How to measure the level of managers

I have been consulting this profession for a long time, and I have heard many such voices. The poor business performance of enterprises seems to be caused by the quality of employees themselves, which has nothing to do with management level. You see, our process has existed for a long time, and we have similar systems and requirements. If we don't do well, we can't say that I am a bad manager. On the other hand, the attitude of employees is to grab a lot, be late and leave early, and have a loose style, so let's not talk about it. What the leader said doesn't seem too serious. The final orders are often quite different from their original ideas. That's not an employee problem. What is this?

If the top level is responsible for strategy, the grass-roots level is responsible for implementation and the middle level is responsible for management, then what is management?

Textbooks say that managers are responsible for planning, organizing, coordinating and controlling ... but when it comes to actual management, it is far from being so orderly. After being half busy every day, I think about what I am busy with today, but I can't seem to answer anything. And the ultimate goal-performance, is still so far away.

How to measure the management level? Some people say, of course, it depends on performance.

There's nothing wrong with it. However, when you perform well, there seems to be no "problem"; When the performance is not good, there are problems everywhere. What is the reason?

Performance makes our attention more focused, and the side effect is that we are more short-sighted and ignore other very important contents. For example, this year's "Xi 'an Incident" of Mercedes-Benz is actually a typical case.

Aside from performance, how to measure the level of managers? This question is quite difficult, at least there is no standard answer. But this just shows the seriousness of the problem, doesn't it?

Personally, I think there are three aspects:

A. managers have the courage to take responsibility.

These are phenomena that managers cannot tolerate. They seem to be at a loss for decision-making. They lack a solution. They think there is no solution. More importantly, they are saying everywhere that this is not my decision, and they are like managers.

Why doesn't the manager take responsibility

There are four main reasons:

1. Didn't understand the strategic decision of the top management.

When many managers listen to any strategy, they think it is illusory, and it will be useless if it doesn't land. Going to the headquarters for a meeting, after not fully understanding the strategic decision of the enterprise, returning to the team and imparting a little knowledge to the subordinates, the subordinates were also confused and finally dropped. What should I do?

Therefore, first of all, we should thoroughly understand the strategic decision of the enterprise, and don't nod and say yes frequently during the meeting, but we don't know anything. If you feel that you don't understand clearly, speak up and let the strategist make it clear. Even if you are red-faced, at least let the top management know that you are trying to understand the strategy, otherwise you still can't return to the market competition. Who is to blame?

2. The strategic decision of the top management has not been clearly communicated.

Managers should be very aware of the weight of people in their teams. What is the value of managers if they just copy and keep what they hear and say exactly the same, without processing?

Peter drucker, a famous management master, told a story called "The Law of Idiots", saying that peter drucker made a detailed plan for his boss when he was young, but the boss told Drucker to give the plan to a stupid person to understand. The reason is that no matter how good the plan is, it also needs the understanding and implementation of "idiots". Finally, peter drucker revised more than 20 profound expressions in the plan, which made the project a great success.

It is necessary for managers to turn illusory content into practical practices.

3. Lack of imagination

If the strategy is "virtual", then what is "real"? Do you want to give more money, more people, more good products, more discounts, or just ask if there are any dry goods?

A manager's heart is full of these "real" things, and he loses his imagination. Look at those real companies, do they have more retreat in different levels of work? Have we all laughed at them and doubted their pragmatic ability? A car, the most valuable is the configuration or brand? Configuration is the most tangible thing, but the cheapest thing is that part, and the brand is illusory, but the brand is the most valuable part of the vehicle and what consumers often pursue.

Pragmatism is the starting point of managers.

4. Only willing to take the old road

Around 2002, China automobile industry began to enter the stage of rapid growth. At that time, we have been following others and imitating the management experience of other developed regions and mature markets. Their arrival has brought us great help. However, the production and sales volume of China's automobile industry has reached the first place in the world, and we have been at the forefront. It can be said that it is difficult to learn from any better experience. What do we do? We need innovation.

