Japanese enterprise "Fire Captain": Save the enterprise first to save people

Solving the predicament is the work of the first leader. For companies in the predicament, the most important thing is to make every effort to survive. How to analyze and grasp the living environment of the enterprise, and focus all resources on the business goals of "survive"? How to stimulate the enthusiasm and fighting spirit of employees?

The author of this article Hasegawa and Guang have helped more than 2,000 companies turn a profit, and may wish to see some of the summary he concluded in actual combat experience.

If we want to save a liable loss -making company, the first thing we must do is to "save people". Everyone has the potential to become a successful businessman. However, if a loss -making company in the body, employees will lose their enthusiasm for work and become lazy, and employees' work skills will become rusty.

Without enthusiasm for employees, no matter how good the product is produced, no matter how thorough the production cost is, the company cannot start to live.

01

Managers should let corporate goals

Penetrate

The key point for employees to act is that the goals set in the enterprise organization should be appropriate, and planning to achieve goals must be depicted. Even in a loss -making company, as long as the operator can build an organization, it can establish a clear and specific goal, have specific plans to achieve the goal, and stimulate the motivation of employees.

To this end, the most basic thing we can do is collect information daily. You don't have to think of the collection information too complicated.

In fact, more than 90%of important business information is hidden next to the boss. General operators will listen to the progress of project progress such as the problems encountered by subordinates reported by the affiliated employees at the beginning of the month, the end of the month or the beginning of the week. However, the outstanding operators I have contacted so far are actively walking inside the company. Not only the board of directors, they also contact people from different classes such as ministers, heads, group leaders, and ordinary employees. Progress information.

Of course, just collecting information and not analyzing information, then information collection is meaningless. Analysis of information is not difficult, we must at least have doubts to look at each piece of information. Once we develop the habit of questioning, we can sensitively perceive the so -called "abnormal values" and other so -called "abnormal values". As long as the business operators pay attention to information changes in daily operations and management, they can naturally perceive the abnormal value. If these abnormal values ​​are ignored, it will lead to decline in performance, deficit, and losses.

Another more important point is that according to the information obtained, management should tell each employee's number of each of their business, "let employees learn to think." To this end, operators must consciously create the opportunities for their reports and listen to their reports separately.

在不景气的经济环境中，想要激发员工的干劲，我们需要让员工心怀“梦想”：“我们工作是为了什么？”“实现了这个目标，你会有什么样的未来？”比如，这个Dreams can be a specific numerical goal of "listing within 5 years" and "target is the first share of the Japanese market", or it can be corporate philosophy and business philosophy such as "every employee is a boss". If business operators can pay attention to this and often put forward such slogans, the "power of management" they lead must be strong.

This is also what I hope that as the management of the personnel of various departments knows, the leadership does not only rely on a tough tone to send an order. As long as managers are enthusiastic about telling the dream and goals of the corporate, and letting "dreams" deeply rooted in the hearts of the people, they can inspire employees to spontaneously act on their dreams and goals.

This is the "true leadership" that companies can survive for a long time.

02

Cultivation

Employees of "Helicopter Perspective"

People can be divided into two types: people who can make people still work hard and work hard to see people who are in their early days. Their difference is whether there is a "helicopter perspective" when looking at the problem.

When we work at the scene and need to confirm the overall situation on the scene, we will suddenly increase the helicopter and expand our horizons to observe. When we need to observe the specific scene situation, we must drop the height vertically and reach the scene at the shortest distance. That is to say, we can call it "talents with helicopter perspectives" as needed or overlooking the overall situation of work, or focusing on the scene, or focusing on the scene.

For example, you are responsible for managing a project as the person in charge of the enterprise. You may usually be at a high position and manage the overall situation, but once a problem occurs in a certain link of the project, when the project fails to advance smoothly, you must walk into the field investigation. After confirming the situation at the scene, you feel that this may also affect other project links. At this time, you need to give clear instructions to each site after coordinating the overall situation.

Assuming that the person in charge does not have a "helicopter perspective", and when the perspective is needed, it is impossible to make appropriate and rapid judgments.

When the scene must be focused on the scene, the person in charge only saw the overall situation. When the person in charge is needed, the person in charge cannot be opened, causing the instructions to deviate from the target.

In order to cope with the crisis that may occur at any time, we need to cultivate "talents with helicopter perspectives" as much as possible.

