Recruit small calligraphers

Even though I have read the recommendations of many executives such as IBM, and even read the preface of Zhang Ruimin, CEO of Haier Group, I still hold this thin little book with doubts. There are three questions: first, why it is on the bestseller list and whether it is valuable; Second, the book is thin enough to accommodate the philosophy mentioned by executives in the recommendation sequence; The third is whether it can be proved effective in practice.

Three tips of the one-minute management concept conveyed by Dr. Ken Branga and Dr. Spencer Johnson in The New One-minute Manager: One-minute goals need clear goal-setting rules, which can not only be checked regularly to keep the direction, but also clarify key tasks and manage yourself; One-minute praise is a typical immediate feedback, telling managers to make a second-level feedback; One-minute correction, using non-violent communication to describe facts and express feelings, to examine mistakes and find solutions, rather than just focusing on management mistakes.

The story of a young man looking for an excellent manager conveys the manager's one-minute management thought and summary. I also have a deep understanding of this. When you walk out of the ivory tower, you have expectations and fears about the strange workplace environment. I look forward to growing up, but I don't know how to plan. I have many ideas, but I don't know how to realize them. Sometimes I am impulsive, and sometimes I complain that I have not satisfied my talents. When I am mature, I know I need to improve myself more, so I can calm down and practice my skills. If I put aside my personal efforts for a while, do you expect to meet a manager with high professional achievements and gentle personality who is willing to guide my subordinates as my teacher at the beginning of my career? From your experience and mine, this is a very impossible thing. If I meet him, it can be said that fate has come.

However, in the workplace, we also have three roles: leader, manager and executor. When we look at this matter in a different way of thinking, we can learn from the "one-minute management" thought of two doctors. When we are familiar with it, we can manage ourselves well and work efficiently.

"If you don't learn, you don't know what you should know." Only after reading The Manager in One Minute by Ken Blanca and Spencer Johnson can you understand the truth. After reading this book, it only took 1 hour, but their three minutes were enough for me to enjoy for several years.

Setting a one-minute goal is the first move and the basis of one-minute management. A work goal, measurement standard and completion deadline should be controlled within two paragraphs. It takes about a minute to look at it. Write down the goals for easy reference and check the progress. We should also adhere to the "28 rule" of goal setting. 80% success comes from 20% goals, which is a key task, and there may be only 3-5 work goals.

In the bowling alley, when we hit a good ball, we will scream with excitement and often be tireless. However, there is a curtain in front of the wooden bottle. After throwing the ball, you can only hear the sound of the ball falling, but you can't see a few falling. Whether you play well or not depends only on your feelings. Maybe after a few rounds, the interest will be gone.

Why is the difference so big?

This is the "bowling rule" in management (instant feedback). The greatest motivation of human action comes from the immediate feedback of results. Whether it is successful or not, feedback is a prelude to our progress and success. Why didn't we lose interest in our work?

Because we don't know where the target is, or even where the bowling ball is.

When I was a child, I loved playing games, Super Mary. The ultimate goal of the game is to save beautiful women. In this process, you will break through, move forward and fight monsters. Every time a little monster is knocked down, a lot of gold coins will pop up and there will be small mushrooms to eat. When you eat small mushrooms, the protagonist of the game will become bigger. Often a morning is fleeting, and I can't extricate myself from indulging in games. To this day, I don't understand why I am addicted to it. My goal is clear, and every step of the feedback is timely.

At work, most managers assume that subordinates know what they should accomplish and give the annual performance evaluation results at the end of the year. Why can't the curtain be lifted before bowling?

Managers usually have three choices about how to succeed. One is to hire successful people with outstanding ability, but after all, these people are few and far between, and the "appearance fee" is very high, which is likely to be unaffordable; The second is to hire potential people and train them to succeed through systematic training; The third is to pray for God's blessing.

There are two ways to follow up the goal: one is to observe the actions of employees, or to analyze whether the performance and behavior of employees are consistent with the goal through data; The second is to write work progress reports regularly.

At work, managers are usually more willing to spend time finding fault, but when employees do the right thing, they will turn a blind eye or take it for granted. Especially after new employees join the company, they are often introduced to colleagues, then have dinner together and then ignore them. Growth and development depend entirely on fate. Once it is found that it does not meet expectations, it will be ruthlessly attacked.

This method is called "laissez-faire-attack" management method. I have personal experience, too. After talking with many middle managers, I asked them why they "ignored" those young people. The reason they gave surprised me: they wanted to kill the spirit of these young people. If I had seen this book earlier, I would not hesitate to recommend it to them. Maybe they don't know that "letting go" is likely to ruin a young man's future. At this point, I lamented my luck. At the beginning of my career, I met a general manager, Mei, who has extraordinary research and unique experience in this field, and her approach is just the opposite of most managers.

Similar to the experience introduced in the book, I have heard a story about keeping a dog. If I have a dog at home, if I pee on the carpet, I will crush it and hit it hard. Then the dog will pee in another place, and the result will be severely beaten. Finally, when he peed all over the house, he still didn't know how to find the right place. Every time I wait, I get beaten. In its subconscious, this has become a habit, and I will be beaten after peeing. In fact, you just want to tell it that you can't pee anywhere.

