There are no incompetent employees, only leaders who can't use people! See what these entrepreneurs are doing

Liu Chuanzhi, president of Lenovo Group, once said: "The essence of management is to give the monkey a tree and the tiger a mountain." Why give the monkey a tree and the tiger a mountain? Clearly, the monkeys and tigers created a stage to showcase their talents, encouraging them to use their strengths to their fullest. This is the simplest and most effective art of employing people in business management.

There are no incompetent employees, only incompetent leaders. As a business manager, when you think an employee is incompetent, you might as well consider whether his strengths are not brought into play, whether his job is not suitable for him, and then ask him what job he thinks he is suitable for. This is more conducive to discovering talents and making good use of talents. Let's learn what good entrepreneurs do in terms of management.

1. Wang Yongqing: Using the "Skinny Goose Theory" to train ordinary soldiers into generals

In Taiwan around 1941, raw materials were extremely scarce, and geese could only eat wild vegetables and weeds, most of which were only 2 kilograms, and could not be sold at high prices. Wang Yongqing hired people to pick up the roots and leaves of vegetables in the vegetable garden, then bought cheap broken rice and rice husks from the unified rice mill, and mixed them together to make a good goose feed. The skinny goose initially weighed only 2 kg, and after being raised by Wang Yongqing, it weighed 7 or 9 kg and was very fat. As a result, Wang Yongqing made a lot of profits.

Wang Yongqing has a wonderful exposition: "I like to use the thin goose theory to describe the origin of various achievements. When I was young, I couldn't go to school. When I grew up, I had to work for a living, and I didn't have the opportunity to accept formal Education. People like me who have no expertise always feel that only hard work can make up for their shortcomings. This is God's blessing to me."

In Wang Yongqing's view, the "Skinny Goose Theory" is not only his growth philosophy, but also his secret to cultivating talents and leading a team. The problem with corporate mismanagement, he said, is not the employees, but the boss's inappropriate management methods. To this end, managers should grasp the following two principles.

1. Let subordinates fully understand the importance of work.

When assigning important work to subordinates, not only should the task be explained clearly, but also the importance of this work, other aspects that are inseparable from this work, the benefits that will be obtained, and the mistakes in this work should be explained to the subordinates. losses to the entire business. Make subordinates feel that they are doing a very meaningful job with great responsibility. In this way, they will naturally take an interest in the work and devote themselves to it with enthusiasm and energy.

2. Fully support subordinates to complete important work.

Subordinates accept the challenge. In addition to personal efforts, the most important thing is to gain the trust and strong support of the leadership. It has been suggested that managers should consciously create the most dignified atmosphere in public places, entrusting the most difficult and honorable jobs to subordinates and making them feel responsible. When they hear others criticize their subordinates, managers should speak out against them and reuse subordinates as always. If there are mistakes in the work, the leader should appease them and advise him to continue to work boldly without ideological baggage. Finally, when subordinates are really frustrated because of some objective reasons, managers cannot put all the responsibilities on subordinates, but take the initiative to take part of the responsibility, so that others can dare to bear the heavy burden at work.

2. Zhang Zhongmou: You can't limit others, you can only ask yourself

Knowledge management in an organization is a process in which experience and knowledge in an organization can be efficiently recorded, categorized, stored, disseminated and updated. Rather than focusing on the effective management of funds, equipment, products, and people, as in the past, businesses of the future must effectively manage the diverse expertise in their organizations. Tang Mingzhe, a professor at the Department of International Business at National Taiwan University, also pointed out that TSMC is the only company in Taiwan that does a good job in knowledge management. Here, I have sorted out six key points, hoping to help everyone.

1. Keep in touch.

Every morning from 8:30 to 9:30, the factory manager will hold a production meeting to discuss what happened in the factory yesterday. The results of the meetings and discussions will be recorded and then sorted into their respective relevant documents so that future generations can also refer to the information without making the same mistakes again. TSMC has a file center dedicated to managing related data.

2. Smart copy.

TSMC is using the concept of a central archive to make a smart replica of a new factory. There are also so-called copy supervisors to make sure that people at other factories are doing the correct copying.

TSMC also has a so-called teaching and warfare manual. As soon as the factory is built and the machines are moved in, there will be an instruction manual to teach the new technicians to use the machines for production very quickly. The machine itself also has an instruction manual.

Even shareholder meetings can be cleverly replicated. For example, what is to be done at the shareholders meeting, what is everyone responsible for, these are listed in the documents and files.

Each TSMC factory has a technology integrator who will share the best technology and knowledge with members of the technology committee. Documenting, coding and storing your own work experience and sharing it with others is one of the important items.

