What is an operator?

First, the ability to change

Second, the ability to make money.

Third, build the team's ability.

Fourth, the ability to pursue ideals?

Upper guide bearing

What is an operator?

(A) the meaning of the operator

1. The so-called operator is the person who has achieved results.

The so-called achievement is to realize one's promise. Operators must constantly make commitments to the outside world and realize their commitments. The company can only survive and develop if it keeps its promises, achieves results and wins the trust of all parties.

2. The so-called operator is a person who holds a sense of mission and combines mission with results.

Operators should not only achieve results, but also make each result fit the company's mission. The company exists for a certain mission. The continuous commitment of operators is a concrete interpretation of the company's mission.

For an enterprise, making money is very important, but "making money is very important" does not mean "just making money". Without a sense of mission, "as long as you make money" will produce the idea of "by hook or by crook" and "as long as the result is no problem" People who make money in this way cannot be called operators. People like that can only be called "unscrupulous businessmen" at best. And the business he is in charge of will not last long.

(2) Four identities of operators

1. Operators must be changers and have the ability to change.

The market is ruthless. If the product does not have the value that customers need, it is impossible to sell it. However, customers' needs and expectations change rapidly, and enterprises will only die if they don't change in time.

2. Operators must be businessmen and have the ability to make money.

The purpose of an enterprise is never charity, but continuous profit in the process of realizing its mission. Since it is an enterprise, it can't continue to exist if it can't make money.

3. Operators must be leaders and have the ability to form teams.

A person's ability is limited, and all the work is done through teamwork. As an operator, no matter how innovative you are and how you know how to make money, if you can't lead the team to implement it, you can't really achieve results.

4. Operators must be people born for the mission and have "the ability to pursue ideals".

The ultimate goal of an enterprise is to realize the meaning of self-existence, that is, to realize its own mission. Reform, making money and building a team are all means to realize the mission, so operators must have the ability to pursue their ideals and persist in realizing the company's mission.

(c) Why is it necessary to train operators?

For Fast Retailing Group, the goal of becoming the world's number one clothing manufacturing and retail group makes it necessary to train real operators to manage business around the world. This so-called operator is not an employee branded with the strong style of a large enterprise, but an operator available everywhere.

For individuals, in order to achieve their life goals, they also need to constantly fulfill their promises and achieve results, and become people who are satisfied with themselves and beneficial to society. No matter what level we are in the organization, for ourselves, we must become the operators of our own lives.

Liu has an enviable resume. At the age of 25, he inherited the small county business run by his father. At the age of 35, he founded Uniqlo 1 and developed into Fast Retailing Group at the age of 42.

However, he said that he was also a lazy person at school and was once a failed operator. When he just took over the company from his father, he even got the company into the dilemma that all employees except one resigned. However, only when he keeps thinking, practicing and learning from failure can he successfully lead Uniqlo to today's world and achieve dazzling results.

No matter in enterprises or individuals, they should not be satisfied with being a "fair operator", but should become an "operator who makes great contributions to society and strives to make society better". Never underestimate your potential.

First, the ability to change

(1) Be ambitious.

In order to innovate, operators must be ambitious.

The so-called lofty goal is not something that can be achieved with a little effort, but a goal that cannot be imagined with common sense. The reason for setting high goals is that if the goals are too small to be achieved without great efforts, people will continue their previous inertia. In this way, competitors can easily copy your ideas and methods, and both sides will fall into difficult competition. In the end, you may not even achieve small goals.

When you force yourself to face lofty goals, you will be liberated from the mindset of "continuing the existing practice" and think of more powerful and creative promotion measures.

Harold Sydney JiNing wrote in Notes for Professional Managers: "Let's start with the finish line. Because as long as you set the end point, it becomes very clear what to do in order to succeed. "

Uniqlo used to be a suburban store, but when the goal of "surpassing GAP and becoming the world's number one clothing manufacturing and retail group" was established, the operators realized that if their brands were opened in remote suburbs and not known to all Japanese, then no matter how many stores were opened in the suburbs, the goal could not be achieved. Therefore, they decided to open stores in Harajuku and Shinjuku, the most fashionable places in Japan.

