But in the following years, with the change of market sentiment, the performance of this company gradually declined. The boss decided to propose a solution: all new and old customers docked by employees should use the company number to contact them in a unified way, and they should not establish contact with customers without permission.
The boss's original intention is to worry about the loss of customers, so he takes customer resources and employee rights into his own hands. However, it never occurred to me that the loss of customers and employees was faster than expected.
In the end, the company was acquired by other companies with the strong support of less than a year.
Presumably anyone who works hard in society will feel the same way. People are emotional, and when the boss abandons the interests of employees for the benefit of the company, it is not far from failure.
Shen Dongjun said: Only by cultivating employees can we cultivate enterprises.
Ren said: Achieving employees is the best human nature management.
Zeng Guofan once said: people should not look down on their talents, and talents must be rewarded. Generally speaking, if you are of medium talent, if you are rewarded and encouraged, you will be expected to achieve great success; If you don't use it blindly, you will slowly fall into decay.
It can be seen that "achieving employees" has become one of the creeds of successful people in managing enterprises in ancient and modern times.
What is a "successful employee"?
Shen Dongjun's book "Achieving Employees: A Private Management Course in Shen Dongjun" makes a concrete analysis of this: the so-called "achieving employees" is to help employees grow up sincerely and form a sustainable flywheel effect of mutual achievement between employees and enterprises.
Shen Dongjun, founder and CEO of Lai Sen Lai Shen Psychic Company, owner of Le Lang 1374 winery, and chairman of Diamond Film. Postdoctoral fellow of Nanjing University, Doctor of Business Administration of Macau University of Science and Technology, EMBA of Hong Kong University of Science and Technology. He has served as a postgraduate tutor in many well-known universities such as Nanjing University and Southeast University.
The book "Achieving Employees" is his successful experience in enterprise management for many years. This book focuses on three issues:
How do employees achieve personal growth?
How do managers achieve employees?
How to form a sustainable flywheel effect of mutual achievement between employees and enterprises?
Both employees and management can get inspiration from this book, which will help their career path.
When it comes to "achieving employees", many people may first think of Haidilao.
Zhang Yong, the founder, once said: In fact, none of the practices of the (Haidilao) store were conceived by him, but were spontaneously put forward by employees in their daily work.
It turns out that there is an employee sharing platform inside Haidilao. Every day after work, employees will keep a diary on this platform. Share some valuable things done on the platform today, including good practices.
In this way, other employees will learn it quickly after seeing it, and then apply it to their own work.
It stands to reason that these good practices belong to employees' personal advantages. Are they willing to share?
"Selfish Genes" also says: People are just carriers of genes, and genes in people's bodies drive people's behavior.
Successful entrepreneurs must know how to take advantage of human weaknesses. Of course, such "utilization" must be positive.
The way Haidilao can inspire employees to share successful experiences is to believe in the values of "changing fate with both hands".
Changing employees ideologically also changes employees economically. To put it bluntly, it means treating employees in an altruistic and rich way.
The management of Haidilao is obviously successful.
Shen Dongjun's employee management has the same basic logic as Zhang Yong's. However, in terms of specific practices, it has its own set of ideas, which naturally fits the specific situation of the company.
We might as well start with these three questions:
1. How do employees achieve personal growth?
Today, whenever we talk about growth, a word comes to mind at any time, "self-discipline".
How to be self-disciplined? Work for eight hours without fishing, go home at night to continue studying, always improve yourself without wasting time, how many tasks you finish every month, and don't sleep until you finish.
What seems to be self-discipline is actually only formal self-discipline.
Because, as Shen Dongjun said, willpower is a very precious resource, so use it sparingly. It is obviously unrealistic to force yourself to do unlimited work in a limited time. Excellent company leaders often know the truth of "fishing with exhausted resources".
What shall we do? Shen Dongjun warned that if you want to succeed, you must redefine yourself and turn the original goal-oriented work method into a habit-forming method.
Work is not done overnight, but it takes more than ten years or even decades. The habits we formed when we were young will accompany us all our lives. Then, why not adjust our working methods when we are young, mobilize our enthusiasm and enthusiasm to the greatest extent, and then continue to grow year after year.
Many people will care about two questions: how to change? And how to break the growth ceiling?
The former is relatively easy to solve: start small and change a little, so that work and life are correct.
What about the latter? In fact, not only individuals, but also enterprises will face this problem. The growth of individuals is often limited by the development of enterprises.
Shen Dongjun's Lai Shen Tong Ling is a successful case: when the local jewelry brand has reached the ceiling of its field, it might as well seek a new upgrade path. That is to say, in the cooperation with the European royal family, we reached an in-depth cooperation with the Belgian Lai Shen founded by 1855, grafting the original local brand with a "national treasure" label and raising its upper limit. Thereby breaking the market dilemma.
