Models that managers must master (2)

5. The Golden Circle Rule

The Golden Circle Law model consists of 3 concentric circles:

It draws the problem of thinking and understanding into three circles: the outermost circle refers to the appearance of things, the middle circle refers to the way to achieve the goal, and the innermost circle refers to why it is done.

(1) The outermost circle, what, what to do;

②中间圈，How，怎么做；

(3) innermost circle, Why, why;

People's thinking is divided into three levels: what, how, why, everyone knows what, some people know how, only a few people know why.

This law reveals the different ways of thinking of ordinary people and elites:

Ordinary people are always accustomed to thinking from the outside to the inside, first the appearance, then the measures, and finally the cause, that is, what>how> why.

Elites do things from the inside out, starting from "why", then "how", and finally "what", that is, why>how>what.

7. Integrated thinking model

Integrated thinking refers to the ability to think constructively and creatively resolve conflicts between conflicting and even opposing models rather than simply making choices, so as to form a new model that contains some elements of the existing model but is superior to the existing model.

Integrated thinking advocates a constructive approach to opposing opinions, not at the expense of one side for the other, but in an innovative way to eliminate confrontation, with new ideas that contain some elements of opposing opinions and are superior to either side of the opposing opinion.

7. Manage the 4C model

Managing the 4Cs is an effective way to improve the execution of the team.

The first C: Clarity,

Second C: Competence

The third C: Commitment,

Fourth C: Control

Consists of four actions:

布置任务要清晰(Clarity)

承诺工作要真心(Commitment)

Competence

Control work should be comprehensive (Control)

Clarity managers make it clear, it doesn't mean employees understand. Ensure that employees understand 100% that work tasks are a prerequisite for execution. 45% of employees' job deviations are caused by inconsistent understanding of the work between the two parties. Choose different communication styles and strategies for your employees' different situations to ensure conciseness, clarity, and clarity. And make it clear to employees about common mistakes and do's and don'ts of the task.

Competence here refers not only to the ability to work, but also to the attitude. It is an important factor to improve the execution of the team. In order to improve the competency of the team, managers can choose the right people and retain the best people. On the other hand, it is necessary to disassemble complex work and complete complex tasks through teamwork and giving full play to everyone's strengths and strengths. Ongoing counselling is required during the process.

Just because a commitment employee is competent and capable of doing the job doesn't mean they can perform the task efficiently. There is still a lack of conditions, and employees are committed to completing the task 100% from the bottom of their hearts. From a management perspective, employees are reluctant to make commitments. Whether the employee is willing and enthusiastic to complete the task, whether he has the conditions and resources to complete the task, and the trade-off between the risks of not being able to complete the task and the benefits of completing the task.

ControlWhen employees understand the task, have the ability, and make the commitment, the manager will sit back and relax? The manager will still worry about all kinds of unexpected situations, and the more worried things are, the more likely they are to happen. Therefore, to be 100% sure that the task is completed, the manager also needs to do a good job of control before, during and after the event. Plan well and clarify the timeline in advance to ensure that you are competent. During the process, managers should obtain the status of tasks in a timely manner and correct the work deviations of employees. Do a good job of summarizing and reviewing afterwards.