Around a book, according to the content and reading rhythm, output reading notes. This article is the ninth part of the article.
The gap between good and excellent lies in whether the company has its own values, its own beliefs, that is, whether the company has its own cultural system
A good cultural system can guide the future direction of the company's development, can enhance the company's organizational vitality, and can help the company to survive the life and death crisis.
From the importance of culture, where it comes from, and how it is refined, we explain how to establish and implement team values.
"One billion enterprises rely on sales, ten billion enterprises rely on products, one hundred billion enterprises rely on culture"
The development of enterprises to different stages, the need for different competitive advantages. To the highest realm, the competition is culture.
The ceiling of enterprise growth
The development of the enterprise to a certain stage, the team reached a certain number of people, no matter how to set goals, chase the process, the business is very difficult to get a breakthrough development, the performance will be stagnant, or even declined
The enterprise in the basic management system on top of the formation of the whole team *** the same values, the same as those of the team, the same as those of the team. The mission and vision drive the organization's development. Transform from "doing the right thing" to "doing the right thing".
The implementation of culture requires a mass foundation
derived from the cultural genes that support the development of the enterprise.
Cultural genes
Businesses, no matter how big or small, as long as they exist, there must be some memorable memories, some laughter and tears, victories and failures in the development process.
The evolving spirit that sustains a company through every bump in the road and keeps it alive is the essence and core essence of culture.
The formation of the new culture is more about distilling the genes of the company and sublimating them from the hardships, bumps and struggles of the past years.
Newly appointed leaders must not say bad things about the previous one, but rather find, dig, and refine valuable things, in order to make each baton can catch, and to make the excellent genes continued and inherited.
One is the integration of extreme idealism and extreme realism
To develop the enterprise, you can not just fall in love, not married, not to profit for the purpose of business operations are in the hooligan.
The second is to let the employee realize his goals or see the hope of achieving them
The employee will be more motivated to keep giving if he can achieve his goals with you
The business grows faster, and the employee gets more. It's a positive cycle.
Third, the corporate culture needs to grow out of the business, grassroots employees, and have vitality
The actual business and grassroots employees' pain and happiness is the most common scene in the operation of the enterprise.
The culture extracted from the pain and joy has a mass base, and can cause the majority of employees to **** Ming, and let everyone practice.
The culture set by managers often exists in their idealism, lacks a mass base and specific scenes, and lacks vitality.
Fourth, culture needs to evolve to the front of the enterprise, leading the enterprise to a higher realm of development
To develop the enterprise, we need to lead the thinking, we need culture to be one step ahead of our business to explore the future, to support the next step of the enterprise's development.
Culture on the one hand stems from the past experience of the enterprise, on the other hand, also need to be combined with the future development.
The economic base determines the superstructure, and the superstructure reacts to the economic development, so does the enterprise.
If you find that your culture is not leading your organization, then you need to iterate.
The concept of culture
Culture stems from the cultural genes that underpin the development of the enterprise
4 key factors in the formation of culture
● Extreme idealism and extreme realism should be integrated
● Let the employee realize his goals or see the hope of achieving their goals
● Corporate culture needs to grow out of the business and grassroots employees so that it is alive
● Culture needs to evolve to the front of the business and lead the business to a higher realm
Culture must be refined into words that can be spread quickly
Drawing the heart, establishing behaviors, finding the stories, and becoming the manual.
1. Drawing the heart
Write the values that employees think are most important around meeting the needs of the customer and the working atmosphere that they want.
Values are the code of conduct within a company and the rules of the game
What kind of team culture do we want, what is the ideal working atmosphere in order to be able to provide it, and what are the behaviors that are needed in order to create such an atmosphere
.
To summarize and refine, put the words that people have come up with into a concise text.
The final total number of articles can not be too much, there are trade-offs, there is a refinement, there is sublimation. It is best to have 6 to 9 articles for general values.
2, set up behavior
Establish the behavioral standards behind the values, that is, what behavior is advocated and what behavior is opposed.
He must be clearly told what he can and cannot do.
3. Find stories
Search for classic stories behind the behavior. Clarify the standard of behavior and think about how to spread it widely and understandably.
The story should be easy to understand and understandable at first glance.
When choosing a story, it is important to note that the story should first be in line with the philosophy advocated, and then it should take place within the organization so that it can cause everyone's ****sing
4, into a manual
Formulate the rules and standards for the assessment of the values and the formation of a cultural manual
Refine the values, determine the good behavioral After extracting the values, determining the characteristics of the behavior and the classic story of communication, the next step is to edit them into a manual to output a systematic thing for practical implementation.
