Because of the development of the Internet, people have started to pay more attention to the concept of product. Many people believe that products change the world. But does this concept apply to all industries and companies? It's debatable.
The most famous insurance companies in China are Ping An and Life. Why are these companies famous? Is it because of their products? I don't think so. At least for those who know a little bit about insurance, the products of these two companies are not very good.
The main reason is that Ping An and Life have a lot of brand potential. And a big part of that brand potential is due to having the largest team of salespeople in China. Such a large team of salespeople can bring about trust in the brand.
So the people of an insurance company are actually a very important core asset of an insurance company. It's a very important part of an insurance company's ability to promote its products and build its brand.
So back to the management of insurance salesmen. This book can give us what inspiration? Let's talk about it in the context of the previous part of the book.
The rapid growth of the industry has allowed many insurance companies to grow their teams of salespeople rapidly. In the past, a company insider might only have to manage 30 to 50 salespeople. But now a person may need to manage 100 to 200 people. This increases the workload and difficulty of management.
Much of what insurance companies do is to use an internal management system to regulate more people. This is actually a natural way of thinking for a manager.
But how do we go about building such a management system. This management system in the end in the constraints of what, is what we need to think about.
When I first joined the industry, the leaders want this state. We established a good reward and punishment system, established a good daily work standards, then all the salesmen into our company, according to this set of processes and standards to work. Then it will naturally produce the desired results.
At that time, I felt that we should really follow this way. If everyone worked according to such standards, the workload of the internal staff could be relieved and more people could be managed.
So at that time the most important thing we did every day was to call. Going to ask the salesman, did you work according to the standard today? Do you know today is the billing node? Constantly implant this standard over and over again into his mind.
But what about the effect? More and more bad. More and more difficult to communicate and regulate the behavioral standards of the salesman. And the common approach at this time is to make more calls. Eventually it gets stuck in an infinite loop.
The book gives us another way of thinking.
One of the stories in the book is about Xu Wentao, a grassroots employee at Xibei. He is a very dodgy employee, often slipping to the warehouse to play with the phone, or run to the next store to find the old folks chat. Employees like this are some of the problematic employees in a normal company. Our company is definitely giving criticism, warning or punishment to such non-standard employees.
But Northwest's leaders saw some good in this employee. Every time he encountered such a problem. Instead of punishing him too much, they used a very interesting "Wanted" message to remind him of the need to follow work standards. And also gave him a very patient master, hand in hand to teach him some of the skills in the store.
At first, he was a bit reluctant and unimpressed. But because of the immense patience and sincere explanation and teaching, let him slowly find some sense of achievement. He passed the promotion exam in the trainer certification of Xibei.
Such an achievement event point, let the young man grew up at once. Four months after passing the trainer exam, he was promoted to minister. He became one of the fastest promoted ministers in the west.
Such an example actually shows that every employee has his different character and characteristics. Each employee needs to find his or her point of achievement. After such an achievement point or achievement event, an employee can be activated. But penalizing and warning him according to a mechanical standard may end up being counterproductive.
Especially as a manager, if you activate an employee through this kind of heartfelt management, the employee will bring higher potential energy to go and influence to help you motivate more other employees. The other employees will also trust you more. This is a half-hearted approach.
Going back to the insurance company, our expectation is that all salespeople are the same. New people come into the insurance company to get into a standardized shop like our assembly line. Then they are exported to produce the same salespeople who meet our standards.
This expectation is obviously problematic, the assembly line management idea is certainly not suitable for managing people as the main team. Because everyone has their own characteristics and personality. Everyone's perception of sales and insurance is different. Then each person finally go to complete the sales of a process and state is completely different.
Insurance companies use the same set of evaluation criteria. Everyone would think that going out every day to visit three to five customers. Go home and keep a work log. Every morning in the on-time attendance feedback on their yesterday's visit to the problem, solve the problem. In the afternoon, continue to go out to visit three to five customers. And only meet this standard salesman is a qualified salesman.
Such management, rather than managing people, we are managing the system, or being managed by the system.
Today's world is very diverse. Not everyone fits into that old-school sales approach. We need to allow each individual to find the sales approach and workflow that he is most comfortable with.
As an example, I know a salesperson. She was new to the company and was a very introverted person. The process of telling customers why she entered the insurance company in person and then selling them insurance products was very stressful for her. She has to do a lot of mental construction before she can visit a customer every day. And any unpleasant expression from the customer would make her suffer twice as much. So at one point, she couldn't do it anymore.
At that time, after I communicated with her, I realized that she is a person who likes to express her life and emotions. She loves to post on her friends' circle, she loves to play microblogging, she loves to take selfies, and she loves to post statuses. So her introversion is mainly manifested in the item of face-to-face communication. To address this characteristic of hers, we explored whether we could use a lighter way to let people around her know that she was doing insurance. I kept on inspiring her to find a path to promote herself on her own.
She started keeping a daily log of what she learned, felt and saw every day at the insurance company. She posted some of the things she saw and some of the stories she heard in her friends' circles in her own simple words and with some pictures.
The effect is that in two months or so, it starts to show. More and more people are going to like her circle of friends. More and more people will take the initiative to find her to consult some insurance-related issues. The first time I saw her was when I was a student at the University of California, Berkeley, and I was a student at the University of California, Berkeley. The first time I've seen this, I've seen it, and I've seen it, and I've seen it, and I've seen it.
In this example, it is clear that his work does not meet the hard standards of the insurance company. Many times she didn't have a single visit a day, but she was a top-performing salesperson all the same, simply because she found a way to sell that worked for her.
Here's what the book says about Jia's management philosophy. Inclusion in Jia Guolong, is to dare to use people. Song Jian said: "In the eyes of the boss, there is no 'what kind of people can use, can not use what kind of people'. Found a person with a particularly prominent point, he will immediately seize, amplify. When push your strengths to the peak, that is his most joyful moment. "
The book has a large number of examples to illustrate such a point. There is a square dance mom eventually transformed into a regional manager; a veteran from 0 to 1 to improve the performance of a store; there have been traumatized employees eventually grow into the Northwest barbecue chef. Each of these examples is so vivid, yet so different.
Their personalities are so different, but in the end, they all come back to the same place, completing the transformation of the workplace in this company in the Northwest. The transformation of these people brought more young people to follow.
Seeing the flash point of each person, and then maximizing this flash point, is a common management idea. But many managers are not willing to do this. It is because their minds will think that this input-output ratio is too low, a single point of operation is too much effort, cost-effective.
In fact, many times you handle a person with potential. A serious willingness to officer, he will help you to ignite more people. This may be the multiplier effect in management.
Develop a good system, so that all the people to comply, and then have to wait for good results, they feel is the fastest way. But managing people is different from managing an assembly line. Each person's characteristics are different, and each person's potential is different.
As a manager you need to find and activate those who have more potential, those who have more potential. Let them play their own characteristics, so that they produce more energy to influence more people.
Tail I will say a little bit of their own feelings. Before not doing management, always feel that management is a pointing work. Develop a good rules and regulations, and then wait for people to comply. You just go to regulate the behavior of these people, so that they do not deviate from these rules and regulations.
Then slowly realized that management sometimes need to do more detailed, more specific. Because you face a living person every day. These people's daily mood state will directly affect his daily work. Your job is how to mobilize their emotions and state. Let them more efficient, happier and more fulfilling work.
And these methods may be with the system constraints, material incentives, emotional maintenance. But no matter what the method, you are dealing with specific people. Then ultimately you use the specific method.