Chapter 29 Chapter 29 Rewards and Punishments Must Be Clear

Sun Wu went to see He Lu, king of Wu, and talked with him about leading troops to fight, and he spoke clearly and logically.King Wu thought to himself, "What's the use of talking about soldiers on paper, let me test him." Then he had a problem and asked Sun Wu to train concubines and maids for him.Sun Wu selected a hundred court ladies, and made the two favorite concubines of King Wu the captains. Sun Tzu explained clearly the essentials of the formation training, but when the password was officially called, the women laughed and made a mess, and no one listened to him.Sun Wu explained the essentials again, and asked the two captains to lead by example.But as soon as he shouted the password, the maids still didn't care, and the two favorite concubines who were captains even bent over with a smile.Sun Wu said sternly: "This is a martial arts arena, not a royal palace; you are soldiers now, not court ladies; my password is a military order, not a joke. If you don't practice according to the password, and the two captains take the lead and don't obey the command, this is a flagrant violation of military law." , should be beheaded!" After speaking, he ordered the warriors to kill the two favorite concubines.

The arena was suddenly silent, and the maids were so frightened that no one dared to make a sound. When Sun Wu shouted the password again, they stepped in unison and moved in unison, truly becoming well-trained soldiers.Sun Wu sent someone to invite the King of Wu to inspect it. The King of Wu was regretting the loss of his two concubines. He didn't have the heart to watch the maids practice. He just sent someone to tell Sun Wu: "I have learned the way of leading troops, sir. The army under your command must be disciplined." Strict, able to win battles." Sun Wu didn't say nonsense, but started from Lixin, in exchange for the effect of strict military discipline and imperative orders.

Compassion does not control soldiers, and leaders should adhere to correct principles.Although the result of the implementation may be to offend some high-level people and cause your own job to be lost, but if your policy cannot be implemented, your future is also bleak. Within the company, heroes should be praised, and losers should be punished. Only when rewards and punishments are clearly defined can employees be moved and progress forward.In the Han Dynasty, Xiang Yu and Liu Bang had completely different personalities.Xiang Yu is a brave general who believes too much in his own strength.When you win a battle, you take all the credit for yourself, and don't recognize the credit for your subordinates.Although Xiang Yu beat Liu Bang in every battle, there were many people who were dissatisfied with him and went to join Liu Bang.Although Xiang Yu had the advantage in force, he gradually lost his companions, was chased by the Han army, and lost his life.Besieged on all sides is the story at that time-the tragedy of a general who forgot rewards and punishments.

Someone once said: "Show him, tell him, let him do it. If you don't praise him, he won't do it." People who appreciate and have high self-demand will be dissatisfied with their own high performance and may leave the company if their boss does not express anything.What's more, those who care about the company are all benefactors of the company.If they should be rewarded but not rewarded, even if they do not have the courage to leave the company, they will lose their enthusiasm for doing things and lower their morale. This is the consequence of not rewarding them for their merit.

At the same time, company employees must be punished for mistakes.The enterprise is neither a prison nor a juvenile correctional school. After all, it is to achieve organizational goals, and the issue of punishment should be considered from the perspective of where there are results.The main point of management is that punishment includes punishment, demotion, dismissal, salary reduction, suspension of business trips, notices and warnings, etc.Except for the so-called criminals such as misbehavior, theft and fraud, based on good faith, it is better to deal with the seriousness of the circumstances as much as possible.If the starting point is good faith, and seek to actively fulfill the responsibility, even if the action caused a mistake, it is better not to punish.If severely penalized for doing so, employees will be afraid to do anything for fear of failure.Furthermore, in principle, it is better not to punish those who make mistakes and report the facts in a timely manner and make corrections quickly.

