I spent a day reading this book carefully and patiently.
This book quotes many books and is worth reading.
Unified goal:
What kind of goals do you set? What are the requirements for goal setting?
1, pay attention to the medium-term goal; 2. Balance the relationship between facts and intuition; 3. The goal can be achieved.
What are organizational health goals? What is the measure?
1. The three key attributes of organizational health: internal consistency, efficient execution and continuous self-renewal ability can be expanded into nine key elements (3+4+2), namely, development direction, leadership, culture and atmosphere, responsibility, coordination and control, ability, motivation, external orientation, innovation and learning, each of which can continue to expand corresponding management practices, such as
2. Organizational Health Index (OHI)- On the left are health factors, and on the right are management practices and achievements (poor, average, excellent, etc.). )
3. Objective of organizational health: 37 management practices are higher than the post 1/4 standard (normal); And more than 6 of them have reached the former 1/4 standard (excellent).
From what dimensions to improve the organizational health index?
1, find the existing advantages of the organization; 2. Find the simplest management method; 3. Look for supplementary exercises.
What tools/models are used to improve the organizational health index?
1. Focus on one of four modes: leadership-driven, market-driven, knowledge-driven and execution-driven.
2. In this process, establish a wide range of cooperation alliances, enhance the sense of participation, and only with the will can we stimulate the gap in understanding the sense of responsibility.
Performance: Capability Platform-What are the core strategic capabilities? What is the current level of this ability?
1, the core strategic capability: people have no me, people have my superiority, and it is difficult to be imitated.
2. Ability evaluation and promotion can be analyzed from three aspects: technology (business) and management (structure, process, etc.). ) and behavior (training, people, etc. ).
Organizational health: the process of discovery-the internal driving force of extroversion behavior is psychological behavior, management practice is superficial on the iceberg, and mentality is hidden under the iceberg.
1. Pay attention to mentality: mentality determines behavior, behavior supports management practice, and management practice directly affects the health level of the organization.
2. Methods of evaluating mentality: step-by-step method (five whys), card/puzzle method and qualitative data analysis method (high-frequency word collection).
3. Pay attention to the important minority-in the process of discovery, we must find out the mentality that needs to be strengthened and consolidated, as well as the mentality that poses obstacles to organizational health. The trend of changing the barrier mentality is generally as follows: a. From transactional to relational; B. from individual type to cooperative type; C. From complaining to being responsible (execution → communication and coordination; Individual → team; Heteronomy → self-discipline)
4. Two modes of thinking: problem diagnosis and solution mode (from problem to solution) and constructivist solution mode (from advantage to solution).
There is no obstacle in the way forward.
Improve performance: effective combination of measures (both familiarity and time can be taken into account), and reasonable combination of measures are as follows: focus on familiar projects in the short term (1-2 years); Study unfamiliar areas in the medium term (within 2-3 years); Uncertainty of long-term (3-5 years) breakthrough
A persuasive story
1. What is a persuasive story? Not only good for individuals, good for organizations, good for society and good for customers.
2. How to tell a convincing story: A. The CEO clarifies the gap between the goal and reality step by step (strategic level) → the top managers disassemble to departmental goals → the middle managers disassemble to modular goals → the grassroots employees clarify specific tasks (tactical level); B. Continue to publicize and find typical positive feedback; Start with small things and integrate into daily behavior.
Strong mechanism support
1. Performance and health should be linked with rewards and punishments: the reward and punishment measures in different situations can be set from two dimensions: performance (failing to reach the goal, reaching the goal and exceeding the goal) and leadership behavior (roles and exemplary roles that need improvement and stability).
2. In the measurement of performance, draw lessons from the RICA matrix (defining the role of personnel in a decision/action, including the four roles of person in charge, approver, consultant and informant) to clarify the rights and responsibilities.
3. Make good use of non-material incentives, that is, jump out of market rules and influence people's behavior with social rules.
4. Improve the process, such as the process that needs cross-departmental coordination from the district to the headquarters, communicate internally offline first, and then reply online to avoid a long series of processes and reduce efficiency.
Skills training
1, learning by doing, different stages of learning: unconscious unskilled → conscious unskilled → conscious skilled → unconscious skilled.
2, in addition to professional skills training, but also need to strengthen management skills training, including interpersonal skills training.
3. In addition to internal learning, it can also be introduced from outside, including talent introduction and job rotation.
Paradigm priority
The top leaders make changes and drive the core backbone to make changes.
Performance measurement and organizational health improvement are carried out simultaneously. After listing the mentality and behavior that affect leverage and expectation, we can determine the measures to be taken to transform them into specific mentality and behavior under different leverage.
take action
Three-layer conversion structure
1. Clarify the theme of transformation.
2, clear the theme of performance and organizational health.
3. Measures to establish performance and organizational health
Double test and inspection measures
Strong sense of responsibility and market driving force (consistent desire to realize * * * knowledge)
Measure and evaluate achievements in performance and organizational health.
Ok, copy directly.
N Continuous improvement (changing individuals → changing others → changing organizations)
Performance: form a continuous improvement system.
1, internal knowledge * * * enjoyment, such as executive learning will share successful experiences and failed experiences;
2. The process of identifying and capturing improvement opportunities, such as focusing on product strength improvement and internal closed loop.
3. Learning methods to promote continuous learning, such as looking inward (internal advanced learning) and looking outward (external benchmarking learning); If you change it afterwards (restore the reasons for the failure of the offer and find the gap with the excellent), think ahead (preset the possible problems and patch them in advance)
4. Panel
Organizational Health: Balancing the Focus of Leadership
1. Discover the meaning: inspire others as well as yourself.
2. Change the perspective: follow up with a positive perspective.
3. Build relationships: seek support, whether long-term or short-term; Or extensive and close.
4. Actively participate: step out of the comfort zone and challenge the learning zone (the comfort zone is enlarged in the process).
5. Management experience: focus on key points.