Three elements of a culture manual
(1) The refined mission, vision, values, and the meaning behind them and the classic stories should be included.
(2) A high-pressure line system, making it clear what red lines are in the values, and if they are touched, they are immediately dismissed.
(3) Assessment standards. Values should also be assessed.
4 steps to refine your team culture
Drawing the heart , around meeting customer needs and employees want to work in the atmosphere, write the values that employees think are the most important
Establishing the behavior , establish the values behind the behavioral standards.
Behavioral standards behind the values, i.e., what to advocate, what to oppose
Find stories, collect stories behind the behavior
Become a handbook, the development of the values of the assessment of the rules and standards, the formation of a cultural handbook
Origins and refinement of the link are in the verbal or paper, the implementation of the actual action should be put into practice. To the implementation of the actual action to be put into practice, and spend time and energy
Plant a tree in the way of planting culture
1, spring planting trees.
"Planting a tree in the spring to live, planting a tree in the summer to die, and planting a tree in the winter like a dream."
The spring of the enterprise is the development of a more stable, not yet encountered performance bottlenecks or crisis. This time to carry out the implementation of the new culture, the staff's confidence is relatively full, the superior issued orders are often easy to implement.
2, do not pull up the seedling to grow.
The implementation of culture is a gradual process, not overnight.
In the cultural change when the action should be light, rule a large country as if cooking a small food, to step by step, can not be greedy, rushed to success.
It is possible to change from small things and correct from details.
3, false facts do.
The experience of leadership, culture, and employee growth is imaginary, and must be implemented through the real thing of people's inner experience, precipitating valuable experiences and feelings in the business.
First, the implementation of culture must be combined with business.
Secondly, cultural implementation must be linked to tangible benefits.
The loose soil stage, the cognitive stage, the trial stage and the habit stage.
Loosening phase
Culture implementation should first loosen the soil, eliminating the team's rigid old ideas, old breath, so that new things can be absorbed.
Need some entertainment, living, non-work nature of the small action for cultural loosening
Loosening the soil stage can not be rushed, must wait for everyone's cognition in place, in order to carry out the next stage of the work.
Make some attempts at cultural implementation, plant saplings into the hearts of employees, and let them form a perception of the new culture.
Cognitive stage
Trying to implement culture, planting saplings into the hearts of employees, and letting them develop a sense of the new culture.
There are three steps in the cognitive stage
1, mobilizing employees to participate in a wide range, the establishment of a communication platform to enhance the enthusiasm of employees and sense of ownership.
2. Widely disseminate classic benchmarking stories to establish the power of role models, so that employees can establish the correct cultural concepts.
3. Training. Founders pay attention to and move, the culture can move forward.
Trial stage
Formal implementation of the new cultural concepts, the implementation of the roots
Through a variety of activities and ceremonies, to create an atmosphere, so that the whole staff to participate in and take action
The need to have a fixed number of activities and ceremonies to continuously deepen the knowledge of the values
In this process. Managers have a role to play in leading by example, and can't leave the implementation of culture to HR
Habituation stage
The vast majority of members gradually begin to naturally and unconsciously do things in accordance with the new *** have values, the institutional conventions have been y rooted in people's hearts and minds, and a psychological contract is formed.
It is important to consistently identify exemplary cases and do regular ritual activities to keep warming up.
For example, there should be performance appraisal, Review, high pressure line with positive and negative incentives, so that those who comply with the appropriate rewards, so that those who violate the appropriate punishment.
There should be proper authorization for those below to implement.
How to implement a new culture
Master the three methods of heart
● Plant trees in the spring
● Do not pull up the seedlings to help them grow
● Virtual fact to do
The four phases of the implementation of culture
1, loosen the soil
● Eliminate the team's rigid old ideas, the old atmosphere, so that new things can be absorbed
2, cognitive
● mobilize the staff to participate in a wide range, the establishment of a platform for exchanges, to enhance the staff's enthusiasm and sense of ownership
● wide dissemination of the classical Benchmarking stories, set the power of example, so that employees to establish the correct cultural concepts
● do training
3, try
● through a variety of activities and ceremonies, to create an atmosphere, so that the whole staff to participate in and take action
● managers in the process to play a role, to set an example
4, habits
● the vast majority of members gradually began to naturally, unconsciously, in accordance with the new *** have values to do, the system agreement has been y rooted in people's hearts, the formation of a psychological contract
Combat culture in the enterprise is an enterprise, the department between the staff to establish a benign competition between the atmosphere and mechanism.
1, so that the performance growth rate.