It is important to try to approach the situation with discretion.A chairman of a large company said: "Indeed, if the situation is considered, some people other than myself may be dissatisfied, saying that our company is too loose and does not punish mistakes. However, for this kind of dissatisfaction If you want to choose one of the casual and heart-shrinking severe punishments, I will choose the one that takes into account the circumstances.” Because the purpose of punishment is to guide the actions of the constituents and promote the achievement of organizational goals rather than revenge.Of course, those who execute punishment must know this principle, and practitioners should also understand it thoroughly.

Next, let’s talk about the circumstances under which employees should be rewarded.In principle, rewards should be given to employees who have one of the following performances: Those who have made achievements in completing work tasks, improving product or service quality, saving money and energy, etc. Inventions, technological improvements, or reasonable suggestions have been made in production, scientific research, process design, product design, and improvement of working conditions, etc., and have achieved success or remarkable achievements. Those who have made remarkable achievements in improving enterprise management and increasing economic benefits, and have made great contributions to the enterprise.

Contributing to protecting public property, preventing or saving accidents, and protecting the interests of enterprises and employees from losses. Observing discipline for a long time has a motivating effect. Has always been loyal to duty, active and responsible, honest and honest, self-restraint, outstanding deeds. Others should be rewarded. The success of an enterprise depends not only on strict system management, but also on the participation awareness and self-management level of all employees.Many well-known enterprises adapt to the requirements of the times, adopt modern management methods from "system management" to "self-management", and gradually implement the transformation from "I want to do it" under the constraints of the system to a highly conscious "I want to do it".

Microsoft has emphasized "discipline" since its inception, and there are clear regulations everywhere. The system of going to work every morning is the best example.The working hours start at 8:00 a.m. every day, and those who report after 8:05 a.m. have to sign on the "Hero List" and be charged with being late. Even if you worked overtime until midnight the night before, the next day's work time is still 8:00 a.m. point.This is somewhat contrary to the United States in the 1970s when hippies were prevalent and individual hedonism was paramount, but it continues to this day and remains the same.

The company emphasizes that the main purpose of going to work on time is to ensure that everything can start on time, such as company meetings, reports, project progress and the most important "delivery time". Gates, the president of the company, is the biggest contributor to the implementation of discipline management. His personality of strictly abiding by discipline often wins praise from others.He goes on dates with other people and is not late.In addition to being punctual, his stamina and willpower are also amazing. Once he decides what to do, he will overcome all difficulties, go all out, and never give up until he sees the final result.Gates' strict and powerful style of work has made the management of the entire company strict and disciplined. From manufacturing, engineering, finance to marketing departments, everything has clear norms, and even the company's messages are divided into different levels. Everyone follows this standard And go.Many companies attach importance to human management and use the slogan of emphasizing employees. Only Gates emphasizes discipline above everything else. This experience and method of emphasizing self-management makes Microsoft's corporate culture unique.

Intel pays special attention to teamwork. Anyone who is not punctual will affect other members of the team and cause waste of company resources. Therefore, punctuality has become the first norm of discipline requirements. Pursuing happiness and avoiding pain is a human instinct.In view of this, the design of the management system also introduces two means of reward and punishment.Rewards are an inspiring force, while punishments are a restrictive force. The zone between rewards and punishments is the space for leaders to run wild.However, under the influence of the popularity of humanized management recently, many leaders attach great importance to the use of the reward system and neglect the punishment system.The specific manifestation is that compared with the reward system, the number, methods and strength of the punishment system have been reduced, and some punishment systems have even become a dead letter and cannot be implemented at all.This practice of voluntarily giving up punishment is undoubtedly a poison in management. After a long period