Supplementary part of "Organizational Health Case"
1, complex prejudice: make a complete comment in one sentence: "Organizational health does not need extraordinary intelligence, but only courage, persistence and common sense beyond the average level."
2. Adrenaline bias: People are always keen to become fire experts and are unwilling to slow down and diagnose the current situation of the organization. They are afraid to deal with things that are very important but don't seem particularly urgent.
3. Quantification deviation: organizational health permeates all aspects of the company, and it is difficult to quantify it accurately. We just need a certain degree of faith and intuition, which is difficult for many leaders who pay too much attention to analysis.
Principle 1: Supplementary part of "Building a cohesive leadership team"
1, "Teamwork is not a virtue, but a choice-strategic choice" Note: To be a real team, its members are required to make heartfelt decisions. This strategic choice means that as the leader of team operation, he is willing to accept the efforts and sacrifices needed to achieve real team cooperation.
2. Interpretation of "* * * shared responsibility": slightly different from the previous "responsibility * * *", team members sometimes make tangible and intangible sacrifices for the same goal. Tangible sacrifices include: budget, the number of people or resources flowing from one department to another. Intangible sacrifices include time and emotion.
3. Experiencing practice is only the establishment of basic trust, and members are willing to let their guard down, which is the first step to open their hearts. In other words, the establishment of trust is not only a continuous process, but also a vertical process.
4. Increase conflicts: In order to improve the level of health conflicts in the team, one of the best ways that leaders can take is to discuss conflicts in meetings. When a potential conflict is suspected, they can ask everyone to speak their mind.
5. If the leading team takes action after reaching an understanding, their decision is often too late, and it is an irrelevant decision that everyone is dissatisfied with, which will lead to mediocrity and depression.
6. As a leader, the core of responsibility is to have the courage to point out the shortcomings of others face to face, and then wait for their response, which may be unpleasant. This is a selfless act, rooted in a word I seldom use in business books-love. To be responsible for someone is to care about them and point out their shortcomings at the risk of being accused by them.
7. Public and private occasions: Lan Sini said: I am often asked whether leaders should point out their subordinates' problems privately or openly, or make constructive suggestions. I think in a cohesive team, it is best to do it in front of the whole team.
8. List: Build a cohesive leadership team.
When members of the leadership team can confirm the following statements, they can be sure that they have followed this principle:
1)? In order to maintain high efficiency, the leading team should be small enough (3- 10 people).
2)? Team members trust each other and can truly admit their mistakes and shortcomings in front of each other.
3)? Team members often participate in active, unfiltered conflicts about important issues.
4)? At the end of the team meeting, everyone reached a clear, positive and specific understanding.
5)? Team members are responsible for each other's commitments and actions.
6)? Leading team members, the concept of "mathematics and physics team first". They put the collective etiquette and needs of larger organizations in front of their own departments.
Principle 2: Establish clarity.
1, defining six key issues of consistency:
1)? Why do we exist?
? Interpretation: In every organization, employees at all levels need to know that there are some lofty and great things in what they do. The core goal of an organization should be completely idealized. This point cannot be overemphasized. We should keep asking ourselves, "Why are you doing this? Why do you want to help institutions do more business? " By answering these questions, the leadership team will finally clarify the most idealistic reason for the existence of the organization. At this point, their conclusion should be close to making the world a better place, and this step is completed.
2)? How should we behave?
? Interpretation: The author interprets this issue as a clear value here, and divides the values of an organization into: core values: it is at the core of the organization and does not change with time. It must have existed, not artificially designed. Ideal values: the characteristics that an organization hopes to have, hopes to have and thinks it must have in the future. Basic values: the most basic code of conduct required by an organization. Basic values are not obvious differences between an organization and other organizations. The obvious characteristics of an organization. They appear unintentionally and are not necessarily beneficial to the organization.
3)? What should we do?
? Interpretation: This question is very clear and straightforward. It should be just a sentence describing our business definition, and there is no more illusory explanation.
4)? How do we succeed?
? Interpretation: The focus of this issue is to determine the strategic anchor point. First of all, there should be only three strategic anchors in an organization to help them determine how the organization can succeed. Secondly, the way to find the three strategic pillars should be to create a detailed list of all the decisions and realities that make up the current situation of the organization, which will include everything except the reasons for existence, core values and business definitions. Then classify from the list, and finally define three strategic anchor points. This process is chaotic, and we can face this chaos and finally classify it.
5)? What is the most important thing at present?
? Interpretation: This question is not described in detail. Among the five obstacles to overcoming teamwork, the "primary goal" in the third obstacle "clear commitment" explains this problem well.
6)? Who must do what?
? Explanation: Quite simply, the answer to this question should be "clear division of labor". The unclear division of labor in the organization often comes from the top leaders of the team, who are often both managers and business backbones, so it is easy to weaken the leadership of professional managers from a professional perspective.
The above six questions need to avoid falling into a routine slogan answer. Its meaning is not to get a correct answer, but to get an answer-an answer that is in the right direction and can be recognized by all team members.
These six questions should be made into a form, which everyone can see at any time and carry with them, so as to facilitate management and supervision at any time.
Principle 3: Keep communicating clearly.
This chapter focuses on the contents of step-by-step communication, face-to-face communication and timely communication, which are all reflected in the "clear commitment" part of "overcoming the five obstacles of teamwork" and will not be repeated here.
Principle 4: Strengthen clarity.
This chapter focuses on two parts. The first part is to strengthen the clarity of organizational values through a series of human resources behaviors, from recruitment to dismissal, which is very comprehensive and briefly summarizes the core points as follows:
1, organizations can ensure that newly hired employees are carefully selected according to the company's values through a series of simple ways.
2. What new employees learn in induction training are six clear elements.
3. All managers of the organization use a simple, consistent and non-bureaucratic system to set goals and evaluate the performance of employees. This system is specially formulated around clear elements.
4. Employees who do not meet the organizational values will be fired, while those who meet the values but have poor performance will get the guidance and help they need to succeed.
5. The salary system is built around the values and goals of the organization.
Next, the last part is the meeting model established by Mr. Lansini. He divided the meetings that the team should hold into four categories:
1, daily report meeting, content related to administration, 5- 10 minutes.
2, weekly tactical meeting, the content is about tactics, 45-90 minutes.
3, monthly strategy meeting, the content is about strategy, 2-4 hours.
4. Quarterly out-going summary meeting, the content of which is related to organizational development, lasting 1-2 days.
For these four meetings, he also made a summary:
1. Tactics and strategies are conducted in different meetings.
2. At the tactical meeting, the team will review the progress of the objectives before determining the agenda. It is easy to rule out unimportant administrative topics.
3, in the monthly strategy meeting, spend enough time to discuss major issues, so as to clarify the problem, debate and reach a resolution.
4. The team will hold an outing summary meeting every quarter to review the situation of the industry, organization and team.
The above is the effective information I summarized in Reading Advantage-organizational health is above everything else. Maybe it's not comprehensive enough, but if this reading can arouse your interest in reading, my goal has been achieved. I always firmly believe that the realization of organizational health is as simple as that, and it needs the persistent courage of leaders. Once we can devote ourselves to it, we will reap rich benefits and guide our lives.