The president of 360 was on fire at the scene and angered the microphone: blind date is the biggest waste of life.

By the end of the year, the meeting was over, which made many old employees hate it: the boss said it had to be touched, and it would take an afternoon, and even many companies had overtime meetings.

If the meeting is fruitful, many teams have been working all day and everyone is exhausted. In the end, I ran more and more, and the whole day was in vain.

Some time ago, Tan, vice president of 360, the key guest of China Computer Conference, was dissatisfied with the agenda and time control of China Computer Conference. He angrily smashed the microphone and announced that the conference could be dismissed in a rage!

Understandably, the meeting was not arranged in advance, and finally the time of the participants was wasted. I can't blame others for being angry.

The problem of meeting is a big headache for too many bosses and employees, but it is impossible not to have a meeting. Why?

Only by holding a good meeting can our implementation be more and more perfect. Many of our companies don't pay attention to it, just like building a snowman today. Once the sun comes out, we have to rebuild it tomorrow.

You think, what's the use of piling up like this all your life?

Therefore, today's article is to teach you how to learn this upgraded thinking. After one thing is done well, go back to perfection, and finally bring precipitation and accumulation to the company. The landing tool of this kind of upgrading thinking is the improvement meeting.

As an enterprise, we should have the thinking of building skyscrapers and accumulate them layer by layer. At this time, you will find that no matter who leaves the company, the system is still intact and the skyscrapers are still there.

Therefore, in order to do this process well, we must constantly improve it.

Finish one thing at a time, turn around and make a comeback, and then modify the conclusion of making a comeback in the flow chart. Next time you follow the flow chart of 2.0, this thing will get better and better.

Then, how can we hold an improvement meeting, so that the meeting can be implemented, the company can be upgraded continuously, and a virtuous circle can be achieved?

A good improvement should follow the following five steps:

The first step in holding an improvement meeting is to find the problem. In the course of our enterprise's operation, there are big and small problems, but some are real problems and some are false problems. If you find a problem, you must find the real problem. So, how to judge whether the problem is true or not?

0 1, the first dimension: Who will find the problem?

After 20 years' development, Huawei has also experienced big company diseases: bloated organization and low efficiency. Ren was reformed at that time. He said: In the future, we should let people who can hear the gunfire make decisions.

What do you mean?

In many of our companies, the boss only talks about his great cause with a few confidants around him, and also hears the problems at the grassroots level from the top management.

This has created an embarrassing situation: it is the grassroots who fight, the high-level who make decisions, the high-level who formulate strategies, and the grassroots who implement strategies. The top management is often far away from customers, so the problem is distorted at the meeting and there is always no way to improve it.

So: the closer to the customer, the more real the problem is. When we make improvements, we must bring all relevant people together and let them speak freely, participate in improvement and process reengineering.

Only those who are really at the executive level can have a personal understanding of the problem. Only by finding the real problem can we hit the key point and improve the enterprise system.

The second dimension: What problems are found?

Why do you hate meetings with employees?

Many times, our leaders enthusiastically convened employees and wanted to hold a resumption improvement meeting. However, at a certain point, everyone gave a hammer to the east and a stick to the west, and finally the meeting went completely wrong. Many opinions were put forward and the meeting lasted for several hours. In the end, everyone didn't get to the point, the leaders were depressed and the employees complained.

For example, when we were recruiting talents, we expected to recruit 20 people, but the final entry goal was not achieved. Some employees said, "Boss, our company pays too little." "Boss, no one wants to come to our company for a holiday."

No one is trying to find a way for the next job fair, but everyone is saying something that is not conducive to implementation. This improvement meeting is undoubtedly a failure. Even if such a meeting is held, don't hold it well, because you waste everyone's time and reduce the morale of the team.

So how can we avoid this situation?

When holding an improvement meeting, we must grasp the dimension of finding problems and form a thinking framework, instead of talking nonsense. When discovering problems, we should grasp three cores:

The first is that there is a problem with the process. For example, the strategy we decided before has not been implemented and what obstacles have been encountered;

There is something wrong with the second culture. Everyone seems to be implementing the process, but why doesn't it work? Because of your heart, your thinking didn't keep up, the implementation dried up, and everyone lost faith.

The third is that there is a problem with the mechanism. For example, we mobilized all staff to recruit talents, shouting slogans all the way, but there was no money in the process and no reasonable incentive plan was given.

Therefore, participants in the improvement meeting should think about the above three cores when they find problems: how to optimize the process? How to improve culture? How to innovate the mechanism?

After finding the problem, the next step is to give a plan.

There must be many imperfections in the company's operation. If you ask employees, what suggestions or opinions do you have for the company? Everyone can ask a lot of questions, but if you can only find problems and can't give solutions, then the problems will only stay at the level of complaints, and everyone will only become more and more disappointed with the company, and what you do will become more and more boring.

No plan = complaining

After so many years on earth, human ability is deteriorating, but the ability to complain is strengthening. Talking about problems without solutions is called complaining. For example, everyone will understand.

There are many online products in our micro-society, such as internal training of enterprise cloud and online VIP courses. We will make progress every time we record a lesson.

At a meeting, one of our employees said, "Teacher, it is wrong for you to lecture because of the typhoon. You always like to hold your hand like this. This is a gesture of refusing to communicate. If you lecture like this, customers will not be able to absorb it. "

He only said the question, but didn't give me a plan, which made me angry. I thought that was useless. You can tell it and then open it yourself.