of time, its harm cannot be underestimated. At the end of the year, an insurance company is still far from completing the annual task target.In order to complete the task, the general manager ordered not only to put pressure on the front-line salesmen, but also to require all the back-office staff to undertake certain business indicators while doing their jobs well, and stipulated the indicators that everyone must complete. lower limit.In order to ensure the fulfillment of the tasks, the general manager has also formulated reward and punishment measures. Those who over-fulfill the tasks will be rewarded generously according to the amount, and those who cannot complete the lower limit of the tasks will be punished.In the end, the company "sprinted" successfully and completed the task on schedule.Judging from the overall situation, some capable subordinates overfulfilled their tasks, and some performed well.However, a large part of subordinates only completed the lower limit of the task under pressure.There are also some subordinates who failed to complete the task due to various reasons.A handful of subordinates didn't even take any action at all, and their performance was a "blank slate." The general manager knew that if the rewards were not honored, his subordinates would definitely be dissatisfied. Although the expenditure of exceptional rewards this time greatly increased the company's operating costs, he still rewarded them on merit and honored the rewards one by one according to the standards set in advance.As for those subordinates who did not complete their tasks, the general manager thinks that they are not the majority after all, and now that the company's overall goal has been achieved, from the perspective of being kind to others, there is no need to make things difficult for subordinates, and the punishment measures formulated in advance will not be able to do so. It's over. The general manager didn't want to make things difficult for his subordinates, but some of his subordinates did not want to make things difficult for him.In this case, the subordinate who was rewarded for overdoing the task and the subordinate who underachieved and got away with it were both happy.But most of the subordinates who just completed the task indicators were not happy.Under the company's high-pressure policy, they put in a lot of effort and overcame many difficulties before barely completing the task.But their rewards are the same as those of those who are not enterprising, steal and play tricks.Although many people did not dare to express their opinions to the general manager, they secretly made a decision. If there are similar incidents in the future, they must learn from these colleagues who have not completed their tasks.The general manager who was kept in the dark didn't know that due to his so-called "humanized" management error, the punitive measures in his company had virtually failed as a binding force.Moreover, this effect serves as a strong signal that non-compliance goes unpunished, which will have a negative effect on the organization over a long period of time. In fact, this is related to the leader's concept of reward and punishment.Many leaders use rewards as the antithesis of punishment.The same is true for the general manager in the above case.In his mind, not punishing those who did not complete the task is equivalent to not rewarding.In fact, the opposite of reward is not punishment, but no reward.Likewise, the antonym of punish is not to punish.The hierarchy of the reward and punishment system should be like this: punish, not punish, not reward, reward.In other words, both rewards and punishments are relative. When the reward is not rewarded, it is equivalent to punishment, that is, implicit punishment, and when the punishment is not punished, it is equivalent to reward, that is, implicit reward.Leaders generally see explicit rewards and punishments but not implicit rewards and punishments.In the above case, the general manager just "rewarded" the lazy and slippery subordinates invisibly, which aroused the dissatisfaction of the hard-working subordinates. It is of course in line with human nature to use more incentives and rewards for management, which is understandable.However, this should not be premised on reducing or weakening the use of restrictive punishments. The two are not contradictory, but complementary.Only when a leader correctly understands his own concept of reward and punishment, can he handle rewards and punishments with ease, establish a reasonable rewards and punishment system, and make sure that rewards and punishments are clearly defined is the main content of personnel management. Punishment is a very serious matter. Before a leader makes a decision to punish a subordinate, he must take a responsible attitude to find out the facts, reasons, results, and even every detail of the mistake, and then make the mistake based on whether there is a motive for making the mistake. The consequences, correcting the wrong attitude and other objective conditions determine the way of punishment.Leaders must