How to improve execution

"fish begins to stink at the head", the defects of enterprise leaders and managers in the implementation planning and management, will eventually infiltrate and corrode our team, leaving our executive backbone calcium-deficient, but it will not stand up. This is a terrible chain effect. "The concept of execution is a convenient means for superiors to shirk their responsibilities to subordinates." This is the speech made by Yu Liang, president of Vanke, at a media meeting. He even mentioned that he would not let Vanke's colleagues read books about execution. What makes Yu Liang hate execution so much? Although Yu Liang may be the only person who has explained this problem clearly, I think we can infer some ecological problems about enterprise execution from his words. That is, execution has become a problem for executors in many enterprises, and even an excuse for some managers to shirk their responsibilities and cover up their incompetence! Therefore, when we hold talks on execution, we will be held accountable for saying that this execution is not good and there is a problem with execution. Therefore, we will not review whether we plan to distribute bullets and weapons to help subordinates take the lead and provide those necessary fire cover when deploying execution plans or executing affairs for subordinates. Therefore, when we invite so-and-so management masters and so-and-so executive masters to do team training, we ask them to talk about how to make subordinates hold a grateful attitude, correct their execution will and improve their execution skills, but seldom realize how to let executive experts help them change their understanding of execution and get through the two veins of top-down execution in enterprises. Yes, execution is a top-down fact, which is ignored by us. Now let's think about it: If the leaders of enterprises lack confidence in their strategic goals and corporate vision, how can they make their teams believe, implement and realize these goals and visions? If a leader doesn't have a correct understanding of execution, he doesn't think about changing and trying to create business processes, salary performance index system, authorization mechanism and execution culture when talking about execution. These are all conducive to improving the execution of enterprises. How can he have an iron army with high execution efficiency? Such a business leader, even a few managers with executive management ability will not get it. So many enterprises around us have many strange managers who just don't blame themselves. Once you say that their investment index, distribution index and sales return index are not satisfactory, they will say that this is the responsibility of the company, because "we have less investment in promotion and the brand appeal is not strong enough"; Once you say that their display is not vivid and there is a problem with the turnover rate of the promoters of the dealers, they will say that it is "a subordinate's execution problem." In other words, they always blame the company's responsibilities and subordinates, but they just don't hold themselves accountable. I think this may also be a major reason why Yu Liang, president of Vanke, thinks that execution is an excuse to shift the responsibility to subordinates. This is a terrible chain effect. As the old adage "fish begins to stink at the head" implies, the defects of enterprise leaders and managers in the implementation planning and management will eventually infiltrate and corrode our team, leaving our executive backbone without calcium, and we just can't stand it. Among the hundreds of managers tracked by the Marketing Execution Research Center of Lianzhong Zhida Research Institute, most people are calling on their subordinates to "immediately, now, immediately" when talking about execution-but they always lean back in their office chairs with their arms, saying something like "there is something wrong with the execution below", and few people are willing to face and reflect on the relationship between team execution and themselves. We might as well think like this: Why doesn't our team have execution? Is it the human resources department that recruits people who lack executive awareness, attitude and skills for us? However, isn't there someone who recruits himself? Even if everyone is brought in by a "blind" recruiter, isn't it your responsibility and obligation as a manager to cultivate and improve the team's execution? Even if you try your best to fulfill this responsibility, you will find that all of you are "people with no brains". Can you be sure that you have made the best efforts to improve your execution and used the right method? Few managers can give positive answers to all these questions. The truth is ugly. Once a manager thinks that everyone below has problems, it usually means that he has problems himself. In fact, contrary to what managers think, the root of the execution problem is above, which lies in us middle and high-level managers. Now, some business leaders and managers are aware of their own problems. They no longer push all the execution to their subordinates. They are also trying to find out the causes and solutions of team execution problems by reading books on execution and leadership, or participating in training on similar topics, or hiring professional execution consultants. But only these will usher in a cruel reality: if the execution cannot be endogenous in your own mind, even if you master various skills to improve the execution, even if you make up more classes, it will be futile, and finally you will return to blaming the following problems of poor execution. Li Zhengquan said that because those middle and high-level managers and enterprises * * *, they decided the implementation ecology and culture of enterprises. If we can't change the creation, mechanism, process and even self-discipline of the execution ecology around the improvement of execution, everything may not be realized. When an enterprise increases its performance index, but lowers everyone's salary standard in the opposite direction, how can team members hold their breath and go forward bravely? When the enterprise is in the middle of the fiscal year, the performance evaluation index of the year has not been announced. How does it guide the business orientation through evaluation orientation and ensure the expected implementation? Leaders and managers of enterprises only entrust and transfer responsibilities when arranging implementation plans or affairs, but delay in giving support to rights, interests, people, finances and materials. How many people can be that kind of clever woman? When an enterprise's authorization mechanism is just lip service, even a few thousand yuan of promotion venue rental fee has to wait until the headquarters agrees to approve it. How can we ensure that our team can actively cooperate with the headquarters to carry out promotion activities? When the leaders and managers at all levels of an enterprise have developed the thinking of "I only look at the results", who will monitor the key performance points in the implementation process and who will bother to train the lower-level managers who are paranoid about the implementation details? Too many similar problems and different situations are affecting the quality of our implementation. The author believes that if we want to improve the execution, we must reduce our negative influence on the execution and the problem of dragging our feet, but this change obviously requires us to start from ourselves. First, remind yourself at any time that "the problem of low execution is rooted in the above" and make a clear plan management and guarantee system for the execution you pursue. Second, task indicators and business plans are not the entrustment and transfer of responsibilities. We should not only provide shelter and fire support for our team, but also devote ourselves to the technical and tactical training of our subordinates, and strive to cultivate and improve the implementation consciousness, attitude and skills of our team members. Third, don't just talk about "people who can do more", but also talk about "how to do more and get more". Combined with the phased work priorities for a period of time, modify your own salary performance appraisal system, incorporate those key performance points that affect performance into the assessment indicators, track and supervise, and ensure cash. Fourth, the business is in the process of continuous optimization, and those seemingly reasonable business and management processes also need to be optimized and standardized accordingly. Fifth, it is necessary to check and balance various departments and regional branches, but the authorization mechanism and benefit distribution mechanism with clear hierarchy and authority are the effective weapons to improve execution. Sixth, our team needs not only stars with "good grades", but also wonderful examples of "process execution" to praise and share their experiences in the team. Seventh, select and train a group of "gatekeepers" who focus on the implementation details at the grass-roots level, and they will become "guards" for our implementation. Eighth, to have an executive team, we need to take two steps on the road of execution, not just "give it to me". Taking the lead in this way is not only a demonstration and promotion, but also an expression of determination and the establishment of rules. Ninth, execution is not only achieved through driving, encouragement and process control, but also includes reaching a consensus with team members on goals and visions, stimulating their interests and ambitions, and generating productivity and action. So, let's step down from the throne of power and participate in the feast of communication with more executives, so that "the problem is in the first three rows and the root is in the rostrum" is related to others! The truth is ugly. Once a manager thinks that everyone below has problems, it usually means that he has problems himself. In fact, contrary to what managers think, the root of the execution problem is above, which lies in us middle and high-level managers.