Only 1.75 Things Need To Be Done In Management.

A famous intellectual question once asked, "how many toilets are there in China?"

The correct answer is: "two: a male toilet, a female toilet."

It can be so simple that it can be very complicated.

In the enterprise, the most complex is management, there are countless ideas, theories, tools and systems, but some people simplify it as "there are only two kinds of people in the enterprise: the manager and the manager."

Then, if pushed further, the so-called manager should only consider doing 1.75 things well: one thing, 1.5 things, and one more thing.

1, is your staff competent?

There are different stages in the development of enterprises, and different jobs are needed.

These posts have different requirements.

Think clearly about what you need and what jobs you need, what kind of employees you need, and find them.

When this is done, your company will not make mistakes in its operation and survive.

What about employees who are unable to get jobs?

Please consider, first, is the position and requirement reasonable?

Second, is the person responsible for recruitment competent?

Third, can they be qualified through training?

Are there "excellent" employees who are capable of doing half a job?

The reason why they say this is a half thing is that it doesn't need to take up much of your energy. You just have to keep a focus and be able to "find" them.

Those who are competent in their work have enough professional spirit, and the excellent employees will be "dedicated".

They really like this job and your company, and are actively planning for you. They will tell their friends that they will not care much about overtime work.

Excellent staff is a reward for your management level.

But they may be more concerned about working environment, such as colleagues, direct partners, etc.

Because they want to find the feeling of "home".

You have to understand, are you willing to pay the cost to create such an environment for them?

The second half is to see if there is any "excellence" potential among excellent employees. This is your potential successor.

They have strong motivation to fight and lose.

They have very clear and clear personal goals and match them with your business development goals.

Of course, they may also have ambitions to see what you want.

This kind of employees can't be met. If you don't want to make good use of them, they will be dug elsewhere by headhunting companies.

Although you may not lose anything, meeting someone like that is likely to be costly. So it's better to do something to satisfy their sense of accomplishment and keep them.

For those who may be somewhat fanatic, nothing can be as successful as success.

They need your approval most.

These things that the managers care about is progressive, competent and excellent.

The corresponding manager, who is an individual, cares only about three things: I need a job to support my family and live in need; I want a better job.

Whether it's job hopping or promotion and pfer, how can I be competent for every job I do?

The most basic thing is to be competent.

This is the biggest problem that may be neglected in management.

It's very simple to make simple things complicated; to make complex things simple and complicated.