never listen to hearsay, catch wind and shadow; nor can they listen to the reflections of individual people, or attack one point rather than the rest. Punishment, also known as punishment or punishment, usually includes administrative disciplinary action and economic punishment.Punishment, like reward, is also a method of motivation, and its purpose is to limit, stop or correct certain incorrect behaviors.Merit must be punished, laziness must be punished for diligence, mediocrity must be punished for performance.Only rewarding but not punishing will not arouse the evil and promote the good, and it will not be able to distinguish right from wrong, distinguish between merit and demerit, and mobilize enthusiasm.Compared with rewards, punishment is a leadership art that is more difficult to use. If it is mastered well, it will play an equal or even greater role than praise; if it is not mastered well, it may also hurt people's feelings and affect the enthusiasm of subordinates.Therefore, leaders should pay attention to the accuracy of punishment, the punishment should be fair and reasonable, the punishment should be based on care and love, the punishment should be less, the punishment should be timely, and the first punishment should be cautious. The so-called fairness is to embody the principle of equality for all. Those who make equal contributions should be rewarded equally, and those who make the same mistakes should also be punished in the same way.That is to say, leaders should treat subordinates equally, and everyone is equal before discipline.The ancients said: "The prince breaks the law and commits the same crime as the common people." Zhuge Liang in the Three Kingdoms period summed up three principles for implementing punishment: one is strict, the other is fair, and the third is persuasion.These three points are the criteria for judging whether the punishment is appropriate.And "flat" is the core of these three points.Peace and injustice mainly depends on the leader's attitude towards his relatives, cronies and close people.Some shrewd leaders in ancient times understood this truth well, and won the hearts of the people by punishing their relatives without avoiding them.As a modern leader, we should have the awareness of publicity and forgetting selfishness and the mind of punishing relatives without avoiding punishment.If you don't distinguish between right and wrong, vary from person to person, and blindly protect your own people, the leader will lose his prestige.The so-called reasonable means that the punishment should be punished with a certain degree under the premise that the punishment is well-founded.According to the circumstances and consequences of making mistakes, the criticism should be criticized and the treatment should be dealt with.Generally speaking, as long as the mistake is not too serious, it is not appropriate to give heavy punishment.Especially for the mistakes or failures of the subordinates in the independent exploration, if they can not be punished, they will not be punished, and more should be given enthusiastic encouragement and specific help. Punish fewer people or things.Punishment is imposed only when it must be imposed.If punishment is commonplace, people will take it lightly.As the saying goes: "If there are too many lice, don't bite, and if there are too many debts, don't worry about it." For example, if a person receives several punishments, he will simply fight it out.In a unit, when a certain bad tendency has become a common phenomenon, the punishment should be especially cautious, and the "key people" can be dealt with first. If there are too many people punished, everyone's sense of pressure will be less, and sometimes it will make the punished People gather together, which is not conducive to their critical education.Therefore, those who can be punished may not be punished, generally they will not be punished, and those who can be light or severe, generally should be given a lighter punishment. Leaders do not punish for the sake of punishment. The purpose of punishment is to educate and help people.Therefore, we must start from the perspective of caring and caring, and adhere to the policy of "learning from past mistakes to avoid future ones, curing diseases and saving patients", so as to achieve the goal of clarifying thoughts and uniting comrades.Leaders should refrain from being condescending and domineering when punishing others. Instead, they should be kind to others, understand them with reason, move them with emotion, and do more "empathetic understanding", that is, compare their hearts with their hearts and put themselves in the place of the person being punished. think about it.Only in this way can the target of punishment feel convinced, be punished without complaint, and the purpose of punishment can be achieved. Punishment in a timely manner means that once a violation of the law and discipline is found, it should be punished immediately, without ambiguity.In this way, immediate results can be obtained, and those who violate the law and those who have not violated the