People are the connection point between strategy and execution. After the strategy is determined, cadres are the decisive factors of the success or failure of the strategy. Finding and cultivating "suitable people" and playing through market-oriented incentive and constraint mechanisms is the key to implementing it.
1, "People and people are united" is the "suitable" person
Understand that the organization needs to put people into the organization and environment, rather than splitting them. It is illusory to talk about execution without the people in the organization. Just like a company wants to expand a new business, but there is no suitable person to execute it, you can only think about it, and it will never be implemented and cannot be done well.
In actual work, there are many phenomena of seeing things but not seeing people. We believe too much in the role of the traditional system and ignore the choice of key leaders. We don’t spend enough time and energy on this. The reason why many business expansion has not made much progress, the reason why many investments have poor performance, and the reason why some major reforms have not had good results is that the right people responsible for implementation are not in place.
For example, in hotel groups that are exported to manage, we often see some hotel groups quickly recruit general managers after getting a project. As a result, the general manager has no understanding of the strategy and operation system of the hotel group. The result of rushing into battle is still the general manager who can't play a system role and cannot create better value for the owners. It turns to take this project today and lose it tomorrow, which has caused many conflicts between the hotel group, the hotel general manager and the owners. Usually, we do not pay attention to the training and reserves of hotel general managers, but instead cramming temporarily. It is difficult for the development of hotel groups to enter a virtuous cycle.
Not only does it require someone, the key is to have "suitable" people, especially the "leaders" of the company.
"Suitable" people need to have innovative consciousness, competitive consciousness, risk consciousness, moral consciousness, , rational thinking, humanistic spirit, scientific responsibility and strong resilience.
"Fine" people are 20% talent + 20% effort + 60% education. Basic education first widens the gap between people, the degree of hard work further widens the gap, and the difference in natural endowments goes further. Therefore, whether you can succeed and whether you can become a "suitable" person needs to be judged comprehensively.
This is a very high requirement and a difficult and hard job. It requires both acquired efforts and talent. Innate wisdom is very important. True entrepreneurs are scarce resources and micro-drivens of economic growth. They should be fully respected by the whole society.
When formulating strategies, companies often pay attention to the business, but do not see people, and do not pay enough attention to professionals, especially the "leaders", and lack of talent strategies that match business strategies will affect the final realization of the strategy.
Choosing and appointing cadres who agree with strategies, work actively, and implement strategies dynamically will often achieve twice the result with half the effort. Sometimes the strategy itself is not clear enough, and there are even times when it goes off the wrong path at the beginning, but if there are suitable people, they can not only correct the deviations in execution, but also achieve better goals for the company. Unfortunately, some leaders often require their subordinates to obey and implement absolutely. Subordinately, they are prone to fail. The phenomenon of " reverse elimination of " has become increasingly common. We see that some wealthy real estate companies have been committed to developing the tourism market in the past few years, not only developing travel agency business, but also developing hotel business, theme parks and comprehensive tourism development. They have recruited many professionals with high salaries, but they basically failed in the end. It is estimated that a considerable number of projects will eventually fall into the embarrassing situation of selling.
This is caused by many reasons, both macro and micro, both objective and subjective.From a micro and subjective perspective, on the one hand, it stems from the different concepts of real estate companies and tourism companies. One is to make quick money and the other is to continue operating; on the other hand, whether to truly find a suitable leader and whether to tolerate the leader to calm down and build capacity for a longer period of time is a huge challenge. It takes time to build a platform, strengthen management, and build a brand, rather than being forced by short-term performance. How to balance the relationship between short-term performance and long-term capacity building is the "suitable" person, and there are very few such people.
The Chinese people pay attention to the "harmony between man and nature" and pursue the state of "the world and the earth are born together, and all things are one with me". This is a very important philosophical idea. If people and company development can be integrated, the company will have a future. We must be comfortable and labor-saving when riding a horse, and we must "integrate man and horse"; we must control the car well when driving, and we must "integrate man and vehicle"; we must do something well, and we must "integrate knowledge and action". The way is simple, conform to the time of heaven and earth, correspond to the trend of the times, and conform to the company's development strategy. Taking this as a starting point, personal development echoes the key work, all work will be more efficient and better results will be achieved.
"The right" people can "integrate people and work together" and integrate organizational goals and personal goals.
Not to be enemies with trends, and following the times is a basic creed.
2. Strengthen the performance management of people
. Implement in an organized manner. There are suitable people in the organization to execute. This is just the beginning. There must be effective, comprehensive and market-oriented performance management and timely deviation analysis. This is an incentive and constraint means to ensure execution.
According to organizational goals and human behavioral laws, we stimulate people's motivation through various methods, and then burst out with enthusiasm, initiative and creativity. This is motivation. At the same time, standardize people's behavior, conduct deviation analysis, and continuously correct directions, which is a constraint. Motivation and constraints are an effective baton that ensures advance towards established goals.
It is necessary to have strong incentives, hard constraints, and carrot sticks at the same time. If you are rewarded, you will be jealous, and if you are punished, you will be punished with heartache. If you are not painful or itchy, you will not have the effect of motivation and restraint. According to reports, when Formosa Plastics Group issued the bonus for that year, many people couldn't believe it, which was a great incentive for employees. In the process of pursuing management rationalization, Formosa Plastics Group has been constantly pursuing its roots and continuously improving with the spirit of stopping the best, which also puts employees in a very stressful way. Employees may not necessarily do a good job assigned by the leader, but they will definitely do a good job of rewards and punishments. This is the role of the baton.