At that time, it was generally believed that they would fail, but because the challenge was inevitable, they had to try and practice again and again. With the efforts of Uniqlo, it has become a natural mode to open a shop in the city center after the success of opening a shop in the suburbs. At the same time, with the goal of being number one in the world, Uniqlo resolutely stopped displaying imported goods such as Nike and Adidas in the store, and instead established its own brand, and stipulated that the goods must reach the quality that can satisfy all customers.

Their representative product, polar fleece, was not satisfied when its sales volume reached 6.5438+0.0000 pieces, but set higher targets such as 6 million pieces and 6.5438+0.2 million pieces, and finally reached 26 million pieces.

(2) Questioning common sense and not being bound by it.

In order to make changes, operators must dare to question common sense and get rid of the shackles of common sense.

People will unconsciously regard the current state as "common sense", so they unconsciously set some rules and regulations, especially in an industry, a company or a career for a long time. Many things that are meaningless and inconvenient for customers from the customer's point of view are called common sense by people in the industry for their own convenience or competition space. You know, the biggest enemy that hinders the growth and development of a company is "common sense".

For example, at the beginning of planning, Uniqlo's star products, polar fleece and HEATTECH series, people used to think that polar fleece should be produced by mountaineering and outdoor clothing manufacturers, and HEATTECH and other products should be sold in sporting goods stores. But no one actually stipulates that you can't buy functional clothes when you go to Uniqlo.

Liu said that industry is the past and customers are the future. Don't pay too much attention to competitors, and do business with customers as the center. When customers feel inconvenient, operators should strive to break through common sense and think what customers think. When you actively try, you may be pleasantly surprised to find hidden business opportunities, and even the anxiety caused by challenges will disappear in your busy life.

For example, 7- 1 1 Guandong cooking in summer and ice cream in winter. When 7- 1 1 found that modern people feel cold in summer and hot in winter because of the popularity of air conditioning, they broke the routine in time, selling hot cooking in summer and ice cream in winter. The result was a great success, which attracted other convenience stores to follow suit.

(3) Set high standards, and never relax or give up.

The so-called innovation is to continuously meet the increasingly sophisticated needs of customers. This requires operators to be quality-conscious, raise standards before customers need them, and provide cars when customers need faster horses.

This is because customers are very picky. Modern and extremely smooth information allows customers to break through national boundaries and compare with you at the highest level in the world. It can be said that customers know more about all kinds of information than enterprises. Therefore, if you don't have really high standards, you may be eliminated at any time.

This is the case with Japanese sushi, which is popular all over the world. Although the price of sushi is low, the quality of sushi is almost not inferior to that made by chefs who have been honed for many years. Families and foreigners can also enjoy the sushi specially prepared in the store when they come to eat. In Japan, if a revolving sushi restaurant relaxes its standards because of its low price, it will eventually go bankrupt.

The realization of high standards can establish an absolute dominant position for the company. Because of your standard, it will become common sense in the hearts of customers, and then firmly occupy the minds of customers and eliminate opponents from the invisible.

(4) Not afraid of risks, dare to try and dare to fail.

You may worry that high standards will bring frustration, but as Thomas John Watson, the founder of IBM, once said, failure caused by pursuing high standards is not a problem. As long as you really face failure, seriously think about the next countermeasures and put them into practice.

It is impossible for a company that has been pursuing stability to develop steadily, because the society is developing and changing at an alarming rate, and people's needs are also changing rapidly. Only by not being defeated by change, and then turning change into business opportunities and operating skillfully, will we not be abandoned by customers.

Of course, not being afraid of risks does not mean that you don't have to estimate risks. On the contrary, operators must calmly and seriously assess risks. Just notice that many people sketch out many reasons not to do it just because they have anxiety and fear first, and then rationalize their fears with the reasons of predicting risks. That's not an estimate, but a stop thinking.

Once you choose to take risks, you can't give up halfway. You must make unremitting efforts until you get results.

(5) Be strict and ask essential questions.

The innovation ability of an enterprise needs to be created and realized by every employee. Therefore, operators need to ask questions from time to time to prevent employees' work from becoming "mechanical operation" and help employees broaden their horizons and expand their possibilities.

Operators should not be considerate bosses, because the responsibility of operators is to tap the potential of employees and help expand other possibilities of employees. If employees are allowed to do according to their own standards, they will not be able to experience a real sense of accomplishment and self-growth.