To this end, it is important to consciously cultivate employees' global perspective on work and organization as soon as possible. People are relatively simple when they are working in front of them, but if they want to grasp the work that has no direct relationship with themselves, it is necessary to conduct some necessary training. For example, a salesperson should understand the impact of changes in sales on production lines and inventory; different order time points will bring to financial aspects. If it is an administrative affairs staff, it is necessary to understand which departments will have an impact on which department's work. How does the work you do now and other departments affect each other? In the global process, what is the responsibilities given to? Let employees realize these problems when working. In this way, once the employees are in the management position, they can instantly change the perspective.

The more serious people, the more they can focus on the work in front of them. It is important to go all out at work, but it is not enough to work alone. Pay attention to training employees to broaden their horizons and continue to promote their growth. This is also a crisis management work that operators and heads of various departments should do.

03

Will reconstruct enterprises

Become a proud thing to make employees proud

The enterprises that need to be rebuilt have a clear common thing in common. This can be understood as long as you walk around in the corridor of the enterprise. The performance of good performance companies will swing in the middle of the corridor. In contrast to this, employees of poor performance companies will only walk down the corridor.

Employees who have poor business companies are generally not good. Employees are not earlier, and some of them are stuck to work. If everyone was in a hurry to come to work, they would say it, but some employees were not in a hurry at all, and they came in the Quartet. This means that employees have no sense of crisis.

The elastic attitude of corporate employees treating work means that this company has begun to decline. Everyone has forgotten the sense of crisis, and each has a small abacus. In this way, employees will start to say that the company is not good. For example, after I entered a loss -making company, I first participated in the company's sales backbone meeting. Every day, everyone was telling the dissatisfaction with the company. From products, bosses, to corporate systems, customers, they were the objects they complained. The reason is that they have lost confidence and honor for companies. Corporate profits have fallen sharply, and employees have lost confidence in enterprises, and they are began to complain.

Therefore, after my airborne to a loss -making company, the first thing I will do is to change employees' awareness and rebuild their pride in enterprises. If a person can not feel a sense of accomplishment about one thing, he will not devote himself to his body and mind.

This is actually not difficult. I just summoned all the employees and told them, "Let's create a company that makes the world a stare", "Our companies want our children to be proud of, so that our children can proudly tell everyone 'my parents and moms Go to work '"". I only say this is enough to make employees shine.

Then I will talk to each employee. At first, everyone would not open my heart when facing a airborne person like me, and it was not until the last three or five minutes of the conversation that everyone would show their true feelings. When I found this, I will tell them in time, "Since you know that these problems have occurred, let's solve it together" "Since you like the company so much, let's re -revive the company together" to seek with their soul The resonance point.

I will continue to carry out such exchanges, and gradually allow employees to regain their confidence in the company.

04

Let the employees do not want to do

But the job that must be done

The work in the enterprise can be divided into two types: one is the work that takes the initiative to do it, and the other is to survive the company, even if it is barely to do.

The latter is a leader, and even if the subordinates cry and slander are unwilling, they must let their subordinates complete. At this time, the "wisdom means" of the president or management leaders seemed to be particularly needed. Although people are emotional animals, they can't do things in the past, and they will never do it. Therefore, leaders need to have "wisdom means" to make their subordinates understand "this must be done." Therefore, the president or management leaders must clearly understand the purpose and process of work, and armed themselves in theory so that they can persuade them no matter what their subordinates say. In this way, the subordinates can be persecuted from the beginning to slowly work.

If the operator can cultivate more enterprises while reconstructing enterprises, then the reconstruction of the enterprise will be successful.

Guide employees to think about "how to do, our company can win." The president and leaders of various departments must have received various problems or proposals raised by employees. At this time, I will always ask the employees the following questions:

"Can we win according to your proposal?" Can our company win? "

This problem repeats too much. I feel that my ears have been cocoon, but there are also some changes in the way of employees' proposals.

Slowly, I started to get such an answer: "According to this proposal, this business can be improved, and our company can win." Each employee hangs the phrase "our company can win" A sense of consciousness forms a corporate culture that everyone works for the company.

This guidance for employees is also a job content of leadership.

05

At the time of crisis,

Can't eat only by concept

At present, there are many problems in the loss -making companies I have taken over. In short, these companies are facing crisis, and they are all sides. As a business operator in crisis, we must learn to distinguish between "business philosophy" and "business goals". As we all know, "business philosophy" is the most basic thinking, concept and business philosophy of operators. It is the fundamental business idea to support the development of the enterprise. "Business goals" refers to the "goals" set in the short -term, mid -term, and long -term career development to solve the topic of each stage of topics, which are based on the business philosophy.