Strong motivation and hard constraints are not simple, rough and willful. Some leaders have a hot temper, and they are swaying and using their temper to cover up their abilities is often a manifestation of fragility. Because truly powerful people are confident, and confidence will be gentle, and gentle will be firm. Every day, I have a hideous face, fighting and killing. I have to hold this accountable today and that accountable tomorrow. I rely on authoritarian , not authority. Do you think it is self-confidence?
We often say that we should give children a relaxed growth environment and allow children to make mistakes. Only when entrepreneurs grow up will they have more creativity. The prosperous times in history are times of rest and recuperation, and are times of inclusiveness and openness. The same is true for a company. If everything feels tight, it just checks in, checks, and holds accountable every day, and lacks humanization, will such a company still innovate? Can there be sustainable development?
Motivation and constraints can play an important role not only through material, spiritual and information aspects. "A good word warms up in winter, and a bad word hurts people in June." Whether the leader can say a good word may become a motivational factor for .
I remember many years ago, when I was managing a company, many of the leaders' children were abroad. They often contacted them on long-distance internationally. At that time, there was no WeChat, so the phone bill for one person was over thousands or even several thousand yuan per month.After knowing this situation, when I opened an office meeting, I criticized the office and asked them to tell him the fees for each leader every month. At the same time, I also told me to provide better services to the office and make information more transparent. As a result, since the second month, no one had a phone bill of thousands of yuan. During this period, no leader was criticized and no one was hurt. The office was just a "scapegoat" who was criticized, and there was no pressure, but the cost was effectively controlled.
Different incentive methods are required for employees at different levels, and if mismatched, they will not play the role of incentives as they should be. For example, for the company's senior management, the focus is on long-term incentives, a platform for career development and corresponding respect; for the middle management, it is mainly an incentive for the combination of long-term and short-term, and the growth channel is more important; for the grassroots employees, more cash incentives and clear growth paths are needed.
Effective motivation should make employees at all levels believe in themselves, which can stimulate employees' sense of ownership, enhance their self-drive, and truly love their work. Every morning when I wake up, I go to work happily, instead of having a headache when I think about going to work, I come to the office every day with a thorn in the middle of the day.
The overall research on incentives and constraints of tourism enterprises is not enough. This is a very important mechanism construction. We often don’t put much effort into the construction of mechanisms and are accustomed to “ruling man” and do not form an effective incentive and constraint mechanism for managers and employees at different levels. The mixed ownership reform that is being implemented now is an important purpose, and it is also a hope to promote more market-oriented mechanism construction through institutional changes.
A good mechanism is a good foundation, worthy of management's efforts and a test of management's capabilities. An effective incentive and constraint mechanism is the guarantee of strategic implementation, which will stimulate the potential of employees at all levels, allowing employees to experience the personal value contribution in the process of strategic implementation, thereby ensuring the realization of established goals.
We see that when some foreign tourism companies formulate management incentive plans, they have very good incentives to the main managers. Often the top three main managers take away the vast majority, and can grasp the key few and effectively play the role of human capital. The company's incentive policies at all levels are also very clear, unlike some of our tourism companies, which do not pay enough attention to the role of human capital and lack incentives and constraints on major managers. The incentive policies are more casual or ambiguous. Take one step at a time and balance them according to the impression of leaders at the end of the year. In essence, it is still a "big pot rice".
If performance management cannot move towards science, it will eventually be easy to lead to personal dependence and even form different factions within the company, thus breeding formalism, bureaucracy and mountainism. The British colleagues who are good at institutions have many effective and referenceable practices in terms of incentives and constraints, which are worth learning from.
Some people say that the work cannot be implemented, and there are only three reasons: one is insufficient understanding, the second is insufficient ability, and the third is insufficient execution. This summary is very good, but the implementation in practice is much more complicated. It is a systematic project, especially the problem of "skills" and "tools" in the execution process. This can be learned and cultivated. Having the correct methods and tools is a strong guarantee for implementation, not just determination and slogans.
Personnel cannot be mismatched. Managers should be attentive in their work, constantly discover the strengths of employees at all levels, and be able to use their strengths, so that each person will be more suitable for their position. There are many mismatches in the work. One of the important reasons is that managers do not plan for others, and do not pay enough attention to the most important factor of people, and do not understand much. Similarly, motivation cannot be mismatched. Different motivation methods are needed for leaders and employees at different levels, so that they can achieve twice the result with half the effort.
No matter how good the vision and the best strategy are, it is just a blueprint. It is execution that allows us to dream come true, otherwise the blueprint will only turn into white paper. If you want to do things, be able to do things, and get things done, and don’t have any trouble, this is the real ability.
Author original article link
How to break a new path for hotel catering
Three risks of corporate strategy
New strategy of tourism enterprises in the digital era
State the three goals of corporate strategy
How to win in tourism enterprises: Clear strategy (I)
State the three goals of corporate strategy
How to win in tourism enterprises: Clear strategy (I)
How to win for tourism companies (I) The power of focus
How to win for tourism companies: The value of the brand
Things are different: the epidemic reshapes the tourism industry
The tormented tourists, let’s go by yourself
Wild lilies also have spring, is there any spring for travel agencies
Where should the "death" of tourism companies under the epidemic?
Strengthening Research on the reconstruction of the tourism industry structure under the background of digital economy