law can immediately see the harm and loss of not obeying the law, and play a warning role.Otherwise, it will be difficult to be effective if it is loose and loose and changes with time. The first punishment refers to the first criticism, punishment, etc. that a person receives in a unit.The first punishment as the first impression will have a greater impact on the subordinates' emotions and work in the future.Generally speaking, the first punishment should be carried out individually, and it is not appropriate to publicly call names; as long as the mistake is not too serious, the punishment should be light or not severe; the language should be gentle and not harsh. Punishment is generally divided into four ways: criticism, disciplinary action, economic penalty and legal sanction.No matter which method is adopted, method and art must be paid attention to in the implementation. To correctly handle the relationship between teaching and punishment, teaching should be more important than punishment.Punishment is not the purpose, but to better educate subordinates and mobilize their enthusiasm.Therefore, it is necessary to focus on prevention, combine prevention with punishment, and combine education with punishment. Punishment cannot be punished for the sake of punishment.From the purpose of educating people, saving people, and mobilizing people's enthusiasm, education and punishment should be closely combined.We must insist on ideological education first, and punishment second; we must insist on giving priority to ideological education and supplementing it with punishment.When imposing punishments, it is necessary to "lift heavily and lay down lightly". Usually, education is strict, punishment is lenient, ideological criticism is strict, organization and handling are lenient, and education is heavy and punishment is light.If the leader does not give a warning before the punishment, it will inevitably make the subordinates feel that they will be punished without fault, which will make people panic, and then turn away from morality.Therefore, the leader should teach first and then punish, and teach more and punish less. This will not only reduce the number of people who make mistakes, but also convince subordinates. To correctly handle the relationship between law and punishment, there must be law before punishment.Rewards are based on merit, punishments are based on fault.Law is the rule that defines people's behavior, the means to maintain the order of people's normal life and work, and the basis for judging the size of people's faults.Therefore, there is punishment after there is a law.Without decree punishment, there will be no standard, and there will be no real punishment.Therefore, before imposing punishment, the leader must first formulate relevant laws, so that subordinates have clear rules of action and forbidden boundaries, so as to consciously maintain normal work order.Only then can violators be punished according to law.Otherwise, it will not be enough to warn and convince the public, and it will be difficult to achieve the purpose of punishment. To correctly handle the relationship between leniency and strictness, one must be moderate in leniency and strictness.Leaders should treat subordinates who make mistakes with leniency and strictness like a doctor treats a patient. According to the condition, find out the cause and explain the degree and severity of the harm.As a leader, you must strictly control the degree of punishment.In actual work, we must analyze the nature and circumstances of the violations in detail, distinguish whether they are accidental or consistent, examine their consistent performance and attitude of admitting mistakes, and analyze relevant issues comprehensively and historically.According to the size, nature and degree of harm of the mistakes, they are treated differently. Those who need economic punishment should be punished economically, and those who need political punishment should be punished politically. Some mistakes should be treated with leniency.All in all, blindly being too lenient or too strict, too light or too heavy, will weaken the effect of punishment.If it is too lenient, it is not enough to stop bad behavior; if it is too strict, it will cause rebellious psychology, not only will it fail to punish, but it will be counterproductive.Leaders should be lenient and strict in dealing with people and things, and they should not proceed from their own subjective likes and dislikes, let alone act emotionally.It should be achieved that "those who should be rewarded will be recorded even though they have hatred; those who should be punished will be reluctant to part with their father and son."Only when a leader is unselfish, proceeds from reality, and is lenient and fair can he effectively mobilize the enthusiasm of his subordinates. To correctly handle the relationship between punishment and reason, it is necessary to understand the reason after punishment.After the punishment is honored, neither administrative disciplinary action nor economic punishment can replace the necessary ideological