

(2) The following are excerpts from some questionnaires, interviews and documents:

The proportion of employees who understand the company's strategic planning: 3.8%;

Proportion of enterprises in favor: 5.1%;

Employee fairness satisfaction: 29.4%;

Universality of leapfrog command: 74.5%;

File implementation rate: 13.4%.

The reasons for the sluggish performance in recent years are all here: the operational indicators are the results, and the data from the questionnaire survey are the reasons. You agreed to the diagnosis report, and we communicated more than once. The rapid growth of enterprises has turned to stagnation, indicating that the development of enterprises has encountered bottlenecks, and long-term pain is better than short-term pain. While the enterprise benefits are good, the market gives us a breathing space. We should focus on standardized basic management as soon as possible, otherwise it will be restricted by many factors such as technology, personnel quality, management level and execution. In the case that quality and delivery cannot be fully guaranteed, the more we supply, the greater the risk.

In fact, you readjusted the annual target of 20 10 shortly after I joined the company. This goal is to increase sales by 32.8% in the case of stagnant performance in the first three years.

Looking back on the development history of our company, we can see that the development of our company is due to your keen market insight and extensive social resources. In the case of extremely weak industry competitiveness, we use low-end products and price advantages to expand rapidly, and the growth model we rely on for success is replication scale.

Although you admit that standardized management is the first priority, it seems that you prefer economies of scale, making it bigger first and then stronger. However, whether it is bigger or stronger depends on the stage of enterprise development, not by feeling or patting the head. Today's successful experience may be the root of tomorrow's failure.

2. The boss's pattern determines the enterprise's strategy, and there will be what kind of enterprise with what kind of strategy.

I have worked in a highly competitive industry and deeply understand what the cruelty of market competition means. There is no need to compare with the home appliance industry. Even compared with the general competitive industry, our survival is a problem. Today, the competitive situation of auto parts industry has entered the red sea stage from the blue sea, but our thinking has not changed fundamentally.

Many elders, including you, do not agree with this. Is it wrong for enterprises to make money quickly? In that case, why don't our children go to work after graduating from high school and choose to go to college? Going to college not only doesn't make money, but also costs tens of thousands every year!

Perhaps the reason why our thinking is contrary is that in your eyes, the enterprise is the crystallization of your own efforts from scratch, and you treat the company more like your own children. Especially with the development of scale, your concern about the fate of the enterprise can be described as treading on thin ice, and there is no room for any mistake, which leads to the tendency to avoid failure through experience in risk assessment and strategic decision-making.

But I have been thinking, what should we do in the case of a rapid reversal of the industry situation? Where is our core competitiveness? By technology? Management? Market resources? Or the value chain? None of us have an advantage!

The boss's pattern determines the strategy of the enterprise, and what kind of strategy will have what kind of enterprise!

Third, thinking about the next step of work.

80% of an enterprise's success lies in its execution, and excellent execution can make up for and discover strategic mistakes. In our company, there is a very strange phenomenon, the same thing, different people will give completely different results. Let's analyze the problem that can't effectively promote the work from the most basic aspects of the company.

1. It is inconceivable that only one contractor leads a group of masons who build straw houses to build tall buildings.

In a company, the determination of organizational structure should obey the overall strategy of the company, and then post analysis should be carried out according to the needs of enterprise development, so as to select the right personnel to the right posts. In our company, the core power layers are all old subordinates who have followed you for more than ten years. If this is not a problem, then when the drivers around you have become department managers and deputy general managers, don't they feel the problem? There are many ways to be grateful. If you send them out for further study, is it a more responsible way for each other? Of course, the possible problem is the matching of treatment and corresponding positions.

There is a vivid metaphor in architecture: it is impossible to lead a group of masons who build straw houses to build high-rise buildings just by changing a contractor. Unless the quality of the team is improved, it is necessary to unify the command, but this is difficult to do in our company.

2. The boss is not the fire chief.

In the ethical management of enterprise organization, you are far from realizing the harm that leapfrog command brings to an enterprise. Your feelings for the company are unmatched by anyone. You like to do it yourself, and you know everything about the enterprise and even where there are screws. Seeing that workers' maintenance efficiency is too low, roll up their sleeves and start, or think that there is a need for adjustment and mobilize resources on the spot. Efficiency did improve, but as a result, even their supervisor didn't know, and the original plan was disrupted. Imagine the boss that you have been a "fire chief" for many years, and the result is that the "fire" is getting bigger and bigger? The problem is more and more like the mobile phone you brought? I communicated with you more than once, and you realized the problem, but you thought it was your temper.

3. Will employees obey the management of their superiors? All levels can disobey the arrangement. What will happen to the enterprise?

The control of personnel rights will determine the authority of a manager. I have been the general manager of two different types of enterprises. Although I dare not say what achievements have been made, at least their brand has jumped to the top. I am well aware of the difficulty of change. In the complex environment where 1000 employees are nearly14 husband and wife, I made a careless move and didn't even know how I "died". In our company, human resources managers have to accept dual leadership, and personnel adjustment is too difficult. It is obviously inappropriate for the production system to appoint a workshop supervisor according to his performance. I suggest that his immediate supervisor adjust. The supervisor said that he wanted to transfer for a long time, but this person was directly appointed by you not long ago. Forced adjustment will bring a series of problems. I have communicated with you three times, and the final result is that I didn't know about the personnel changes in advance: after something happened, you won it in public in a rage. So, where is his direct superior authority? Do subordinates need to care about them? Will employees obey the management of their superiors? All levels can disobey the arrangement. What will happen to the enterprise?