Through the implementation of the combat culture, you can strengthen the organization and the staff's sense of worry, eliminate inertia, positive forward, so that the performance to a new high, so that the enterprise in the fierce competition environment to survive.
2. Let the organization develop.
Through the PK within the organization, the formation of the horse racing mechanism, the practice of elite soldiers, breeding good generals, so that more good seedlings run out, so that the ability of all employees to get the most real hammering.
For the organization, only by experiencing a fierce and intense battle, the system, process, and product can be verified, and it is possible to find the problems and get iteration and enhancement.
3. Let the culture be implemented.
The implementation of culture needs to be "virtual fact to do", the best "real do" scenario is the battle, the culture into the battle, in the battle *** with the experience of hardship
hardship, in the hardship to see the most real The first thing you need to do is to get a good look at each other.
The culture that can be observed in a tough environment is the real corporate culture.
Battle culture is one of the core ways to fracture performance.
First, many companies in the PK is often based on rushing performance, ignoring the level of team growth, did not do to borrow the false to repair the real, but the growth of the team is the essence of the fighting culture
Second, the lack of systems and methodology in the implementation of the process, the early do not know how to prepare, the process of action is not clear, resulting in the participation of the staff do not know what to do, do not know what to do; and also lack of tricks, the same PJP is not clear. The second is the lack of system and methodology in the process of implementation.
Third, there is no aftermath of the battle, and the losing party will be easily depressed and thus resistant to PK.
A complete system consists of five elements, three links, four treasures to start, and five methods of supervision.
Build PK system organizational structure, build protection mechanism, business resources inventory, build combat scenarios, visual and state transmission
1, build PK system organizational structure
Divided into two pieces, one is the combat department, the second is the Preparatory Committee.
For the combat sector, to establish a similar organization like the military establishment, in order to ensure that the per capita output and personnel costs on the basis of as many groups as possible.
The actual needs of the enterprise business can be divided into large regions, small regions, and finally unified under the management of the head of the division or general manager.
Preparatory Committee
Only a good division of labor within the committee can make the effect really do, clear who is the commander-in-chief of the battle, who is the logistics, who is responsible for the atmosphere to create, etc.
At the same time, there should be a data team to ensure that the progress of the data at any time to summarize the data, so that it is easy to make decisions about the next step in accordance with the status quo.
2, build the protection mechanism
design a good " full incentive system " and " customer promotional policies ".
Full staff incentive system
Heavy reward.
Combined with the financial sector and the completion of annual targets, the establishment of a special incentive pool
The incentive system is a sales rhythm control, is the decomposition of the sales target drums
The incentive system is a baton in the PK, can inspire morale and guide the direction of the action
Divided from the award settings, can be divided into individual and team, the individual is mainly centered on the large single, number of customers, speed and total personal performance, record high, the team around the broken egg rate, performance year-on-year improvement, total team performance, record high per capita production capacity and so on.
Incentives must be announced first, then implemented, and the faster they are realized, the better the results.
Customer promotion policy
Get higher performance, there is no special policy, the customer has no motivation, the staff has no confidence
To have a greater than usual activities to promote promotions to stimulate the market
In the development of promotional policies on the most important three points are: A word of caution. Speak clearly program, can increase the flip rate (increase customer visits), the method should be replicable.
3, business resources inventory
When fighting a war, the soldiers and horses have not moved, food and grass first.
Business PK is the same, PK before the first inventory of resources.
The inventory of resources should follow the following three principles:
(1) easy before difficult.
The old customer flop is the focus, the first to be able to deal with the customer paved, wait until the big battle once the start, immediately have an open door. This will not only increase the staff's confidence, but also boost the confidence of the whole team.
(2) First main and then secondary.
First harvest those customers who have a core influence on the completion of the performance, never waste time on those who have the will but not the conditions of the customer, this is a big no-no.
(3) First near and then far.
Time is the most valuable during the war, get the results of the battle from the nearest place, and do not waste time to deal with those too far away from the customer.
Managers in accordance with the nodes of the signing time and customer level, all customers are inventoried
4, build the battle scene
A big battle is divided into the pre-war, the war, the war, the war after the three scenarios, the scene of the construction of the main strategy preparatory meeting, the battle will be launched, the stage of the review will be summarized,
Before the battle, there should be a strategy preparation meeting, according to the business objectives of the dismantling, combined with the sales policy to form a business strategy, will be able to participate in the way the members of the virtual project team for the division of labor, fixed post, fixed responsibility.
Pre-war preparations should be done in advance, leaving as much time as possible for the preparation phase, and the various logistical systems need to be fully communicated in the strategy preparation meeting.
