Chapter 43 Chapter 43 The Art of Millimeters - Balance

Balance is not only a working method, but also a kind of work art, and it is a concrete manifestation of a leader's ability to adjust.In actual work, some leadership groups are united and coordinated, with great cohesiveness and combat effectiveness, while others have been in a "sub-healthy" state for a long time, or even terminally ill.The reason depends to a large extent on whether the leaders can use the "balancing technique" scientifically and appropriately.A successful leader is to be good at grasping the essence of things, consider the whole thing, find the balance point of work, adjust various factors to the best state, integrate resources to the greatest extent, gather strength for the same goal, and achieve work efficiency and Maximize social contribution.

1. The balance of the team structure The team structure is the life of the team, and the balance of the team structure is the root of the team's stability and vitality. The "top leader" is the "backbone" of the team, must have the ability to balance, should have a broad knowledge system, a large psychological capacity and a perfect personality charm.Members should form a reasonable and complementary balanced structure.In terms of intellectual structure, there must be innovative thinkers, organized organizers, and practical doers; in terms of professional structure, there must be both management talents and professional talents; In terms of quality structure, there must be both lively and pioneering types, as well as calm and steady types; in terms of age structure, there must be a certain level to maintain a spindle-shaped dynamic balance.

2. Balance of employment strategy Wang Communication, a well-known talent scientist in my country, once said, "Anyone who achieves a great cause is invariably leading a large group of people with different talents and dispositions, who have both talents and faults to conquer the world." The connotation of "employing people" is to use and to promote.In terms of employing people, leaders should be good at making use of their strengths and avoiding their weaknesses, formulate a talent complementarity mechanism, and truly "use good steel on the cutting edge" to form energy aggregation and generate overall synergy.When promoting cadres, leaders must insist on appointing people on their merits and promoting them on their merits. They must not only see what is within the scope of vision, but also consider what is outside the scope of vision.When promoting the subordinates around you who are easy to use and feel comfortable with, you must listen to the opinions of the collective through democratic channels. up to the post.

3. Interpersonal balance Interpersonal communication, human nature.But for leading cadres, based on their position and the particularity of their power, they must be cautious, correctly adjust the relationship with relatives, friends, fellow villagers, comrades-in-arms, classmates and subordinates, and communicate with them at equal distances , to maintain an equal and balanced affinity, not to get close to anyone because of "nepotism", and not to favor anyone because of "usefulness to oneself".If you have too close contact with yourself, you should deliberately distance yourself; if you have less contact with yourself, you should create opportunities to approach yourself.

4. Balance of personal emotions People are always living in contradictions, and the daily gains and losses always affect everyone's emotions.Leaders can't get rid of the troubles of emotions, and at the same time, the mood of leaders will be passed on to subordinates and others unconsciously.If the leader is not detached from things, good at freeing his consciousness and controlling his emotions, unexpected changes will often occur.Therefore, leaders must scientifically regulate their own mentality, consciously balance emotions, not moody and unpredictable, not cold and cold, and maintain a healthy, optimistic and normal heart.

5. Balance of hobbies Everyone has their own hobbies, some like playing chess, some like collecting, some like calligraphy, etc., and so on.The hobbies of the leader have a certain guiding effect, and it is easy to induce the convergence psychology of the subordinates. What's more, they will follow their preferences and become a breakthrough for speculators to get through the "joints".For this reason, leaders should be cautious about hobbies, make scientific choices, grasp the balance, promote positive interests, and suppress vulgar hobbies.When showing your hobbies, you should pay attention to the occasion and grasp the moderation to prevent negative effects.

Balance is a means for leading cadres to organize and carry out their work effectively, not an end in itself.In the work, it is necessary to prevent the two extremes of "left" and "right", think and solve problems with a developmental perspective, and prevent eclecticism, make specific analysis of specific problems, and give full play to the party, society, The supervisory function of public opinion and other channels prevents the "balance" from going sour. Under one person, above ten thousand people, the prestige and subtlety of the No. 2 person's status are obvious.How to let the company develop soundly according to the requirements of the top leader, how to satisfy the employees and reassure the top leader are almost dilemmas.

