How Are Executives Equipped With Employees And Promotions?

Drucker, a management guru, once mentioned that executives often fail to make decisions for their staffs and promotions. Statistics show that they only have 1/3 success in employing decisions, 1/3 is totally wrong, and 1/3 can only be said to be slightly effective.

He pointed out that if we are in other areas of management, we will never tolerate such a bad performance.

Every time I read it, I will shake my heart and then compare it with each other.

Fortunately, for many years in Germany, the success rate of decision making has not been stopped at 1/3., but it has also experienced many misunderstandings and lessons.

I remember that when I was just doing CEO, the understanding of talents was that I graduated from a famous university, a good English, and a German standard, that is, I could write a well written document.

I release words in the company, who has the ability to write the document, can not pick out more than two errors in 30 seconds which do not conform to the company's documentation standards, and enhance him.

This promise means Xie Zhiqiu: English and documents are equivalent to the qigong method of Wugong for foreign companies. They belong to the basic skills of standing in a pile. The documents can be clearly structured, logical and have no small oversight. Their thinking should be complete and rigorous.

While writing a document can consider the reader's feelings, it means that its EQ should be good; a person can quickly pursue details and perfection in daily and basic things, and his driving force for achievement should be higher than that of ordinary people.

I remember that when we enrolled two famous college graduates, all of them studied computers, and they were good at English. One of them was also the chairman of the student union of the school. It was very ambitious and talented, and continued to work overtime for thirty or forty hours as a regular meal.

On the other hand, in the submitted self-assessment document, I failed to make mistakes in 30 seconds, and the whole self analysis was justified, changed, and organized.

But the development of the latter two is not exactly what I expected. The former one, though passionate and even able to solve problems creatively, has no perseverance. After working overtime for thirty or forty hours, it often has to be decadent for twenty or thirty hours.

After one or two years in the company, he came back to business once he failed to go out of business. He didn't wait to go out to help his brother's business. Later, he heard that he owed a debt and was not very successful.

These second, however, are unhurried and leisurely. Even once we finished a project, I was in a state of strength. He was not technically able to help, but he was very aggressive and gave me a shot in the arm to support the project.

Finally, he was able to become a manager, senior manager, director and vice president in nine years from the assistant manager. After I left, I became a successor.

Last year, at his wedding, I mentioned his documents in the word of marriage, and the spiritual strength he gave me that night.

He gave his original document, which was kept for nine years, as a wedding gift, so that he and his family felt great emotion.

Over the years, I have tried to retain the annual assessment and analysis files of every key employee of our company, like a psychologist, so that people can make decisions on the basis of a deep understanding of everyone.

Later, I had superstitious people with high academic qualifications and fame or large companies, but found that highly educated people are usually only proficient in learning and certification, but are not good at dealing with people. The ability to solve problems is not necessarily equal to academic qualifications and certificates.

The employees coming from famous companies often deeply immerse the culture of the original company. The biggest problem is whether they can integrate into the company culture and value system.

I once recruited a person from the top company to be the director of our company. Before I came in, I did background checks, and his former leaders warned me that he was not available.

But I made a wrong decision and decided to appoint.

Now I want to come, one is conceited, I think it may be his original superior leadership is insufficient, I can control; two is influenced by Cao Cao's employment view, the only advantage is to use it; three, I want to try to add some differences and richness in the team combination.

As a result, the performance of the person has always been bad, and the values deviated from the company seriously, thus becoming the opposite of all team members.

During his two years in the company, every time I think about how to solve this problem in long distance running, I need to show his good qualities to his positive psychology, so that I can keep his sunshine when I see him on the second day's work.

Over the years, I have learned from my experience that we need to have a thorough knowledge of people's knowledge in addition to analyzing and understanding ourselves.

Whether it is the Oriental dress, the ice mirror, the western character, EQ, psychoanalysis, face, body language, FBI lie psychology, etc., as long as there is a chance to contact, I always spend time studying in depth, only to improve the success rate in the decision making of the user.

But neither the eastern intuition rational method nor the western scientific rational law can achieve perfection; of course, more often than not, it is not necessary to achieve perfection.

Selecting a candidate is a profound learning and must be lifelong learning.

Encountering problems is not a good leader.