Combat in the battle to have a combat start-up meeting, all the team and individual target oath, military orders, war drums, banners, posters, display racks, etc. should be complete
Stage review meeting is also very important, and must not be ignored
Fighting a war often has three phases, one with a flourish, and then a decline, and then three and exhaustion.
In the course of the battle, only according to the entire combat cycle is divided into two or three nodes, do a temporary summary, review, sorting and strategy adjustment, in order to continue to let the staff to the goal of charging, so that the whole to maintain the combat state.
After the combat there should be a celebration, summary meeting, through the data department to sort out the final results, on the merits of the reward, the public world, held a sensational heroes awarded awards to celebrate the success of the meeting.
5, visual and state transmission
From the first shot to the entire campaign to achieve the final victory, used to create the atmosphere of the various props have to be systematically prepared.
In terms of visual stimulation, it is important to form wall posters, banners, slogan stickers, armbands, and even logos, totems, and signature
walls on the theme of the event, so that the PK battle is very ceremonial.
Visual communication is the most direct way, so you need to set up items that convey the status of winning, such as powerful banners, dream performance walls, heroes' lists, battle logs, email signatures, and challenge letters to stimulate the team's creativity.
In the final stage of the sprint, gongs and drums are placed in the company. When an employee who has successfully signed a contract for the day returns, they will strike a gong.
Before the Big Battle
The complete reveal of how a good commander leads the soldiers under his command to win a battle.
Before the Great War, there is a need for detailed planning and preparation of all aspects of the Great War, with a variety of preparatory meetings.
The most important part of the hierarchical meeting is to pass on the task indicators and the conviction of winning, so that everyone in the team can
**** see the goal of "winning" together.
1. Mind Trigger.
Managers must be able to pull the trigger on the hearts of their teammates, so that they can take the battle from the heart.
Common ways to do this are to watch motivational videos, ask family members to help, do outreach activities, break down goals, lock in honors, and give a power boost.
2, tamping confidence.
The best way to do this is to find partners who are the same type of person, and teach them personally
Take the local and off-site integration approach, so that past benchmark heroes can be displayed on a larger stage to maximize their impact.
3. Instill skills.
Give everyone the systematic ability to be able to achieve their goals, including the functional explanation of the latest products, the professionalism of the product's speech, the depth of analysis of promotions, and the close matching of customers
"A meter wide to hit a hundred meters deep, a steel ruler must measure the end", to ensure that each partner in the The battlefield weapons are fine, bullets are sufficient.
4, atmosphere creation.
At the start of the war, the atmosphere must be pushed to the extreme to promote the same level of stimulation and climbing, the courage to break through.
Like the public oath to report the goal, two by two PK, the upper and lower levels of betting, the team collective flag, the core management to make military orders.
When the battle begins, it is not necessary for everyone to be fully committed immediately, there will be about 20% of the pioneers, 70% of the watchers,
10% of the slackers. It's important to get the watchers into the fight as quickly as possible.
In the Great War, after the battle is officially kicked off, the partners are charging in the front line, and as a manager, you can't take it lightly.
1. Drive the tempo.
For the "first sharpshooter" (the first successful person to sign a single) is a relatively large reward, stimulate everyone to act quickly, quickly pull the atmosphere to the climax
The next thing to do is to spell out the "full broken egg
The next step is to spell out "all broken eggs" and "nuclear bombs".
"All break eggs" is that each team member has generated orders, we will also have the appropriate incentives, so that the group members realize that they are a collective, to play the collective strength.
"Nuclear bomb" is the super single, which is more able to encourage team morale. When the discovery of the possibility of generating large single leads, managers should pay enough attention to help team members to detonate the "nuclear bomb".
2, supervision and inspection.
Managers should always pay attention to the progress of the various war zones, cities, and teams, observe the real-time data broadcasts, keep an eye on the slow progress of the team, and personally ask about the progress of the timely review to summarize the experience.
3. Set up a benchmark.
For the fast-paced teams and individuals, the first time to organize them into offline and online benchmarking posters, interviews and soft text, the formation of a wide range of interactive effects, and timely sharing of live broadcasts across the country, and by all means to set up the benchmark.
4, employee care.
Just to just to the bone, soft to soft to the heart to go, the front line to fight to the death, managers in the rear to care for every detail
Through the important festivals, such as the birthday party, Christmas, the winter solstice, or the first snow, the first full broken egg day and other nodes, timely
Delicious food, cozy gifts, in the gunfire of the The battle also need to have happy and cozy elements
Open family mobilization, with the staff's families to run some activities, because the rear is stable, the front to run fast.
5, cultural bodyguard.