However, any innovation is risky, even micro-innovation. After all, no one has done it, and there is nothing to learn from. What do we do? Some people think that time and space are absolute, so there are Newton's laws. Some people think that time and space are not absolute, so there is relativity. In reality, innovation is not a huge gap that cannot be crossed, but often a gap between ideas. Innovation is a process of seeking truth from facts, with high risks, and natural failure is common. Not only that, but it may also be ridiculed and satirized. Statements such as "not just to change something, not just to add some decoration to something" are harsh and hurtful. But if you continue to follow the old path, you can't reach a new place.

People who are only willing to take the old road refuse to change the environment on the surface, but the fact is that their hearts are stagnant.

The brave are fearless, and the wise go forward bravely.

2. Managers can seek the truth

When the stock market is not good, how did it perform this month?

"Hey, the stock market is not good recently, and customers have no money to buy it."

When the stock market is good, ask, how did it perform this month?

"Ah, the stock market is so good recently, customers' money has gone into the stock, and they have no money to buy it. "

You see, there is always a reason for bad performance.

Managers pursue performance, and every time the performance is low, the boss looks ugly, and they meet again and again to come up with improvement measures and engage in promotion policies. Finally, I turned the tide again and again, until the performance curve began to erect again, and the boss smiled. Maybe I felt a little bad at first, but I got used to it over time. As for the long-term development of the company and its own ability level, who cares?

Performance is hidden in the truth, and how to improve performance is essentially a process of seeking truth.

I watched the cartoon Detective Conan when I was young. At the climax of the story, Conan pointed to the screen and said loudly, "One truth prevails.." In real life, there is far more than one truth, and all the results are caused by multiple reasons.

For example, if I have a cold, the usual practice is to react subconsciously and take medicine to deal with the immediate problem. But taking medicine is not the reason to get sick. If you want to restore the truth, you must look for the cause of illness. Maybe I have been staying up late recently, and my resistance has dropped; Maybe the air conditioner is too cold at night; Maybe the person sitting next to me on the plane has been sneezing and infecting me; So if we want to solve the problem, we must start from many aspects. Maybe you can arrange your time reasonably, give yourself enough sleep and set aside time for exercise; Maybe you can turn on the air conditioner at night and set the temperature reasonably; Maybe prepare a mask for a business trip in the future and enhance some resistance equipment. In short, there will be no single cause and effect for any result.

Similarly, when we don't perform well, don't react "what to do" instantly to find the answer, which will distort the facts. Put this performance into the management of the enterprise and see where our performance comes from, which market, which product, which team and which resources are used. When we restore the truth, we can find something and make a decision.

Taylor, a famous management scientist, once observed that workers like to reduce efficiency and think that it is very cost-effective to pay less labor in exchange for remuneration, so he racked his brains to let the boss not know how long it will take to do a job. This stimulated Taylor, who used a stopwatch to strictly measure the time required for each task and each link. The final result is that a worker can only load 12 tons of pig iron a day, which has increased to 42 tons a day. In the end, it directly led to a 400% increase in factory output, so the income of workers was greatly improved, and measurable management was born.

Nothing can advance this management better than Henry Ford, who is a famous figure in our automobile industry. He brought the assembly line into the production of Ford products and strictly controlled the steps of each production link. For example, the assembly of the engine used to be completed by one person, and then it was divided into 84 operation steps. Results It took 9 hours and 54 minutes to produce an engine, which was shortened to 5 hours and 56 minutes. In the past, it took more than 12 hours to produce automobile chassis, but later it only took 1 hour and 33 minutes, which directly created the legend of Ford Model T. ..

Performance is the performance of the result, which is true in every link. If every link can be measured, it gives managers confidence, so they have reasonable expectations and can make predictions.

Bodhisattva fears cause, while all beings fear fruit.

3. Managers respect human nature

Flitz Lott of Harvard University, Wrisberg and william dickson studied in a factory. They believe that there is a positive correlation between lighting and production efficiency in factories. As a result, the workers in the factory were divided into two groups, one with high light intensity and the other without change. In order to see if there is any difference in production efficiency between the two groups, the results show that the production efficiency of the two groups is the same. So the research team greatly reduced the lighting of a group to see the difference in productivity, and the results tended to be consistent. The researchers thought hard and wanted to know why. They decided to observe the operation of the two groups more carefully. The more they observe this group, the more they can feel the mystery:

First of all, this group has a complex social structure and different "hierarchical" systems. Some people have high prestige, while others have low status.

