Analysis:
Managers are like gardeners working in nurseries. They must "prune" their organizations regularly.
Selecting seeds, pruning regularly and preventing pests and diseases are three things that hard gardeners do every day. In fact, the manager of any enterprise is not a gardener-it is also necessary to manage these three things day after day.
Select improved varieties
The process of gardeners sowing excellent seeds in nurseries is very similar to that of managers finding high-quality employees: they also need insight. This process should be closely linked with managers' planning for the future of the enterprise. If a manager does not have a clear plan for the future of the enterprise, then the enterprise and employees may develop, but they will certainly not grow up healthily according to the "beautiful blueprint" he has planned.
Only by selecting excellent seeds with a "critical eye" can gardeners gain value from their work. Similarly, only by choosing good employees can enterprises develop smoothly. Managers should observe employees from the starting point of the employment process. In every interview, whether faced with an expert with special talents or an assembly line worker, managers should first ask themselves a question-"Can this person become the leader of the enterprise?"
Christopher Honegger, a former consultant of McKinsey & Company, is now the strategic director of the General Accounting Office. In his view, responsibility, honesty and trustworthiness are the core values that management team members should have. They are the core criteria for managers to decide whether to hire employees. There is no doubt that employees with these three qualities have the potential to become future leaders.
Trim and cut leaves.
In the eyes of gardeners, the strategic framework, which is very important to managers, is no different from the plant trunk they often prune-it determines and supports the shape of plants (enterprises). This shows the importance of the "gardener" (manager) of the enterprise to constantly "trim" the strategic framework of the enterprise. Often "pruning leaves" can enable enterprises to obtain the expected "shape" and avoid the disconnection between the development system and commercial purposes.
Whether it is a start-up enterprise or a mature enterprise, the "pruning" of the enterprise framework by managers will involve the whole enterprise, even every employee. Therefore, in this process, managers should follow the regular, consistent and accurate "pruning tips". Once managers decide the way of enterprise growth, they must fearlessly "cut off" those branches and leaves that grow in the wrong direction; Otherwise, the enterprise will lose its vitality.
Managers must have enough information before making a diagnosis of "how to' trim' the strategic framework of an enterprise and how to expand the enterprise". Managers should learn to make decisions based on information, rather than believing in the routines they are used to; Otherwise, managers will never know the real situation. In this link, it is a very effective means to test the enterprise's own management system with the external environment.
When managers "prune" employees, they should also consider the whole: when your employees have problems at work, you should either cure them-"prune" every work link to make them gradually approach your ideal appearance; Either fire him, but you just can't ignore him.
prevent disease
As a manager, Henn has a headache about the damage that bad employees bring to the organization. It is not easy to eliminate their influence. In Henn's experience, pre-employment investigation is very important in order to prevent employees with bad conduct from entering the organization. Managers can increase the evaluation of employees' quality through multiple interviews and background investigations. After deciding to hire an employee, especially an employee in an important position, it is also a good way for enterprises to set up a strict probation period to re-evaluate employees. Nursery gardeners call this step "pest control".
If managers find that they have made mistakes in hiring employees, they should take immediate measures instead of wasting time looking for reasons by their own intuition and expecting that the mistakes will be solved automatically. This is especially important for smaller enterprises. If people with poor quality are inadvertently placed in important positions, the opportunity cost may be astronomical for enterprises. Therefore, managers should actively "eradicate" internal "pests" in order to nip in the bud.
For managers, the effective measure to nip in the bud is to find those employees who "deteriorate" regularly. Generally, there are some * * * features in it. As long as you take the initiative to find, you can always find these black sheep in time. This is a very difficult task-to maintain justice, but also to avoid low morale and abnormal complaints within the enterprise. However, the benefits brought by similar measures to enterprises are self-evident-employee satisfaction and productivity will be improved. It can be seen that rewarding the superior and punishing the inferior is of great benefit to the normal operation of enterprises. Therefore, managers do not need to apologize for eradicating "pests" at all.
As a manager, you should give full play to your "gardening talent" and diligently manage your "nursery", from careful seed selection and pruning to pest control. After a few years, you will gain an excellent management team, a large number of excellent employees, good performance and healthy growth of the enterprise.