3. IT plays an important role.

Information technology is the primary tool that supports TSMC's knowledge management. The Information Technology Department of TSMC is very active: doing everything possible to make computers do what computers can do, so that people can only make judgments and decisions that cannot be replaced by computers. For example, a person on duty doesn't have to be at an automated machine all day, but when the computer network goes down, the computer will automatically notify the technician's pager, which will automatically ring immediately to notify the person on duty of the machine's condition. In Taiwan, information technology has become a necessity. Without it, work becomes inefficient.

4. Realize the virtual factory.

Information technology is also actively making the entire TSMC production process transparent, so that customers can use the Internet to treat TSMC's factories as their own backyard factories. TSMC customers in Europe and the United States can directly contact the TSMC production plant in Hsinchu through the Internet to learn about the production situation.

To protect knowledge, TSMC takes a very safe precaution—each data is stored on computers in two different buildings.

5. Knowledge diffusion.

Through discussion and sharing, everyone's work experience is stored in computer codes, allowing newcomers who have accumulated in TSMC to move forward quickly on the sweat of their predecessors. At TSMC, when newcomers come in, they are assigned a senior worker to take care of them, like a hen takes care of a chick. In factories, for example, seniors usually spend two days telling newcomers how to use the machines and arranging classes. At the same time, newbies should spend a lot of time reading knowledge stored through coding.

6. Knowledge update.

“The improvement never ends.” Every month, the top management of platform operations regularly reviews old and new knowledge with four technical committees. During the meeting, the major incidents that occurred in the factory in the past two months, how to avoid the recurrence of incidents, the progress of standardized operations, and the problems that should be solved at the meeting on the day were assessed. Many standard documents will be regularly reviewed and updated, and updates to the manufacturing process will be finalized at regular meetings of such committees.

3. Guo Taiming: Management should be as alert as a fox

Gou believes that management is the most trainable tool that can be mastered through practice. Guo Taiming said that to be a good leader, you must do it yourself. Make your own decisions, feel success or failure; do it yourself, master the skills; otherwise, you can't lead anyone. In general, leaders must possess the following five basic competencies:

1. Define the stage goals.

Without specific stage goals, people do not know what they should do, what level of goals should be achieved at each stage, and there is no standard for measuring work performance.

2. Team design.

Team creation must be based on goals and organize teams according to goals. In team design, the ability should be consistent with the goal, and members with different characteristics and abilities should be selected according to the goal to combine.

3. Work together.

Morale is the collective ability of a group of people to pursue a common goal and work together consistently. High morale is a prerequisite for high-level work. Without it, the phenomenon of common struggle would not have arisen.

4. Reasonable construction of modern human resources.

Leadership is not quantitative planning, but quality planning. Everyone wants to have a stage where they can give full play to their talents, and they all want to find their right place. Leaders must establish an appropriate structure in which each member can play his or her role appropriately in the role and in which everyone can contribute.

5. Effectively detect and deal with disputes in a timely manner.

As a leader, the first thing to consider is when to get involved in this debate. When you feel that the issue will negatively impact the company, you need to step in in a timely manner.

4. Cai Hongtu: In 4 cases, enterprises should not engage in performance management

Cai Hongtu, the head of Taiwan's Cathay Life Insurance Company, has been in charge of Shuaiyin before the age of 38. Not only is he a leader in Taiwan's financial industry, but he is also making steady progress toward the goal of becoming the best financial institution in China. In this regard, Warren Buffett once praised: "He is one of the best 'sustainable operators' in Asia that I know."

Cai Hongtu said that not every enterprise needs to promote higher-level performance management at any time, and the feasibility of implementation must be considered while promoting performance management.

The following four situations need to be considered:

1. Whether the company's strategy and business strategy have reached a relatively stable state, if the strategy has been swaying and the business strategy is not clear, it is difficult to carry out performance management, because if the company-level goals, strategies, plans and actions are unstable, it will It is difficult to implement across departments and positions, and it is difficult to keep the same goals, plans and actions up, down, companies and individuals.

2. No matter whether the company's basic business process and organizational structure are clear, if the basic business process of cross-departmental functions is not clear, it will be difficult to decompose and implement the business goals and plans of the upper level to the next level, and distinguish the responsibilities of cross-departmental functions The division of labor and the clear rules for cross-departmental business cooperation lead to confusion in the work of each post, and it is difficult to carry out performance management under such circumstances.

3. Whether the design of typical positions is clear, including reporting relationships, job responsibilities, employee qualifications and basic work norms, is the most direct and basic condition for performance management. Performance management cannot be done if the job itself is not clear.

4. Whether the management of the company, especially the senior leaders, has basically correct performance management concepts and skills. If the senior managers do not have the basic concepts and skills, they should not formally implement performance management on a large scale.