Why can't employees who have no results within 6 months use them?

Clean up Chen Xuejiao.

Clue:

As the founder of an enterprise, how should we think when managing the company? How to act?

Sun Taoran, the mentor of Dark Horse and founder of Lacarra, shared the organization and management of Lacarra in the organization module of "Dark Horse Camp 14". He believes that management is very complicated, but as long as we follow the methodology, manage people according to the four-step method, require everyone's daily behavior according to the core values and twelve laws, and regard the three elements of management as the top management of the enterprise, management will become simple.

First, the four stages of enterprise development

The development of an enterprise can be divided into four stages, each of which takes three years. These stages can be shortened, but they cannot be crossed.

The first stage is to find the direction. Simply put, it is to make a product that someone is willing to spend money on and find a suitable promotion method.

The second stage is the individual champion. Is to sell this product to the top of the market, so as to gain a foothold in the industry. This is a big leap and needs rapid expansion.

The third stage is multitasking. After all, an enterprise cannot conquer the world with only one product, but not everyone can do two things at the same time. After successful diversification, the enterprise is a medium-sized and stable company.

The fourth stage is the ecosystem. Starting from 20 15, Lacarra was laid out along the upstream and downstream of the industrial chain.

These four stages, each stage takes about 3 years. Therefore, it may take 12 years to make the enterprise become one of the best enterprises in the industry with respect and sustainable growth. Entrepreneurship is a lifetime thing. Once you choose, you can't live without it. Even if you sell your business one day, once a buyer comes to you and says business is dead, you have to go out again.

Second, use cultural management companies.

Back to today, when we talk about organizational management, there is a core point: managing the company with culture.

What is corporate culture? Corporate culture is the same core concept and practice in enterprises.

On the surface, these things are rules and regulations, such as: punching in and out of work, fine system for being late and leaving early, human resources system, talent recruitment system and various business systems, and the concept behind them is corporate culture. All we have to do is extract it and pass it on to everyone, and then use it to manage the enterprise. Praise and reward those who conform to the corporate culture, and criticize and punish those who do not.

Lacarra's culture consists of five sections, the bottom of which is the core values, followed by the Twelve Commandments. Anyone who wants to join Lacarra must meet the requirements of core values and the Twelve Commandments. Further up is the implementation of the four-ring methodology and the four-step method, that is, the method of managing people. At the top are the three elements of management, that is, the leadership that executives must master.

Ordinary employees should have one or two floors, middle-level cadres should have three or four floors and core cadres should have five floors.

Slowly, you will find that people who don't agree with your five major sectors will not enter your company, and those who enter your company will gradually become people who speak and do things through one channel. At this time, the fighting capacity of the enterprise will be very strong.

The three elements of management put forward by President Liu: building a team, formulating a strategy and leading a team, all of which need to be done by the founder himself, and the core is strategy.

The founder of an enterprise, like the captain of a ship, the most important thing is to grasp the direction. Titanic set sail from England for London, so it will sail west, which is the most important thing for the captain.

Only the top person in charge of an enterprise can make a strategy, because some things can only be seen from the position of the top person in charge.

The second important thing is to build a team. When you find the right team members, everyone can achieve their goals together under your strategy. When you form a team, you should choose the right person, and the right person can do things right.

As a manager, it is very important to select and employ people. If a person has poor ability, attitude and quality, we can't use it. Why?

First, if a person doesn't make achievements in six months, then he won't make achievements in six years.

Second, this person will definitely bring you trouble.

The third important thing is to lead the team. The common people are stragglers. After we recruit him, we need training and management to form an iron army.

In Lacarra, we put forward five core values: being realistic, enterprising, innovative, cooperative and sharing.

Seeking truth is seeking answers; Enterprising is to solve problems; For innovation, one is "not killing" and the other is "giving the environment"; Collaboration is the core to ensure the company to achieve its goals; Sharing is the foundation of talent cohesion.

Third, the "twelve commandments" and "four-ring methodology" of management.

Lacarra advocates the code of conduct of twelve commandments, which is the common code of all employees. Including:

First, confirm the instructions.

Second, reply in time.

Third, write your own weekly report.

Fourth, punctuality.

Fifth, keep your word.

Sixth, solve the problem.

Article 7, three summaries.

Article 8, a one-page report.