Of course, a boss who is strict with employees must also do one thing, that is, sincerely encourage employees and be ready to take the final responsibility. If the boss shirks his responsibility and lacks trust in his employees, then no matter what he asks, the employees will not really do it.

(6) Ask yourself and answer.

For operators, the most taboo is to have the psychology of "doing it yourself". Without the ability of reflection, it is impossible to truly persist in continuous innovation. Operators must have a sense of crisis. The market is ruthless. If they walk on the edge of the cliff without knowing it, they will soon fall into the abyss.

Operators should always reflect on themselves in the form of self-questioning and self-answering. The trick is to stand in the customer's position and look at yourself with the most critical eyes. Asking and answering questions frequently can not only correct mistakes, but also produce excellent ideas.

(7) Behind the scenes, keep learning.

When asking questions and answering questions, operators should keep on studying, let themselves grow constantly, make up for their previous shortcomings and keep up with the pace of social progress. For operators, learning is meaningful only if they can apply what they have learned.

It is not enough to think, but also to ask more questions in the book and communicate with others. Operators want to achieve results, it is important to learn to continuously improve the quality of information. Information is brought by people, so it is very important to learn to exchange information with really excellent people. There are not many people who really have valuable information, so you must constantly charge yourself and improve your ability. Only in this way can you talk to those people when you face them.

Second, the ability to make money.

(1) I sincerely hope that customers will be happy.

The basis of management is "all customer-centered". This is not a flowery and empty slogan, but a guideline that must be thoroughly implemented in all business links. Because customers don't patronize companies that don't think of them.

The company lives on the money paid by customers. MBA textbooks say that companies exist for shareholders, and leaders like to say that companies are employees. But can you tell customers to buy from us for the sake of our shareholders and employees? Therefore, the company belongs to customers, and in essence, the company exists for customers.

Doing the following three things can really make customers happy.

1. Surprise customers.

Customers will only become fans if they exclaim "It's amazing that they can do this".

2. Understand the true voice of customers.

The voice of customers is not only reflected in words, but also in data. Moreover, acting directly and explicitly according to customers' needs will not get the best feedback, because they really expect goods or experiences that they have not seen yet. We need to use our imagination in the hearts of customers.

3. Provide products and store services that you really think are of high quality.

Always bring yourself in and examine whether the products you produce can satisfy you, whether you are willing to recommend them to your family and friends, and whether you can make yourself proud. You know, a product that is not confident in itself can be seen through by customers at a glance, and it is impossible to sell well.

(2) Day after day, complete the work that must be completed.

The so-called management is to finish your work seriously every day, check and think about the next step, modify the plan, and then start again and again.

The ability to really make money depends on whether you can do your job down-to-earth. The realization of all great goals depends on whether we can grasp every day now. The road to the ideal is not a legend, it exists in the rich work every day. It is not ability, but habit that determines whether the work can be done well every day.

(3) rapid implementation

FAST RETAILING Group's English "Fast Retailing" means fast retailing. The main reason why the company can achieve a series of success is the action principle of "quickly capturing customer needs, quickly commercializing and quickly providing them to customers" contained in the company name.

Nowadays, the times are changing faster, so operators should be alert to the "reporting culture" and identify "really necessary plans" and plans written only for hobbies and specialties. Make decisive decisions at work and implement them immediately. Do it at once. You must do it until it is finished.

The founder of Honda once said that there is only time between people. Moreover, time can only be obtained for free at birth, and it can't be bought at any cost afterwards. Therefore, how to act quickly and gain time becomes the key to success or failure.

Although planning and preparation are also important, the ideal time allocation ratio is that action accounts for nine points and planning accounts for one point.

(4) Scene, Present and Reality

Management cannot be an armchair strategist, and work is not just giving orders. Many people mistakenly think that as long as they give orders, others will follow suit and the work will be over. In fact, many times others will not follow your instructions. The situation on the spot is always complicated, and everyone has his own wishes. You never know whether others will faithfully carry out your instructions or why others will not. Then you will accomplish nothing.

