So many people, every day to ask you what time, ask you how to do, you will eventually exhausted;
You’ll be very laborious and error-prone.
Why? Because there isn’t a clock on the wall.
You are everyone’s clock, and your decisions are everyone’s goals.
Good managers are “clock makers”.
The man-made clock is a clock of goal-based management.
What should I do now?Look at the target on the wall.
Am I behind schedule right now?Look at the target on the wall.
Can I get an award at the end of the year?Look at the target on the wall.
Such a manager is a good manager.
A sense of fairness in the middle and a sense of purpose at the top
What does that mean?
In other words, when you’re in management, the lower down you go, the more you care about security.
Insecurity is the feeling that you can’t protect yourself.
For example, I feel my position is not stable and I am at risk of being fired.
The median employee may no longer have to worry about security.
I don’t want to do this job, and I will find a new one soon.They don’t think about survival at all, so the median person cares more about a sense of fairness.
They care more: Why should He be treated like this, and I am not?What about people at the top?Employees at the top care more about a sense of purpose.
What is a sense of purpose?That’s the thing. Why are you doing this?What’s the reason for this?What’s the point?
Therefore, managers should take care of different emotions and feelings when facing different levels of employees.
As a manager, as a low-ranking employee, you have to give security;The median employee, you have to give a sense of fairness;At the top, you want to give a sense of purpose.
Employee’s personal interest and company’s interest
Make sure you have incentive compatibility
Incentive compatibility refers to the consistency between private interests and public interests.
Everyone has a selfish side, and if you have a system where the more selfish you are, the more money the company makes, it’s called incentive compatibility.
What happens if it’s incompatible?
Employees will sell things at very low prices or even at a loss in order to improve their performance and sell the products better.
For example: You bought some books and they arrived today.
The book delivery man tells you, “Next time buy as many books as you can and buy fewer of them.”
You don’t understand.
“We charge by the piece,” the Courier said. “Such a big box only earns $1.50.It doesn’t pay.”
There is no unified system for personal interests and company interests, which will lead employees to persuade customers to harm the company’s interests for their own interests.