You told me that if you didn't listen, you would be severely punished. Can a fine solve all the problems? When the fine makes it more difficult to cooperate, how should we treat these subordinates who partially abide by the rules and partially abide by the rules?

4. If the law doesn't work, make it from above.

There are only two ways to make a person do what he doesn't want to do: one is to change his mind through communication, and the other is that if he doesn't do it, he will have worried consequences. In the process of discipline, in order to effectively implement a series of measures of the enterprise, I first implemented some measures to win the hearts of the people, then drafted ten basic norms of the enterprise, organized employees to fully discuss and modify them, all employees to learn, ranked rewards and punishments in exams, announced the implementation date in advance, dealt with those responsible, ranked the violation rate of department leaders, and posted lists regularly. At the same time, in order to effectively promote, I implemented the separation of prosecution and punishment, and borrowed recruits to check in stages. Thank you for your strong support on this point. As a result, almost all supervisors and employees you depend on have been punished all the way. Company discipline has also been improved as never before.

But the problem is behind, and many people begin to raise objections. Is it important to wear work clothes? Will the cell phone ring during the meeting affect the benefit of the enterprise? It is better to concentrate on producing one more accessory. In the eyes of elders, they are roosters who call out the sun, and enterprises are earned by them. In the end, everyone struggled, but suddenly found a stranger with only a little so-called qualifications sitting on his head, not only enjoying the treatment he had worked hard for the enterprise for half his life, but also being extremely unbalanced in his heart, hating houses and Ukraine. Naturally, they are extremely resistant to some new policies. What's more, your attitude is beginning to waver. In fact, my purpose is to give employees a message-from now on, all newly issued documents will take this as an example to pave the way for the implementation of the new management system in the future. Psychologically, this is called "first cause effect" or "first impression". but ...

There are also corporate culture construction and conflicts, and so on.

As a boss, you are well aware of these problems, and you are deeply touched. You can even gnash your teeth at the small circle below. However, in the face of those elders, if you want to change, you have to give up everything, which leads to the delay in solving these thorny problems.

Perhaps the reason is that you have taken on the core of an enterprise contradiction, including the contradiction between your own rationality and sensibility, the contradiction between your own advanced thinking and the originally lagging management team, the conflict with the management thinking and culture of external executives, and the balance of various contradictions. The results of the game of different forces often become the basis for judging the implementation of decisions; The deeper reason is that, for those who have just joined the company, in addition to being uneasy, they always want to see some kind of shadow of themselves subconsciously, not only to control him, to operate according to their own ideas, but also to let him do a good job. Various reasons lead to persistence or giving up.

Therefore, the company must change when you make up your mind!

Fourth, reflect on how to evaluate a manager.

Our fundamental difference lies in the lack of a unified value judgment standard.

There is an intriguing figure in management. If 30% of employees say yes, 50% don't understand, and 20% say that no one is perfect, this person is still good. In fact, the result of this ratio is that nearly 70% people think this person is not so good. The reason is that people who affect their immediate interests will spare no effort to publicize how bad someone is, while people who think that they are good rarely take the initiative to correct them. Finally, employees who don't know the truth naturally tend to be propagandists.

Now I simply compare my tenure with several indicators of the same period last year: last year, the per capita monthly output was 957, during my tenure, the per capita monthly output was 1 158, and the per capita productivity growth rate was about 21%; The production and sales rate is 98.7%; The quality index has also been improved from the original total yield of 93.6% to 95.7%. Per capita production capacity, production and sales rate, quality, cost and other indicators are the best records in the company's history. Supposedly, the acquisition of these indicators should not be a reason to deny my series of measures. Actually, I was wrong!

We judge a manager not by performance figures, but by facts and feelings.

I know, your ears are full of all kinds of voices every day, you know? Your family meeting has more influence than all my meetings combined. I know you like listening to these voices, which is not wrong in itself, but if those reporters really want to solve the problem (excluding complaints), why not go directly to their superiors? And you are always consciously or unconsciously looking for information to support your beliefs.

I remember I discussed it with you n times. In this world, nothing is absolutely right or wrong, not in the process, but in a specific purpose or environment. This is why some people regard someone as a war criminal, while others regard him as a national hero. Doing the same thing may be right at one stage and wrong at another.

Perhaps, our professional managers just look at the problem from the perspective of performance, and when the performance goes up, they think they have succeeded; Boss, you are more concerned about the consequences of a decision to the organization, and the evaluation is based on the evaluation of the sender of the information.

When dealing with specific problems, professional managers often think that it is necessary to persist in what is beneficial to the development of enterprises, and resolutely deny what is wrong; From the boss's point of view, sometimes even if you know that the professional manager's approach is correct, due to various factors, you will flatly deny it, even at the expense.

Our fundamental difference lies in the lack of a unified value judgment standard.

Years of experience in foreign companies have always prompted me to think, what causes the average life span of domestic enterprises to be less than 2.9 years? Perhaps what most enterprises need at this stage is not how to create success, but how to avoid failure first. This may be the sorrow of China's training industry.