Article 9, statistical analysis.

Article 10, Nissin mail.

Article 1 1: meeting minutes.

Twelfth, write a memo.

In Lacarra, all middle-level and above cadres need to master the four-ring methodology, that is, ask the purpose first, then make deduction, reply in time, and prove by hand. Four-ring methodology is the only way for us to get 80% people to reach 80 points at 80%.

The first "ask the purpose first" requires distinguishing the objectives and indicators, and distinguishing the core indicators and auxiliary indicators. Failure to reach the core indicators and goals means failure.

The second deduction refers to what to do next and how to do it according to the plan. Militarily, all command rooms have sand tables. Before making any plan, we will deduce where the enemy is, how our army will attack, how the enemy will react, how our army will react and so on.

The same is true for an enterprise. If you decide to develop a product, how long will it take? How to develop? Who do you want to do it with? How much is it? Who are the competitors in the market? How is the sales volume? Sand table can't win, nor can it win in actual combat.

The third is to make a sample by hand and do a pilot. If you design a product sales method, you must do a pilot project in a city; If you design a new management system, you should experiment in a department. After the pilot is successful, it will be promoted throughout the company and even the whole country. This process requires the founder to do it himself. Once the proofing is successful, it can be copied and promoted.

Article 4: recovery, that is, when a thing develops to a certain stage, it stops to sum up and reflect.

How can a Go master improve his chess skills?

Method 1: Play with the music, download the chess music played by others, and try to find out why you played at that time.

Method 2: Restore the game. When I finish this game, I will re-examine the key steps. If I had not been here, what would have happened there?

Complex is divided into large complex, medium complex and small complex.

The smallest answer is to have a rest in your mind before going to bed every day, and what aspects of what you do today need to be improved. I had a meeting with Lenovo Liu Jingli before, and he would call everyone together to make a reply: What is the main point of this meeting? What's the next step? What needs to be improved during the meeting?

Weekly resumption refers to monthly resumption and quarterly resumption. Have you achieved your work objectives for this quarter? If not, what are the reasons? How to improve?

Big discounts are generally based on years. For example, when the three-year plan is implemented to one year, concessions will be made.

The implementation of four-step method is a method that middle-level cadres and managers must master, which is divided into: setting goals, controlling progress, grasping evaluation and managing norms.

First of all, we should adopt the target management method, and fully authorize subordinates after setting goals;

Secondly, it is necessary to control the execution of subordinates by "managing one layer and looking at two layers" to ensure the achievement of goals;

Third, timely evaluation, timely rewards and punishments;

Finally, it is necessary to sort out the specifications, constantly summarize the operation manuals, and improve the work level of employees.

Lacarra has the concept of "three talents", namely, attitude, ability and quality.

What do you mean, attitude? That is, passion, reality and enterprising. The standard of measurement is: whether to treat business as a private matter.

What do you mean, capable? The judging criteria are: whether the problem can be solved, how the past performance is, and whether there are bright spots within 6 months.

What is quality? If you can master Lacarra's methodology, four-step method and management, you will reach this standard.

Dark horse question and answer

Heimaying: Our enterprise is in the early stage of starting a business, and everything in our culture is broken. Where should we start and what should we do next?

Sun Taoran: There are three stages in enterprise development management:

The first stage, do it yourself.

At the beginning of the business, when there are about 30 employees, the founder should do it himself.

The second stage, leading.

In the middle stage of development, when the number of employees is 30 to 200, the founder should take the lead. On the one hand, you will work for team members; On the other hand, you should be at the forefront yourself.

If at this stage, the company's main energy is to make products, you must rush to the front line of research and development.

If the product has been made, you will become the commander-in-chief of the sales front.

If the most important issue is after-sales or internal operation, you should be at the forefront of operation.

The third stage, escort.

When the company reaches a certain level, you have to take a step back and escort those who are struggling in front.

Only after going through the first two stages can the authorized person be authorized and managed. The most important thing here is culture. Many entrepreneurs don't attach importance to culture, but the more important it is later. If your employees agree with your culture, you will save trouble in management; If you don't recognize your own culture, it is very likely that you can't take care of it at a glance and the company will have problems.

This article is from Qianwei. Please indicate the source. (The picture is from the Internet and the copyright belongs to the original author.)