and political work.Some leaders deal with the bad behavior of their subordinates with punishments, fines, or withholding bonuses at every turn, and use punishments instead of teaching. As a result, adverse effects have been caused, and in some places, antagonism between leaders and the masses has also been caused.After the necessary punishment is made, the matter is not over. It is necessary to keep up with the ideological work, point out specifically where he is wrong, help him find the ideological root of his mistakes, let him truly understand his mistakes, and strengthen his determination and determination to correct his mistakes. Confidence, and create conditions for it to correct mistakes. To correctly handle the relationship between punishment and emotion, emotion and punishment must be blended.As the saying goes: Ruthless may not be a real hero.Leaders should also respect, understand, and care for subordinates who are at fault. They should care about their actual lives, solve their problems, and let them fully experience the warmth of leadership.But this cannot be at the cost of losing principles, that is to say, we must be humane without losing our principles.Otherwise, those who break the law and discipline will not be brought to justice, but will use "emotion" as a bargaining chip to cover up the cover, take care of relationships and face, not criticize what should be criticized, and not punish what should be punished, and make big things small and small things small. In the end, let it go, this will not only fail to enable subordinates to learn lessons and take them as a warning, but will also encourage unhealthy tendencies, lose the seriousness and deterrent power of systems and laws, and reduce their own authority and appeal.Therefore, human touch must not be vulgarized.We need to talk about human touch, but we need to talk about principles.Talking about human feelings can only be more effective, educational and appealing only under the premise of adhering to principles. A cleaner in a large company in South Korea was originally the most overlooked and despised character, but this person, when he discovered that the company safe was stolen one night, fought desperately with the thief. In the end, Protected company property.Afterwards, when everyone celebrated for him, they asked him his motivation, but his answer was unexpected.He said: When the general manager of the company passed by him, he would always praise him, "You sweep the floor so clean." Such a simple sentence moved the subordinate deeply, and he devoted himself wholeheartedly to the company. Mary Kay, president of Mary Kay USA, once said that there are two things in the world that people need more than money and sex, and that is recognition and praise.Money is not omnipotent in mobilizing the enthusiasm of subordinates, but praise can just make up for its deficiency.Because everyone in life has a strong sense of self-esteem and honor.Your sincere praise and approval of them is the best recognition and emphasis on their value.Leaders who can sincerely praise their subordinates can satisfy their spiritual needs and stimulate their potential talents.The best way to impress people is sincere appreciation and kind praise. Once upon a time, there was a prince. He had a famous cook under him. His specialty was roast duck, which was loved by everyone in the palace, especially the prince.But the prince never gave the chef any encouragement, which made the chef unhappy all day long. One day, the prince had a visitor from afar, and he hosted a banquet at home to entertain the distinguished guests. He ordered several dishes, one of which was the prince's favorite roast duck.Chefs follow orders.However, when the prince gave a duck leg to a guest, he couldn't find the other duck leg, so he asked the chef behind him, "Where did the other leg go?" The chef said: "My lord, all the ducks raised in our house have only one leg." The lord was surprised, but he was inconvenient to ask because of the presence of the guests. After the meal, the prince followed the chef to the duck cage to find out what happened.It was night and the ducks were sleeping, each with only one leg showing. The chef pointed to the duck and said, "My lord, don't all the ducks in our mansion have only one leg?" After hearing this, the prince clapped his hands loudly to wake up the ducks. The ducks were awakened on the spot and stood up. The prince said, "Don't all ducks have two legs?" The chef said: "Yes! Yes! It's just that you only have two legs if you clap your hands!" The only effective way to keep people in the best state of displaying their talents is to praise and reward. Nothing can stifle people's enthusiasm more than being criticized by their superiors. Motivational rewards are very important when subordinates are depressed.As a leader, you should often praise those who have achieved good results in public places or give some gifts to those who perform exceptionally well to encourage them and motivate them to continue to struggle.A small investment can be exchanged for several times