Have a pair of eyes to find the beautiful and ugly, to find and promote the beauty of the war, and found that the impact of the "customer principle", affecting the unity of the staff, affecting the interests of the company's behavior are to intervene in a timely manner, stop and guide.
After the war
The heroes of the war after the recognition of the General Assembly, the honor must be timely to cash, but also to be sensational, known to all.
The winning side gets flowers, applause, honors, and rewards
The losing side, in defeat, finds out where the team falls short as an important enhancement point for the next phase.
Will be compared with the previous team, individual historical data, found year-on-year data to improve the flashpoints, point-to-point encouragement and affirmation within the team
To be growth and enhancement, from the victory to find benchmarks, summarize the methodology from the failure
First, borrowing to fight a war "false", "repair performance", "false", "false", "false", "false", "false", "false", "false", "false", "false", "false", "false". "
Secondly, the "false" of the performance of the team to repair the "true" of the growth of the team. "
Third, borrow team growth "false" repair personal growth "true"
Borrowing false to repair the true, borrowing things The first thing you need to do is to get a good deal on a new product.
The team's "true" has several meanings
First, the formation of a perfect mechanism and process.
The tested process mechanism is reliable.
Second, the cadre reserve.
The talent that stands out from the battle is what we need to focus on cultivating.
Third, brotherhood.
In this kind of hard battle our emotions will be more sincere, **** with the experience of these hard years
Fourth, cultural values.
It is in the course of such great battles that one can find out whether cultural values have been observed or not.
A team should actually be a dojo, and this dojo should really support the growth of the employees.
Let employees feel their own growth, and they will be able to devote themselves to battle after battle.
Managers need to think about what employees get out of the battle, what about bonus incentives, honor incentives, and what skills training they should focus on.
Whether successful or not, after the event, we must take everyone to review, to find out what has been gained through this battle, what experience can be replicated, the brotherhood has not been deepened, there is no new understanding and feeling inside.
Battle culture needs to be fought for years and years to implement the success, not one or two simple inputs can be good
Managers need to keep repeating, keep practicing, and keep summarizing in order to master the essence of it.
How to build a fighting culture
Three roles of building a fighting culture
● Let the performance of the growth rate
● Let the organization develop
● Let the culture be implemented
Three embodiments of the importance of combat culture
● In the external market, the enterprise itself is in a highly competitive environment, if the enterprise does not form a sense of competition within the enterprise, it will be easy to die in the fierce competition in the market
● In the internal organization, the combat culture can strengthen the sense of concern of the department and the staff, to eliminate the inertia of the staff, so as to Enhance work motivation, work efficiency and performance output
● Combat culture is also an important means to test the strategic implementation of the development process of the enterprise, departmental synergy and personal performance, through the organization of PK, the formation of horse-racing mechanism, the training of elite soldiers in the run, breeding good generals, so as to create an invincible iron army in the fast-changing environment
Factors Affecting the Establishment of a Combat Culture
Factors affecting enterprise
The five elements
● Build PK system organizational structure (combat department, that is, the sales department; Preparatory Committee)
● Build protection mechanism (full incentive system, customer promotion policy)
● business Resource inventory (three principles: first easy and then difficult, first main and then secondary, first near and then far)
● Build the battle scene (strategy preparation meeting, battle start-up meeting, stage review and summary meeting, heroes awarded awards and celebrations)
● Visual and status delivery
Three phases
Before the battle
● Detailed planning and preparation for all aspects of the battle, a variety of preparatory meetings
● Launching the four treasures (the mind trigger, solid confidence, instilling skills, creating an atmosphere)
In the battle
● Supervision of the battle of the five methods (driving the tempo, monitoring and checking, setting up the
After the battle
●Heroes recognition meeting, so that the honor in time to cash
●The first time and the team on the unsatisfactory results of the review summary
The main reason for the failure of the implementation of the combat culture: did not borrow the false to repair the true
The main reason for the failure of the implementation of the combat culture: did not borrow the false to repair the true
The threefold meaning of borrowing fake to repair the real
● Borrowing fake to repair the real, borrowing the "fake" of fighting to repair the "real" of performance
● Borrowing things to repair people, borrowing the "fake" of achieving performance
● Borrowing things to repair people, borrowing the The "fake" of performance is to repair the "true" of team growth
● Borrowing to repair oneself, borrowing the "fake" of team growth to repair the "true" of personal growth
● Borrowing to repair oneself, borrowing the "fake" of team growth to repair the "true" of personal growth.
The team's "truth" has four meanings (perfect mechanisms and processes, cadre reserves, brotherhood, and cultural values)
The above is the last chapter of "Doing it Right: Nine Keys to Performance Growth".