Many enterprises advocate the business philosophy of "for society and for human beings", and take business numbers and business model construction that can realize business philosophy as business goals.

When I guide the loss -making enterprise, I not only explicitly requests that it is determined to achieve the operating goals within a certain period of time, but also tells employees that "do not manage the business philosophy before the current crisis is lifted." At least one year, I don't let them consider too much. Tomorrow may not be able to support the past serious losses. When the performance continues to deteriorate, what will also talk about "for society and human beings", it is impossible to help companies get rid of the crisis.

For companies in trouble, the most important thing is how to continue their careers. Enterprises must make every effort to survive. "Do not go down" and "must let the enterprise survive", we must focus all resources on this operating goal, try to restore the vitality of the enterprise and inject the power of the enterprise's survival.

If the enterprise does not exist, no matter how good it is, it will not be realized. Only if the enterprise does not fail, the accumulation can be removed.

For operators, when managing companies, the more in a very time, the more they must keep in mind the difference between business philosophy and business goals. This is very important.

In a crisis business environment, operators can sometimes be unable to eat by concepts. Being able to thoroughly understand the difference between business philosophy and business goals, and can distinguish between the two, which can also be said to be a must -have skill as an enterprise operator.

06

Manager building

Five points of new working methods

The epidemic of new coronary virus pneumonia not only changed the business environment of the enterprise, but also greatly changed the way of employees.

We have encountered many economic difficulties in the past and have experienced the reincarnation of the economic prosperity. We also know that the crisis will definitely pass, and new opportunities will come. Business people must not live just now. After the crisis, a new era will be opened. The times need to abandon the old practices, try new practices, and accept new changes.

The normal work in the office has also changed dramatically due to the new type of coronary virus pneumonia. Remote office has changed the original attendance, office, and home model of business people. In the future, we should fundamentally re -understand the way of working. Many foreseeable enterprises have begun to formulate the management charter of the new home office system. At this time, it is important to build a "work value" and how the enterprise survives.

This requires not only business operators, but also leaders of various departments, that is, intermediate management has management capabilities.

So, what aspects should we pay attention to when managing enterprises? I think the following 5 points are critical.

1. Clear conclusion

It doesn't matter if the leader's language expression was a little blurred at the meeting before, because the employees could confirm each other after the meeting, but such communication methods were not suitable for remote office. Therefore, when we express our views or speeches, we must pay attention to conclusions, and we must make it clear. One is one, the other is the other.

2. Clear division of labor

The method of remote office is prone to multiple people do a job at the same time. In addition, employees do not know how to carry out work. To prevent such repeated waste, it is important to clarify the task distribution of each member.

3. Pay attention not to others at work

Do not allow employees with strong work ability to bear too much work, thereby reducing the burden on other employees. Management must accurately grasp the labor time and work content of each employee. If there is any bias, you must pay more attention in the future.

4. Set clear work goals

In the future, we may not be able to know the next step through the online inspection of management. Management should set clear short -term and medium -term goals, clearly describe the steps of implementing the goals, establish the priority of work, and let each employee know.

5. Set the easier to understand evaluation benchmark

Once the new work model is determined, not only the work results, the situation of employees' work such as "carrying out new work" and "active business improvement", etc., also become difficult to assess.

In this case, if the operator wants to maintain and improves the enthusiasm of employees, it needs to correct the previous evaluation standards, and set the clear standards that meet the duties of each employee.

Through the above 5 points, we can see that in the long -range cooperation mode, people no longer communicate directly face to face, which requires all work exchanges to be "clear". Among Japanese companies, the cultural roots of "giving views" are deeply ingrained, so business operators and management personnel should pay attention to this.

The new working model is another constraint. We either adhere to the original form of work or see it as a new opportunity to promote this reform.

Which method can adapt to the changes of the times, this is self -evident.Hasegawa and Guang: The president of the Japanese star who helped more than 2,000 companies turned losses to profit, and served as chairman or executives in ten companies such as Jinduili, General Food, Johnson & Johnson, Jiale Japan, Bayer Japan and other companies.

This article is excerpted from: "The Strategy of Unable to Field is worthless", China Textile Press

Source: Leading Workshop (ID: Clecchina)

- END -