Enterprises are like this, and so are employees. There is a novel view in the book: "Nothing wrong is the fetter that prevents you from becoming an elite".
We often have a misunderstanding in our work: just do our work efficiently and quickly. But in reality, some people can only stay in this position forever, while others can seize this opportunity to rise to a higher position and do more things.
The difference lies in different thinking.
"Nothing wrong" can only show that we are excellent employees in a certain position, but without innovation and bringing new value to the company, we will get more opportunities.
Therefore, in the absence of new breakthroughs and growth in work, it is advisable to transfer jobs across departments and learn more; Or update your thinking and develop into management.
2. How do managers make employees?
I talked a lot about the management of Haidilao, saying that Shen Dongjun and Zhang Yong have many connections.
For example, the relationship between the company and employees is like this:
"Leaders should understand that employees are not money-making machines of enterprises, but enterprises are money-making machines of employees. I compare a business to a bus. The leader is a driver, and the customers and employees are passengers. Only when the bus takes the passengers to the destination can it earn the transportation fee. It is the passengers who decide the direction of the bus, not the bus that decides the direction of the passengers. If the bus goes against the wishes of the passengers, the passengers will abandon the car. "
For Shen Dongjun, the evaluation of talent value is far more important than kpi.
He believes that many enterprises have failed to become bigger and stronger. Unfortunately, managers are generally short-sighted and think that the development of enterprises depends on top talents in the industry. However, top talents are scarce. Once these talents can't be recruited, or they are lost again soon after joining the company, the enterprise will fall into another dilemma.
Ma Yun and Ren also expressed similar views. The core competitiveness of Alibaba and Huawei lies not in talents, but in establishing a talent mechanism.
This requires managers to create a talent mechanism that meets the needs of employees and enterprise development. Its core is "people-oriented", turning colleagues into classmates, * * * studying together, long-term companionship and profound influence, so that this bus can move on.
It is easier said than done, and it is impossible for management to change the inherent management mode overnight. The dilemma before us is complicated. But once this path is clear, it will enable enterprises to become bigger and stronger without worries.
3. How to form a sustainable flywheel effect of mutual achievement between employees and enterprises?
How to deal with the relationship between employees, enterprises and management? How to make employees grow and settle down and always create value for the company? How to make employees and enterprises achieve each other and grow together?
These problems, which seem to be solved by professional theory, are difficult to realize in reality. Because there is a gap between everyone's thinking and action, it is not easy to solve this problem itself, not to mention the involvement of thinking and interests between people.
Difficult, you must do it. If an enterprise wants to succeed, it must have a sense of mission and methodology that everyone agrees with. In this way, in the face of risks, Qixin can also help Qi Xin tide over the difficulties together.
Last year's epidemic, many people were laid off and many companies closed down due to objective factors. But depending on God's psychic ability, it can be restored quickly. The reason is the difference between "doing things" and "doing potential". This is what Shen Dongjun called the "flywheel effect".
What is the flywheel effect?
Give a simple example.
Amazon started the construction of flywheel at the beginning of its business: reducing the price of all goods → bringing about a sharp increase in customer visits → attracting more third-party sellers → bringing more high-quality brands and goods → bringing more investment income.
Such a closed-loop enterprise development is a flywheel.
On the basis of steady and steady progress, enterprises can constantly explore new fields and create new flywheels by constantly looking for new growth points and constantly breaking through and growing themselves.
This mode of operation can be used not only for business, but also for employee management or employee self-management.
Give a very simple example. Many people must have such distress: they have too many hobbies, love food and love distant places, but they are reluctant to spend money. Therefore, distress is always just distress.
Some people who are smart and good at using the "flywheel effect" will choose to make money with hobbies. If you like to eat, you can punch in around. Even some low-cost snacks can attract many fans. With fans, you have traffic and you will gradually realize it. Eating is always three meals a day. You can't spend less, can you
The hardest part is actually in the beginning Only by doing the most difficult part well can enterprises and individuals make continuous progress.
So back to the identity of "employees", how can employees in enterprises make good use of the flywheel effect?
Answering this question is actually asking employees to answer "Are you working passively or actively?" . The function of flywheel is naturally to let employees take the initiative to start from "active work". Only by taking the initiative can we find problems in our work, learn the real thing and make progress together with the enterprise.
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The relationship between enterprises and employees is interactive.
The best development model is to treat employees as real "people" rather than money-making tools, and then manage employees from the perspective of humanity to maximize the interests of enterprises and employees. There is no employee who doesn't want to get a high salary and realize his own values and ideals through work, and there is no enterprise that doesn't want employees to believe in themselves and do a good job together.
Good management will achieve a win-win situation, and the achievements of employees are the achievements of enterprises.