Secondly, people in these groups often participate in various team activities, such as playing cards;

Finally, there are complex dynamic relationships among groups. They form gangs, cover up each other, make up stories and lie.

This group created their own complex world. On the surface, the management is well organized and has strict norms. In fact, it is not the same thing at all. Team-specific systems usually go against management. It is concluded that managers must have a very deep understanding of the groups in the organization if they want to manage successfully. Elton Mayo, a management guru, once said: As long as human nature is not taken into account in enterprise management, we can't get rid of negative slack.

Speaking of human nature, the famous psychologist Maslow put forward the hierarchy of needs theory from the perspective of human motivation, emphasizing that human motivation is determined by human needs. Moreover, in each period, one kind of demand will be in a dominant position, and other needs will be in a subordinate position. Maslow divided human needs into five levels: physiological needs, security needs, belonging and love, respect for needs and self-realization. Demand is gradually formed and satisfied from low to high.

There is a mobile phone manufacturer in China called Voice Phone, which is now the most famous mobile phone brand in Africa. In 20 18, Africa sold more than10 million voice phones, accounting for 48.7% of the market. When voice companies first entered the African market, it was very difficult. It is said that there is a very interesting story. African culture is very different from China. Many Africans stop working as soon as they get their weekly salary, and then come back to find a job in a few days after they run out of money. Not only that, it is common to be late and leave early. Faced with such workers, the management of the sound transmission racked their brains and finally came up with such a solution: to award the employees who performed well on time, and the senior leaders personally presented the awards. The award ceremony was very grand. Even beating gongs and drums will go to the employee village to let everyone in the village know that the employees have performed well and received rewards. In short, it will give face to excellent employees. Gradually, there are fewer and fewer unpunctual employees, and the daily operation of the company is also guaranteed.

Which layer of Maslow's demand theory does Voice Company use?

Humanized management is popular now, but most of the so-called humanization often means less intervention for employees with good performance, while keeping an eye on employees with poor performance. In the face of today's post-90 s or even post-00 s, managers are rigorous in assessment and decisive in fighting, and now they are increasingly powerless; So just let it go? But how do you guarantee performance? It can be seen that only considering whether the assessment is strict or not can not solve the problem of human nature.

We often hear the voice that our employees only get so little money. If you set the requirements higher, they will be driven away. How difficult it is to recruit people now The subtext is that managers should be lenient rather than strict when the income of subordinates is not high, otherwise the employees will leave and no one will do it. However, employees' income has been very small, and managers have not given more attention and strict requirements, so employees will not grow further. In this way, there is little short-term income and no hope in the long run. Wouldn't it be easier to resign? Therefore, the basis for managers to make strict decisions on employees should not be current income, but future income.

How to effectively consider human nature? The answer is to decompose people's roles and individuals.

When we recruit, we look at the role of employees, not everyone's individual. A person can have multiple roles, such as a salesman in the company, a father at home, and a husband in front of his lover, but there can only be one role at a time. In the company, this role must be in line with the strategic interests of the company. Individuals are a person's self-expression, and we can completely let them play their role without management.

Once the roles and individuals are distinguished, management can start from the following aspects:

Clarify the post responsibilities of personnel and their corresponding performance appraisal;

And discuss performance with employees' personality, so that every discussion becomes a measure of performance realizability;

According to the performance of employees to give corresponding training, so that employees know how to achieve and enhance their ability;

Give a relaxed environment for the expression of employees' self-personality, and explore the senior demand level of employees;

Of course, not everyone will accept all the kindness, and not everyone is willing to learn. However, only by persistently finding such employees can the enterprise further develop and grow.

Sun Tzu's art of war says that a good soldier can seek potential and not complain about others, so he can choose people and follow the trend. As a manager, knowing the strategic decision of the enterprise, understanding the trend of the environment, exploring the truth, selecting and employing people, the performance will come naturally.

What if there is still no performance? You are on the right track, aren't you?