When Uniqlo first produced polar fleece, most of the products were rough and not up to standard. Liu asked the person in charge about this matter and got the answer, "I have given instructions to the factory many times on the phone." Liu severely criticized the person in charge for this and said, "How can you just give instructions by phone? Only when you go to the scene, face the actual situation and work together with your factory partners can you solve the problem. " Later, when they arrived at the scene, they realized that the workers felt that they were doing very seriously and why they repeatedly issued excessive instructions. As a result, the instructions from the headquarters went in one ear and out the other.

The more complicated the problem, the more it should be handled according to the principle of improvising, improvising and seeking truth from facts. Otherwise, not only will the instructions not be carried out, but the situation on the spot may be even more chaotic and worse.

(5) Focus on solving problems.

The most ideal and profitable business is to obtain extremely high sales performance only by relying on a certain commodity. Therefore, operators should have the courage to give up and concentrate resources to produce the highest standard products that make us confident.

Many people like to disperse, just because they lack confidence in the products to be concentrated. However, you have to understand that the customer's insight should not be underestimated. They can tell at a glance that you are not confident and will never buy it

If you are not sure whether to focus your resources on something, then ask yourself, what will happen if you don't? If even if you don't do it, there won't be anything important in the overall situation, then don't waste your time doing it. If it is the opposite, it must be done and the resources should be doubled.

(6) the struggle against contradictions

Management is to fight against contradictions. For example, improving quality but reducing costs, most people will think that it can't be done, so they will stay in the position of ordinary people rather than operators because of this judgment. The difference between a professional operator and an ordinary person is that he can solve contradictions. For operators, the achievement comes from the effect of solving contradictions. The greater the contradiction, the higher the profit.

Uniqlo's success is the result of overcoming contradictions. Uniqlo not only overcomes the contradiction between simple style, fashion and change, but also solves the contradiction between improving quality and reducing price.

(7) Be prepared and stick to the result rather than the plan.

As an operator, in order to achieve efficient profits, we must improve our ability to prepare in advance. As a plan, you should not only unfold it on paper, but also let the picture of success emerge in your mind. This requires in-depth thinking and constant deduction.

However, although planning is very important, we should not be too obsessed with it when advancing our work. Once a plan has been made and entered the implementation stage, it is the result of the plan that must be adhered to. Only the final result is what we must pursue persistently, nothing else.

The difference between a good operator and a mediocre operator is that what a good person actually does is different from the plan, but the final result and goal are the same. Mediocre, what I actually did was consistent with the plan, but the result was not achieved.

Third, build the team's ability.

(A) to establish a relationship of trust

What a person can do is insignificant, so management depends on the team. The operator is the leader of the team, but he doesn't sit in the position of leader. It naturally has the charm of making the team faithfully execute instructions. Selfish leaders cannot create successful teams.

To build a team, the most important thing is to win the trust of members from beginning to end. The foundation of building trust lies in whether you are a person who is consistent with your words and deeds.

Employees will have respect and trust for an operator who is consistent in words and deeds and beliefs, and then they will be willing to follow him with all their strength.

(2) Face your subordinates wholeheartedly.

Many people don't know how to get along with employees. Liu's answer is to treat his subordinates wholeheartedly. Because only in this way will your subordinates accept you.

Specifically, to treat your subordinates wholeheartedly, you need to listen carefully from the standpoint of your subordinates and really think about each other. This does not mean that employees agree with what they say, but after listening carefully, understanding attentively and accepting subordinates attentively, they use all their experience, knowledge and ability to analyze and consider how to give him the best advice and suggestions.

Sometimes you need to be a devil, sometimes you need to be a bodhisattva. When a subordinate's idea is wrong, you must point out his fallacy and give strict guidance until he is competent. If you think your subordinates are doing well or making progress than before, you should be a bodhisattva, praise him well and say why. Only in this way can subordinates feel that their efforts are worthwhile, and at the same time they can appreciate the good intentions behind your devil's surface.

The job of a leader is to make his subordinates have a bright future.

(3) * * * Enjoy the goal, and the responsibility lies with people.

In the process of completing the task, the team can achieve the greatest success only if Qi Xin works together. For a team, the first thing to do is to enjoy the goal.

You must convey your goals over and over again, tirelessly, until all members know what their team's goals are. How to test? When team members can describe this goal to others in their own language, or act for it spontaneously, it means that the team has enjoyed this goal.