Punishment has no positive effect on employees, especially young employees. Help others to give full play to their potential by discovering what others are doing right. Once an employee is found to have done something right, it is necessary to clearly tell him what he did right, help employees build confidence and repair this correct behavior. Of course, this kind of praise should be from the heart.

It is easier to find faults than praise, but if you only praise them, you may never correct them. There are mistakes in the work, and it is useless not to correct the praise. Of course, no one wants to be pointed out wrong, but effective correction can help us get back on track.

When a subordinate makes a mistake, an excellent one-minute manager can not only find out the mistake, but also help him find out the reason and get back on track.

First, confirm whether the goals set by subordinates are clear. If not, managers should take responsibility and explain the work objectives in detail again.

Then, correct it for one minute. The first half will focus on the mistakes made, and the second half will focus on the employees who made mistakes.

Once mistakes are found, they need to be corrected immediately. One-minute correction is also immediate feedback. The purpose is to help employees build self-esteem and self-confidence, rather than holding on to mistakes and belittling their own values. However, it is not easy to distinguish between the wrong behavior itself and the real value of employees.

Because of my work, I have met too many middle managers who let their employees' mistakes go unchecked and let them develop. They often keep a small account in their minds to record the mistakes made by employees. These middle managers are afraid of conflicts and are unwilling to face them. The year-end assessment has become a good opportunity for "settling accounts after autumn". Even at this time, many middle managers are secretive about what evaluation results they give to employees who have performed poorly throughout the year, and are unwilling to tell employees why others are like this. They think this should be a matter of mutual understanding, and your assessment results rank last. Don't you know how you did this year? Do you need me to tell you? I once talked to an employee, and he said that their leader told him,' You will suffer some losses this year, and I will try to give you a higher rating next year'. However, let's wait until next year.

Just yesterday, a colleague told me that a new colleague had just joined the company for two months and didn't ask for leave because he was not feeling well. Her line manager reported that her work attitude was not professional enough, because she went home to rest without asking, which affected the progress of the team's work, and her sense of responsibility was weak and lacking. After listening to this, I also expressed my opinion that it may not be appropriate for this employee to leave the unit without asking for leave, but more responsibility lies with us, and we are responsible for the training and teaching of new employees. Mistakes should be corrected in time, instead of privately evaluating the performance of employees and thinking that they are inappropriate. Of course, I have also met several people in charge who think that the employees recruited are incompetent and return them to the human resources department before the probation period is over.

Goals trigger behavior, and the result is consolidation behavior. One-minute error correction is always to help employees build self-esteem and self-confidence, analyze mistakes and finally achieve their goals. Instead of just focusing on the wrong behavior.

The methods and skills introduced in the book are enough to make management convenient and effective, and at the same time, I feel that there is a defect in the book that has not been discussed in depth.

One-minute goal can help employees know where the direction is and where they should work hard to avoid the opposite situation. But also can help employees define work standards, and can review and monitor whether the goal deviates from the route in real time. This has a very significant effect on employees who have just entered the workplace, and can also significantly improve the work effect and achieve the mission.

However, when this kind of work behavior and work objectives are repeated day after day, employees sometimes get tired. Foxconn's production line can be regarded as a very good place for target control. Every worker knows the operation process, technical points and objectives. Foxconn also has clear standards on the production line, and workers are only part of the production process. There is basically no communication between employees, and your emotions can only be directed at the machine in front of you. A few years ago, many media reported that Foxconn employees jumped off buildings because of pressure and other reasons. If I were you, I might only choose this job for a living.

Why do I work here? Will my work unit still be my expected unit in 5 years or 10 years? After retirement, am I willing to proudly tell my work experience to the younger generation?

At work, employees can still remember that they are realizing a lofty idea even if they encounter difficulties and setbacks. I think this time is a success. In those years of "third-line" construction, when many scientists and engineers abandoned their homes and ran to the Gobi desert to create one China miracle after another, they relied on the support of their feelings and beliefs.

Ideas and beliefs are the ultimate cheats to enhance employees' sense of organizational commitment, which is exactly what the "one-minute goal" lacks.

The young man in the book asked Jon, don't managers make mistakes? Jon said that managers can always realize their mistakes before others in one minute. The one-minute manager in the book is perfect, but in reality, the upper limit of the team and organization depends on the cognition and pattern of the leader. Many managers manage by feeling. They all have decades of experience in the workplace, and many leaders are experts in this field, but they also have their own blind spots. They don't always know their mistakes earlier than their subordinates. Once they don't recognize their mistakes first, the consequences can be imagined. This is also the part that the author did not discuss in depth in the book, but it is not uncommon in actual management practice. Therefore, managers also need to take measures to accept the feedback from subordinates, such as organizing special seminars to talk about the shortcomings of leaders and encourage or reward the suggestions made by subordinates. Leaders should not hold grudges or pursue responsibilities, but should also correct the suggestions made after the meeting.