the performance, why not do it? Everyone in the organization wants to see how important they are to the outcome of the organization, and everyone wants to move things in a positive direction because of their participation.As a leader, making a positive evaluation of the efforts of subordinates, even if it is only casually mentioned, will have a great positive impact on the work of subordinates, and it will also play an inestimable role in cultivating the loyalty of subordinates. As a leader, you must consciously and positively evaluate the work of your subordinates.Don't wait until the end of the work, the results or the year-end review to praise your subordinates. If you affirm the efforts of your subordinates in a timely manner during the work, it will actually be an extra impetus for the work of your subordinates.Under the guidance of this emotion, there may be a qualitative leap in the final results of work, continuous affirmation in work, and the dedication of subordinates to the enterprise. The senior account director of an advertising company recently quit and gave up his easy-to-get double salary and year-end bonus at the end of the year.When talking about the reason, he said, "I have worked here for 3 and a half years, and I didn't go back until 12 o'clock in the middle of the night every day. The business volume increased several times, and the boss didn't even have the time to enjoy a meal." The boss is a failure.The salary he offered was no less than outside, but he couldn't keep the hearts of his subordinates.On the contrary, the head of a small studio that is too small to be considered a company is very good at getting along with his subordinates, eating a small wonton together today and buying some snacks tomorrow.Everyone has shared joys and sorrows together, and now it has been almost a year, and no one has left the job.The company's development prospects are bright.Eating a bowl of wontons with the boss is sometimes more exciting than eating a bowl of bird's nest alone.The bosses of some big companies often just don't understand this truth, or even if they understand it, they pretend not to understand it.After all, the company is owned by someone else, and I am just an executive officer. I have spent so much time and energy in it, so do I need to invest in feelings? Everyone hopes that he is indispensable, not the kind of person who is dispensable.Among the many Chinese characters, people are most interested in their own names. Someone once did an experiment and asked some people to write a few characters casually. As a result, nearly 80% of the people wrote their own names.Let everyone feel important, sometimes only in small things.Napoleon had a habit of walking around the barracks, and he could call all the officers under his command by name.When he met a certain officer, he would greet him by name, talk about a certain battle the officer had participated in, and lose no time in asking about his hometown, wife and family.This astonished his subordinates, whose emperor knew all about their personal circumstances.In order to achieve this, Napoleon worked hard every time. He didn't think it was a trivial matter. On the contrary, he knew how important it was to win the hearts of his subordinates. In Matsushita Corporation of Japan, one day, Yasuo Sakaguchi, an employee of a trust company, approached Mr. Matsushita, hoping that Matsushita Corporation could buy a factory entrusted to their company.Mr. Matsushita was moved by his enthusiasm, and agreed with the exception, but put forward a condition that Sakaguchi himself must be the operator of the factory.But Sakaguchi refused and said: "Mr. Matsushita, this is not acceptable, because I am now the president of the company I work for, and it is impossible for me to resign." Matsushita felt strange: "You, just now you said that you are an employee. , How did you become the president again?" Sakaguchi said seriously: "Of course I am an employee, but I always do everything with the mood of the president, and the president cannot change jobs." A person who speaks in this tone is a great person. He cannot do bad things, and it is impossible for him not to move people.Here, the most thought-provoking thing is how the trust company gave Sakaguchi such a strong sense of ownership. Many people have seen the circus performance, which has many interesting programs.There is a traditional program called "Puppy Does Math".Every time the trainer raised a sign with numbers, the puppy could accurately bark a few times.At this time, the trainer will take out a candy from his pocket and stuff it into the puppy's mouth to show his appreciation and encouragement, and the puppy will happily wag its tail.The next time the coach lets it count, he will always get the answer right.Likewise, another circus show, Big Bear Rides a Bicycle.Every time a coach rides, he puts two candies into its mouth.Once the coach didn't have enough sugar, so he only stuffed a grain into his mouth.The big bear immediately got off the bicycle, sat down on the floor and couldn't get up, the coach was so anxious