How do managers go wrong at work?
there are many reasons. Putting aside the personal qualities and abilities of managers, I believe that most problems at work are caused by these three things.
Employment issues
Our company was founded 15 years ago. It is fair to start a business. It will not become easier just because of how brilliant you were before or how many people you managed.
Along the way, I made many mistakes. But I think the biggest mistakes we make are in hiring people.
For example, I used a pseudo-executive who could not step in. 80% of the young people we trained hand in hand resigned.
How to use the right people? It’s hard. Because different types of work have different requirements for him.
You need to recruit based on talent portraits and competency modeling. In the management workshop, I dedicated a class to this, so I won’t go into details here.
You have to know what kind of people you want to recruit. But more importantly, you need to know what kind of people you shouldn’t use.
I don’t want these five types of people.
The first type: Dishonest people
Integrity is the underlying value. If a person has poor integrity, he will suffer a lot when he is recruited.
The second type: People who are not open-minded
What is openness? Openness means being able to listen to different opinions. For example, when we study, we can hear different things. If I know something I don’t know, I will be very happy and take the initiative to listen to different opinions. This is called openness.
The third type: People without ideas
Don’t hire people without ideas. What can you do to a person who has no desire or desire for anything? Then just give up.
Type 4: Paranoid
Paranoia is suitable for conquering the country, but not for defending it. Many people are paranoid and unaware of themselves, unable to be self-aware. They will not look back until they hit a wall, and they will not look back if they hit a wall.
Type 5: People with outstanding personal heroism
In a team, if someone does something just to show that he is great, and if he does well, it is all my fault, and if he does poorly, it is all the fault of others. Such heroism is not a good thing.
People are the key to success. If managers use the wrong people, there will be problems at work.
Knowledge and ability issues
Why do so many times, even though you have planned well and followed the process, you still can’t get the results in the end?
One of the reasons is that although they are very willing, they are not able to achieve it.
How to solve it?
Many managers pursue a borrowing principle. If the person’s ability is not up to the standard, he or she will be replaced.
People are always being replaced, batch after batch.
At last glance, those who have only been on your team for 2 or 3 months are already veteran employees.
People become too fast and there is no basis for trust between each other. How is it possible to win the battle?
So I changed people frequently, just drinking poison to quench my thirst.
Therefore, it is necessary to cultivate them and enhance the capabilities of a group of people.
Here, I share two methods.
1. Universal counseling
The success rate of managers coaching one person is only 5%, but the success rate of coaching a group of people is 80%.
Because there will always be several talents cultivated in a group of people. And by solving 80% of the problems through universal counseling, you can spare 20% of your time for teaching students by their aptitude.
If you don’t know how to do universal counseling, your management limit is 10 people. Once there are more people, you won’t be able to manage them.
2. Personalized coaching
In addition to general coaching, seed players and top employees must also be screened out for personalized coaching.
Why is this so? My friend said something and I agree with it.
He said that the environment has changed now. It used to be labor-intensive, but now it is knowledge-producing. Therefore, we need to go from asking 80% of people to achieve 80 points to allowing 10% of people to achieve 10,000 points.
Use 10% of the top talents to leverage the remaining talents of the team and lead the organization to success.
Indeed, managers’ time and energy are limited. If you allocate your time and energy to everyone, you are destined to be mediocre.
Learn to make trade-offs, try your best to help the strong 10%, make the strong stronger, and then encourage the remaining 90% to follow the strong, which will maximize the results.
Coaching the team is an ability that managers must possess. In the squatting management workshop, there is a sword that teaches team training.
When people’s abilities can match or even exceed needs, business will take off.
Process issues
Process is also a key factor that affects the success or failure of your work.
Let me give you an example.
I did a live broadcast last Wednesday. After the live broadcast that night, during the review, I got angry with the team.
Why am I angry?
Because of this live broadcast, both the number of viewers and sales have reached new lows.
But the first two times were good in all aspects and were the best in history.
Why was it good the previous few times, but this time it hit a new low?
It’s just that the person in charge didn’t sort out the process. When the host changes or there are some off-site factors, it becomes uncontrollable.
Moreover, many of the problems that occurred during the live broadcast this time were made before.
It is not terrible to make mistakes, but it is difficult to be forgiven if you make the same mistake repeatedly.
You see, without process, good results cannot be brought about by planning. You can only rely on luck, and luck is unpredictable.
With the process, we can not only improve efficiency but also optimize key details in practice, thereby reducing errors and avoiding risks.
With the process, experience can also be copied and passed on. Even if you change a group of people, you can still replicate the success. Instead of relying on one or two capable people on the team.
When you establish a process, you won’t be kidnapped by talent.
So, how can managers develop process thinking?
1. Goal-oriented, start with the end in mind
A process is a path to a goal. Therefore, you must be goal-oriented and start with the end in mind.
For example, if you want to climb a mountain, climbing the mountain is your ultimate goal.
At this time, what you need to prepare is a mountain climbing plan. Instead of building a boat that is not used at all.
Never do process for the sake of process. The process serves the goal, and any process is valuable only if it can achieve the goal.
2. Refining experience and sorting out processes
For managers, in the complicated work, you have to constantly sort out the business. To build the business process, you must break down the business system and find out the rules.
Also record problems that often arise, so that the process can ultimately help prevent problems.
As the saying goes, work can cure the disease before it is solved. Solving the problem is the worst policy while preventing the problem is the best policy.
If you can prevent problems, you can be stable and calm. In my opinion, stability is the best evaluation for managers.
Finally, the process must be made visible, executable by employees, and become a norm.
3. Continuously review, improve and optimize
The process is by no means rigid and unchangeable. It requires constant review, improvement, and optimization.
In management work, if a process has become an obstacle to team management and company development, it must be adjusted and optimized in time so that the process can truly work.
Finally, to sum up, when managers have problems in their work, they are mostly due to three things: using the wrong people, insufficient team capabilities, and lack of processes. So what to do?
We need to use the right people, and the job will be done if they are right; we need to train people so that their abilities exceed needs; and finally, we need to establish processes at work to help us improve efficiency and avoid risks.
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