As a result, another employee said at this time: "The teacher may need to give a prop when giving a lecture. Well, every time you put the pen in his hand, he will definitely stop shaking his hand. "

So, if you don't have a plan to ask questions, you will eventually become a complaint. On the contrary, if you give a plan, it will really make this thing develop in a good direction.

So the next step to find the problem must be to take out the plan, which is called improvement.

Create a Dojo to present a plan.

In the past, we always nagged employees not to worry about the company, and sometimes the water fell down the next morning before it was finished; Sometimes the lights are not turned off and the power is not cut off at night; Tell them that the copy paper is double-sided and no one listens.

The boss shouted at the cost, but the employees lacked a sense of ownership. Why is everyone not worried?

Let me tell you a story first. When we were studying in Japan, we visited Toyota and saw Toyota's bathroom. Above the toilet is a sink. After going to the toilet, the water after washing hands can be directly used to flush the toilet.

At that time, we thought people were too cost-saving, so we asked them who came up with this good idea.

As a result, employees inside Toyota told us that this is the creation of employees' wisdom, and Toyota receives improvement plans from more than 20,000 employees every day. Then according to the employee's improvement plan, implement it to the company, and then give employees extra points and rewards.

On the other hand, in many of our companies, employees make suggestions to the company, and no one even listens. Finally, the staff saw it and stopped talking. Anyway, it's no use talking about it, which has become a vicious circle.

Therefore, it is not the employees who are wasting the resources of the enterprise, but the enterprise is wasting the wisdom of the employees.

No matter how many problems there are, if everyone cares, the problem will be solved gradually. And many companies' problems stay there, and then grow bigger and bigger, becoming a thorny cancer.

Therefore, we should create an environment for employees to put forward plans and worry about the company.

Creating such an environment in the company is not expensive. As long as you spend 5000 yuan every month to give everyone an improvement award, the motivation of employees to worry about the company will grow.

So how to do it?

Solution:

1. Employees find problems and propose solutions.

2. The company adopts the scheme and enters the process.

3. Give immediate incentives to employees who contribute wisdom.

Finally, these three steps will become a closed-loop system of bottom-level innovation, forming an improved environment for employees and bosses.

Improvements that do not enter the process are equal to 0. If we find the problem, make a plan and the company adopts it, then we must immediately let the new plan enter the process.

If you just put forward a plan and don't enter the process, you can't reach the operational level, but how can you enter the process?

For example, every time we execute, there is a process control table.

Every time it is executed according to the process, after the improvement meeting, the new scheme on the process table should be updated immediately: how to change the result setting, how to change the node, how to change the time, how to change the inspector, and how to change the instant incentive. ......

Only by entering the process control table can this matter really enter the operation, and next time we will implement it according to the new plan, which is also the second step.

With the resumption of each execution, this table will be updated iteratively, from 1.0 version to 2.0, 3.0 version and then to near perfection.

Let the plan enter the program, and the next step we have to do is to implement it.

As we said above, the improvement meeting must be implemented in the process control table.

However, upgrading the plan does not mean once and for all. Can employees put it into practice?

Not necessarily, because people are advanced animals, and people don't like to show.

Therefore, how to manage the implementation needs to design mechanisms and formulate systems, so I won't go into details here.

However, at the landing level of the improvement meeting, a key figure-the third party must be locked. Let the third party rely on strong inspections, plus rewards and punishments in black and white.

To perform this step, the third party needs to:

1. Before implementation (improvement meeting): record problems and plans; And immediately update the process control table;

2. During the implementation: record and broadcast the data of each node, and correct the deviation immediately during the process;

3. After implementation: reward if it is done, and punish if it is not done. Deepen collective memory through rewards and punishments, and implant an improved culture into employees' minds.

Executive power is not training, nor preaching. Instead, after the standards are set, the third-party organizations are constantly inspected according to this set of standards, so that employees can be professionalized, the boss's body and mind can be liberated, and the company can live from relying on people to relying on systems.

The last step in improving the meeting is continuous improvement. What do you mean? Improvement is not once or twice, but never ending. One thing is not the best, only better.

Can't say it's done. How's it going? I've already made a counter-offer, so it's over. I'll press this button from now on, and I won't care anymore.

If the company wants to develop, it must spiral upward and let our system upgrade in a closed loop. We always say that we should learn from those who have made achievements. Give a reason that everyone understands. Everyone has a mobile phone now. Does the mobile phone system remind you to update from time to time?

The reason why WeChat can become a dominant instant messaging software is the same. A few days ago, WeChat was updated to version 7.0, and various screens in the circle of friends are the best proof of this improved thinking.

Therefore, it is the same for us to do business. Like wechat, we must constantly upgrade and update. Let the business continue to improve, the company will get better and better, and your competitiveness will become stronger and stronger.

What about continuous improvement?

1. Daily business: improve the meeting regularly.

For example, in our micro-online VIP course, we will modify the course package according to customers' aesthetic needs and experience, convene all staff and relevant persons in charge of new course production, and organize regular improvement meetings.

2. Non-daily business: After major events are completed, the company will turn around and resume trading.

For example, some stores hold promotional activities, welcome activities and so on.

So these five steps are always * * *. In the company, you should put your thinking back, improve your thinking, eliminate the wasted thinking of employees and really use it.

Finally, closed-loop thinking is formed, so that fewer and fewer people complain and more and more people worry.

Review after class

To make the company better, it is most important to make improvements.

However, small meetings waste time and affect morale. How to have a good meeting efficiently?

Step 1: Find the problem

Step 2: Give the plan.

Step 3: Enter the process

The fourth step: rote learning.

Step 5: Continuous improvement

Today's interaction: How long was the longest time you met?