that there was nothing he could do.The above two examples illustrate that animals, including humans, have a natural instinct to do things that are rewarded.And this is the most important management principle we are going to discuss. In the United States, there is a management expert named Mitchell Rabeford who grew up from the workshop.In the long-term management practice, he has been puzzled by a phenomenon.That is, many companies do not know what is wrong. No matter how the leaders try their best, the efficiency of the company still cannot be improved a lot; the subordinates are still listless;He asked the management masters for advice, but he was still at a loss and didn't understand why.In the end, someone told him that the greatest truths are often the simplest. You might as well consider the problem from the most basic aspects of business management, and you will find the answer.In this way, Michele Labefort looked back, pondered over his own management practice, and finally realized the simplest, clearest, and greatest management principle. Laberfort believes that the inefficiency and lifelessness of many enterprises today are ultimately due to problems with their subordinate assessment systems and reward and punishment systems. "The biggest barrier to success in business today is the distance between the behaviors we want and the behaviors we reward." Labefort says the greatest management principle in the world he has worked so hard to discover is this: "People do what they are rewarded for." Great!To Zasley!The essence of management is indeed such a simple but often forgotten truth: what you want, you should reward others for doing.As the leader of the company (team), you need to accomplish the expected goals through the enterprising spirit of your subordinates.However, if there is no reward for subordinates, the morale of subordinates cannot be lifted, let alone the achievement of work goals.Similarly, leaders need to establish a reasonable reward mechanism to create a positive team culture, so as to strengthen the motivation of subordinates and encourage them to work more actively and effectively.By weighing the importance of various rewards, the researchers found that the most valuable reward was salary, followed by promotion, personal development, and a sense of accomplishment as a member of a group.The least valuable rewards are affection and respect, safety and praise.In other words, pay, the chance to get ahead, and fulfillment of inner needs motivated subordinates most strongly, while the need for reassurance and security was weaker.The value of motivating factors varies according to the human characteristics of subordinates, with older subordinates with longer tenure and those with large families attaching the most importance to monetary rewards; those who are unmarried or have small families and usually have more formal education Young people value higher-level rewards (praise, favorability and respect, sense of achievement) as more valuable. Buck Rogers, the vice president of IBM Corporation in the United States, once highly affirmed the spiritual motivation of giving subordinates praise, honorary titles, and symbolic honors.In his book "The IBM Road," he wrote: "Almost anything that improves self-esteem will have a positive effect. I am not saying that praise, titles, and paper certificates will make an unpaid bills People satisfying, not like that. But these practices are a good, fair valuing of the people who contributed, on the basis of material rewards." Praising subordinates is an incentive method that costs nothing or costs less, and if used wisely, it will produce unexpected effects. Xiao Wang is a young backbone of a certain company. On the day of his wedding, all the leaders of the company came.The wedding venue is almost like a company party.On behalf of all the colleagues in the company, the general manager said to the two newcomers: "Youth is the hope of our company. The company is proud of such subordinates. I wish you well! The bright future of the company depends on you. I wish you happiness and happiness and grow old together!" Listen After listening to the words of the general manager, every colleague present was as warm as the new couple. The personnel director of a certain company played a game of chess with a subordinate by chance and found that he played chess well.When the game was over, the executive took the opportunity to talk to him and said: "You play chess well, and you have the courage to fight. I don't know what you think of yourself? I heard that you did a good job. You really Great!" With the supervisor's affirmation, the subordinate's self-confidence became stronger.A year later, he was promoted with honors. 在非正式场合表扬下属，可以缩短彼此的距离，更易于表达感情和看法，有着许多正式场合表扬所不具备的好处。它不但能激励人、鼓舞人，而且能以积极的暗示点拨人。但要注意，在采用表扬奖励方法时要特别关注在场人员的心理变化，千万不要给人留下相反的暗示印象。 除了在非正式场合表扬下属，奖励旅游同样可以让优秀下属心中甜蜜蜜，以后甘心继续为公司卖命。就算是选择在很近的东南亚举办奖励旅游，只要有创意和用心，不必花太多的钱，也可让下属感动。台湾地区的雄狮旅游公司曾替花旗银行在新加坡办了一场很成功的旅游活动。节目主持人让接受表彰的下属在台上讲出最想感谢的人。结果，这些人要感谢的妈妈、爸爸、太太竟然就出现在他们面前，与他们一同分享得奖的荣誉。 原来，主办单位请这些得奖者的亲人当天另外秘密搭机到达。“昨晚刚通过国际电话的亲人，竟出现眼前”，台上的主角感动得喜极而泣。