The enterprise view of Mary Kay company in the United States

In Mary Kay Ash's eyes, talent is far more important than planning. When you step into the head office in Dallas, you will see a bigger picture than the real person, that is, the company's national marketing tutor. In other companies, we may like to decorate the facade with pictures, statues or our own products, and Ash wants to show that "we are a people-oriented company". As early as the early days of the company's establishment, the first thing Mary Kay Ash did was to recruit all kinds of professionals as much as possible and seek the help of experts, including law, accounting, supply and marketing, manufacturers and so on. These best talents join the company, which undoubtedly brings great vitality to the enterprise and gives them competitive remuneration and benefits. Therefore, Mary Kay has a group of diligent and efficient professionals, which is the secret for the company to stand out in the highly competitive cosmetics industry.

Melanie Kay Aishijian believes that the quality of a company depends only on its employees. A leading company must have leading talents. Talent is the company's most important asset. Therefore, when buying a company, today's buyers often "insist on letting the managers of the seller's company stay for a period of time, and often encourage these experienced managers to continue to increase their turnover and profits with favorable agreements"; To start a company, the first thing to do is to recruit people, and we must pay a lot of money to hire senior talents. "As long as someone joins our company, we will try our best to keep them. If they can't seem to play their talents in a certain department, we will try our best to change jobs for them. " She believes that everyone has their own expertise. No matter how busy managers are, they must take the time to make others feel important. How can a manager make people feel important? This is fundamentally a question of corporate ethics. First, listen to their opinions, let them know that you respect their ideas and let them express their opinions. Secondly, we should not only make people take responsibility, but also empower them. Unauthorized will destroy people's self-esteem. Finally, it is necessary to tell them clearly in words and actions that they are appreciated and valued by the leaders.

As a manager, the way to treat people is very important, and people should be encouraged to succeed through praise. Because everyone needs praise, the praise mentioned here must be sincere praise. There are many ways to praise, such as oral praise, issuing ribbons, inviting the praised person to take the stage to accept everyone's congratulations, and publishing the names and deeds of advanced figures in publications. Sometimes spiritual encouragement is better than material things.

Mary Kay Ash emphasized that listening to opinions should be the top priority and the art of listening to opinions should be mastered. Smart managers are people who listen more and talk less. "Listening" is an art, and the first principle of this art is to listen attentively to each other's opinions and never be absent-minded. If you don't restrain yourself and concentrate, you will be distracted when listening, which is extremely unfamiliar for improving your audience. Listen to opinions under pressure-whenever a conversation is interrupted, the listener often feels anxious. At this time, the listener feels stressed, as if to interrupt a few words. At this point, the listener should keep silent, and the other party may clarify or provide more information. It's not enough to just listen, and sometimes you have to spy, but you should master the discretion when spying; Otherwise people will think that you are interfering in their private affairs. Sometimes, there is no clear line between interfering in a person's private affairs and caring for a person. We should grasp the "degree". In short, we should encourage subordinates to reflect their opinions and follow three principles: listen to opinions, thank all letters and praise all valuable suggestions appropriately.

Criticism should focus on strategy. If someone's work is not good, he must pay attention to the method when making criticism, otherwise it may have the opposite result. What needs to be noted here is: 1 Remember that the purpose of criticism is to point out where the fault lies, not who is at fault. To create an atmosphere that is easy to exchange views, it is necessary to make it clear that managers should maintain close relations with employees, and managers should be both concerned and strict with employees. Praise in time, find something worthy of praise and leave before or after criticism. Don't criticize in public.

Enthusiasm is a very valuable quality of a person. No matter what this person does, "an extraordinary idea that can arouse enthusiasm is much better than an extraordinary idea that can't arouse enthusiasm." Therefore, managers must be able to mobilize the enthusiasm of their subordinates. To achieve this goal, managers themselves must first have enthusiasm. It is not difficult to keep enthusiasm when things are going well, but it is not so easy to keep enthusiasm in adversity. At this time, you must force yourself to remain enthusiastic. When your mood is not at its best, you must work harder, because the work attitude of managers will affect the enthusiasm of others.

Everyone has self-esteem. When managers make decisions involving subordinates, if others other than managers are not involved, their self-esteem will be damaged and their fierce opposition will be aroused. If we can let others participate in decision-making, that is, listen to their opinions, it will not only dampen their self-esteem, but also improve their enthusiasm; More people are asked for advice, and people will be more eager for taxis. People always hope that they can contribute to things related to them. If they feel that they have not contributed to things related to them, they will feel looked down upon and pushed around.

Helping others get what they want is an important way to be good at dealing with people. The important motive of running a business is to provide services for others. Therefore, as a manager, the first thing to consider is how to help others, and it is also important to cultivate the pride of employees. Pride helps to improve morale and is the main driving force for improving work. Pride comes from the image of our employees, advanced equipment, high-quality products and the culture of our company.

People are encouraged to do creative work because everyone will support the work they are involved in. This is another management method in Mary Kay Ash to encourage people to work actively. In order to prevent some people's self-esteem from being frustrated, resulting in negative emotions, she strongly encourages people to actively participate in this creative work. Of course, increasing the number of participants will add a lot of trouble, but taking a taxi will be expensive. If you want your subordinates to fully support you, you must involve them, and the sooner the better. In the development of Mary Kay Company, the ideas and improvement schemes put forward by employees have played a great role. They are eager to participate in the development and construction of the company, and as a result, they have formed a strong centripetal force. The initial information and ideas of hundreds of new varieties developed by the company come from the suggestions of salesmen.

Mary Kay Ash attaches great importance to the work of sales organizations. She has repeatedly stressed that if the product can't be sold, everything will be in vain. Therefore, if the whole company wants to focus on sales, it must let every employee of the company serve the sales. Whether doing research, accounting or transportation, everyone's job is to support the sales organization. There is no doubt that salespeople must have self-esteem and self-confidence in order to do a good job. However, whether they have this kind of self-esteem and self-confidence depends largely on the company's attitude towards the sales staff. Based on this understanding, Mary Kay Cosmetics Company always takes good care of the sales work, warmly welcomes the sales staff, shows them around the office and production equipment, lets them observe the work of various personnel in the company with their own eyes, explains the production process to them, answers their questions, encourages them to ask questions to employees at all levels of the company, and values and respects the sales staff.

It is Mary Kay Ashe's consistent practice to cultivate talents from within the company. She believes that when there is a vacancy in the leadership position of a department, the manager of the department must formally put forward the necessary conditions for holding this position to the personnel department of the company. The personnel department announces the news on the bulletin board of every office building, and everyone in the company can apply for this position. No matter what job the candidate is doing now, only when all the candidates are not ideal will outsiders be hired to fill the vacancy. The advantage of promoting talents from within the company is that it can encourage employees to consider their relationship with the company from a long-term perspective, which shows that everyone has the opportunity to be promoted and will not stay at a lower level forever. In fact, this policy sometimes produces a benign chain reaction.