When it comes to the bright sword, I believe that everyone will definitely think of Li Yunlong, and many people admire Li Yunlong's ability to cast an army like iron, in fact, this is not only due to the fact that he has many brothers around him, but more importantly, he has outstanding leadership and management skills.
Let's imagine what would happen if we handed over the company to Li Yunlong?
01
Let the soldiers learn to fight
Paragraph 1: New recruits enter the camp
- Let him know what to do (three to five days)
1. Assist the new employee to go through the entry procedures and let him have a sense of belonging;
2. Open a welcome ceremony to introduce everyone in the team and get to know each other;
3. Communication before work: understand the growth experience, family background, career planning, personal ability and quality of new employees, and formulate detailed training plans and career plans according to the personal situation of new employees;
4. For the problems in daily work, timely discovery and correction, on-site professors, do not correct things, give timely affirmation and praise; must check the daily work situation and thoughts;
5. Let the old employees have as much contact with the new people as possible, eliminate the strangeness of the new people, and let them integrate into the team as soon as possible. It is best for newcomers to leave work on time and not overtime.
Key points: Eliminate unfamiliarity, do a good job of career planning, job training and assist its growth.
Paragraph 2: Recruit training
- Let him know how to do it well (about 20 days)
1. Lead the new employee to be familiar with the environment and the people of various departments, let him know and be familiar with the people and things involved in each aspect of the company, such as: what is needed to find which person, where the items are located, etc.;
2. According to the personality of the new employee, arrange a teacher suitable for the new employee's personality, and implement the teaching form of one belt and one belt to facilitate observation and guidance;
3. Observe his emotional state in time, make timely adjustments, check the learning situation from time to time, and teach him his experience in time to let him learn in actual combat;
4. Timely acknowledgement and praise for their growth and progress, and put forward higher expectations.
Points: Care about life, pay attention to work, observe details.
Paragraph 3: Survival of the fittest
- Let him know that if he doesn't do well, he will disappear (about 90 days)
1. The basic skills and methods to be mastered have been mastered, and the requirements of the work are clearly explained; the company's assessment indicators and assessment requirements are clarified, and sales tasks are issued;
2. Encourage more participation in company activities, observe its strengths and abilities, and build on its strengths and weaknesses;
3. Give them the opportunity to change when they make mistakes, stimulate them to change if necessary, look at their mentality in times of adversity, observe their behavior, and see their cultivation value;
You need to put pressure on it, and at the same time, you need to stimulate it, if it is really impossible to cultivate, see if it is suitable for other departments, and give it more opportunities.
Main points: Clarify the rules, clarify the results, and clarify the consequences.
02
Let the soldiers fight
Paragraph 4: Applause rang out
- To say that I only have you in my eyes
1． Find that it performs well, or where there is progress, give praise and rewards in time; avoid post-autumn accounting praise and formal praise;
2． A variety of forms of praise and encouragement, to surprise him more, to create a different sense of surprise;
3． Grant subordinates more autonomy, cultivate the spirit of ownership of subordinates (let them participate in company management, morning meeting hosting or sharing, etc.), and timely display and publicize the achievements of subordinates.
Don't: only know the punishment and don't know the praise; only know the requirements, don't know the encouragement.
Paragraph 5: The emotion is always there
- In my heart you are the most important
Pay attention to the life of your subordinates and love him from the bottom of your heart;
When he is hit, needs help at work, is sick, lacks cohesion, faces to stay, encounters changes in life, and is confused in his psychology, give more encouragement, more support, more communication, more care, more help;
Remember the birthday of each colleague in the department and celebrate it collectively in the department on the birthday day; record the department's memorabilia and each breakthrough and progress of the colleagues, and give praise and rewards for each progress.
Do not: do not take the form, grasp the "degree", and do it yourself.
Paragraph 6:
Contribute ideas and ideas - work with heart and brain
1. Encourage subordinates to actively participate in team meetings, praise them in time when subordinates make good suggestions, and affirm them if the suggestions are not adopted;
2. For incentive mechanisms, active activities, team building, colleague growth, team culture system, and good experience, more meetings should be discussed and shared;
3. Give subordinates enough space and voice at each meeting, and praise and encouragement after they speak.
Don't: Monopolize power, act arbitrarily, and remember: it is better to think twice than to brainstorm.
03
Let the soldiers win the battle
Paragraph 7: There is God in the heart
— to give him a sacred mission
1. Help subordinates reposition, let subordinates re-understand the value of work, the meaning of work, the responsibility of work, the mission of work, the height of work, and find their own goals and directions;
2. Always pay attention to subordinates, when subordinates have negative emotions, they should be adjusted in time, and they should be sensitive to all aspects of their colleagues;
When a subordinate asks some negative and childish questions, it is necessary to change the way to solve his question from the positive side and give the subordinate a satisfactory answer.
Remember: the subordinate's matter is no small matter, all feedback problems must be solved as soon as possible, even if it cannot be solved at that time, it must be given its time limit, but it must be finally solved;
3. Amplify the company's vision and cultural value, enlarge strategic decisions and leadership intentions, enlarge the significance of execution results and work, focus on cohesion and cultural landing, focus on correct and efficient communication, focus on performance improvement and professional quality;
4. When the company has something important or exciting news, guide everyone to share it.
Requirements: Motivate subordinates anytime, anywhere.
Paragraph 8: Blood is thicker than water
- Don't give up, don't give up
1. Organize team activities (such as: team entertainment activities), find out the strengths of each person, and plan suitable jobs to match with the team according to the advantages;
2. Organize heart-to-heart talks and work summary activities to talk about their recent work life, understand the situation of subordinates, and cultivate feelings between teams (once a week);
3. The team conducts pairing activities, supervises each other, helps each other, and competes with each other;
4. Hold various forms of group activities once a month to increase the cohesion of the team.
Requirements: honesty, appreciation, affection; dare to sacrifice.
Paragraph 9: Take it to the next level
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1. Ensure at least two formal performance interviews of more than 1 hour per quarter, do a full investigation before the interview, and make the conversation reasonable, well-founded and disciplined;
2. Performance interviews should be done: clear purpose; employee self-evaluation; what things have been done, what results have been achieved, what efforts and preparations have been made for the results, which aspects have been insufficient, and which aspects have gaps with other colleagues;
3. The evaluation of leaders includes: results, abilities, daily performance, to affirm the results first, and then say insufficient, and then talk about deficiencies, there must be real cases to support;
4. Assist subordinates in formulating goals and measures, make him dare to make commitments, supervise and inspect the progress of goals, and assist him in achieving the set goals;
5. Strive for the opportunity for development and promotion of subordinates, discuss future development with him, and give written feedback reports to subordinates at least once every 3-6 months;
6. Let the subordinates feel that they value him, encourage the subordinates to participate in the training, usually learn more, read more books, and each person formulates a growth plan and checks in stages.