The responsibility is clear to people, and people will only work hard if they regard their work as their own business. Unity of purpose is not an end. The key depends on whether a person has a responsibility and whether everyone can shoulder their own responsibilities. Many people are responsible, but often no one is responsible. To cultivate members' sense of responsibility, operators need to empower members, decentralize as much as possible, and let members think more.

(four) commissioned work and evaluation.

The key to successful authorization is not to give orders to members. Once the work is entrusted to members, you should have the courage to turn a blind eye and know patience. Of course, letting go does not mean herding sheep. When a member deviates from the basic goal or standard, you should still help him correct it by providing advice or guidance. And if members don't deviate, there is no need to interfere too carefully.

But it should be noted that before letting go, you must * * * enjoy the goal vision; After letting go, we must accurately convey the evaluation.

(5) Put forward expectations and give full play to the strengths of subordinates.

While entrusting members with the important task, operators should also express their expectations and convey the messages of "you can do it" and "I believe you". Because it can stimulate the work of members.

People can perceive whether they are expected by others, and once they feel the expectation of others, they will have the psychology of never living up to the expectation of others. On the contrary, people will have no motivation at all, or fight on purpose.

People who can expect something from members must be people who carefully observe members and strive to tap their advantages. Everyone is paid for their advantages, not their shortcomings. The key skill in the use of talents is to let members give full play to their own advantages, rather than just focusing on people's shortcomings.

(6) Positive affirmation of diversity.

Whether it is a multinational group or not, we should actively affirm diversity in team management, because people are different. Affirming diversity requires people to give up paranoia, overcome preconceived ideas, do as the Romans do in due course, and give care to different members according to specific conditions. However, any affirmation of diversification is based on adhering to the essence of the company and not giving in. If a member can't accept the bottom line, then he is not suitable for this team.

In Paris, people often see large leisure clothing stores, where the goods selected by the customers in front are not sorted and piled up at sixes and sevens, and the customers behind them choose to buy them in such an environment. However, this is just a habit in Liu Faxian, and Parisians don't really like shopping in a messy environment. When Uniqlo insisted on cleanliness and neatness, Parisians readily accepted it. Therefore, at any time, don't preconceived, scripted.

(7) with the strongest desire to win, insist on self-change.

The prerequisite for a team to win is that all members have a strong desire to win. And this requires leadership to take the lead, and the desire to win is stronger than anyone else. In order to be ahead in the constant challenges, leaders must place expectations on themselves, constantly improve themselves, adhere to self-management, and maintain a high degree of self-discipline, whether in faith or in health.

Fourth, the ability to pursue ideals?

(A) an indispensable sense of mission

The existence of the company is the premise of all operations. However, historical development has proved that only those enterprises that always stick to their mission and make contributions to society can survive for a long time.

Only by making contributions to society can a company be recognized and allowed to exist by society. Without a sense of mission or giving up, blindly pursuing money will leave you. This is not a beautiful word, but a fundamental principle that determines the life and death of an enterprise.

(B) What does the sense of mission give us?

A strong sense of mission is very important to people and enterprises, which will bring a sense of responsibility and professional ethics. People with a sense of mission will also have subjective initiative and independent judgment standards, and will not be discouraged easily. For a team, the sense of mission can make people clearly understand what kind of company the company is, guide the efforts of members and attract more outstanding talents to join.

(3) Struggle against the stumbling block of the sense of mission

The sense of mission cannot be carried out at leisure, and the work is full of stumbling blocks to the sense of mission. If you relax a little, you may stumble and deviate from the direction. It needs the conscious management of operators. When the operator finds the following signs, he must fight them immediately.

1. The work is full of self-centeredness and condescending attitude.

2. Let the work flow in plain imitation.

3. Mechanical, lacking originality and mechanical thinking mode.

4. Bureaucracy is rampant.

5. The assessment standard is relaxed, and the personnel arrangement is determined by factors other than strength.

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This is the secret of sales and the bible of management. It's actually a guide to life. The success of any enterprise is the success of people. Uniqlo grew from a small clothing store of 1 to a giant crocodile in the industry, which is also the process that Liu grew from a chaotic teenager to a god of management.

So although he is talking about business, his application scope includes life. Even the most basic member of the operator team is an operator who has 100% initiative in his own life. So, don't forget, you are also an operator.