Studies have shown that the healthy development of an enterprise first requires mutual trust, respect, loyalty, and mutual benefit between the board of directors and the CEO.Without these points, the balance of the seesaw will be broken. Regardless of personal health reasons or other reasons, in China's current corporate world, most of the second-in-commands of companies have left sadly after experiencing glory and silence. Chinese enterprises have too many national characteristics or traditional complexes, and at the same time, many systems are not standardized and determined enough.As the CEO or CFO of the No. 2 person in the company, there is a popular word in the industry: working emperor.Although you are the emperor, you are still working after all.Therefore, how to correctly implement the long-term development strategy of the board of directors, that is, the investor, is the biggest problem for the second-in-command.No matter how strong, wise, and outstanding a second-in-command is, there is no doubt that he should unconditionally obey the opinions of the board of directors in grasping the overall development policy of the enterprise.

At present, in some enterprises, the relationship between the top leader and the second leader has not been straightened out, and the division of responsibilities and obligations is not clear.The so-called "don't use doubtful people, don't use suspicious people when employing people" has not been implemented. The mutual trust between the two is not enough, which makes the power of the second person too limited. As the No. 2 person, one end of the seesaw is the board of directors, and the other end is subordinates and employees.As a senior executive of an enterprise, how to make the company develop well and maintain sufficient prestige in front of employees is another topic that this group needs to study.

For this reason, the balance technique of the second person is very critical.While subject to industry norms, the No. 2 person directly holds the authority granted by the top leader, and has an inescapable responsibility for the development of the enterprise.Therefore, how to give the top leader a satisfactory answer and how to win the respect and welcome of the employees is a measure that the number two must handle very accurately. A successful second-in-command, while unconditionally implementing the major policies of the board of directors, should also treat his subordinates with kindness and power, that is, "authority and kindness".In a scientific corporate management model, the chairman of the board of directors will not pay too much attention to details, and the number two person has great discretion. When implementing a good business model, employees should be given more encouragement, trust and attention.At the same time, formulating a good vision for enterprise development and telling employees can also inspire employees' confidence.Without being able to accurately grasp one's own position, the result can only be the dejected resignation of the No. 2 person.

Leaders should do the work of leaders, and leaders should do the work of leaders. This sentence is easier said than done.In many companies, it is inevitable that grandparents will control grandchildren.That is to say, the grandfather takes care of everything and always directs the grandson directly. Although the grandson sees that his father is not willing, but because the order is given by the grandfather, he has to do it if he doesn't do it.Therefore, the grandson often feels very embarrassed.Therefore, I often fall into the vicious circle of "grandfather died of exhaustion, father died idle, and grandson died hard". This kind of phenomenon can only show that leaders are not good at managing talents, and leapfrogging their powers is a failure of management.It is enough for the grandfather to take care of the father, and let the father take care of the grandson.Therefore, if you want to manage people well and be a good leader, you must have a hierarchy in your work. You just manage your deputy and department head well, and you must not leapfrog orders. The Japanese management circle has the "lower eight laws", which means that the direct subordinates of a leader should preferably not exceed 8 people. In the past, the management concept of small production was that the leader must do everything by himself, and he alone takes care of internal affairs, foreign affairs, military affairs, and logistics. He has even regarded it as a virtue for many years.For example, Zhuge Liang actually died of exhaustion in the end.It is possible to do everything by yourself in a small area, but it is absolutely not advisable in today's socialized mass production.Because doing everything by yourself will not only fail to cultivate the supervisor's ability to work independently, but will even cultivate a group of "slackers" who don't use their brains.The reason why the Kingdom of Shu perished first was because Zhuge Liang took too much control, so after his death, there was no successor behind him.Therefore, management must have a span, be standardized, and be carried out step by step. According to the "Book of the Later Han": One day, Liu Bang asked Han Xin: "How many soldiers can a person like me lead?" Han Xin said: "Your Majesty can lead one hundred thousand soldiers." Liu Bang asked: "What about you?" Han Xin said Said: "I am the more the better." Liu Bang asked again: "Then why were you led?" Han Xin replied: "That's because although your Majesty can't lead troops, he is good at using generals." The principle of managing people: that is, those who can lead the army are the generals, and those who can manage the generals are the handsome talents.Leaders at different levels have different responsibilities.A real master of managing people must be a handsome talent who is good at "using generals". There was such an interesting regulation in the "Code of Laws" of ancient Rome: Senior officials should not ask about trivial matters.The famous military theorist Clausewitz also said such a sentence: "Knowing all the details is harmful to the commander." On major issues, and not too much to deal with those small trifles. A wise man is one who makes good use of the wisdom of others!To train subordinates, it is necessary to create more opportunities for subordinates to work independently, and appropriately assign some powers to them. If too many tasks are arranged and replaced by subordinates, the efficiency of the enterprise will drop, and the development of the enterprise will lose momentum. Silos Maycock, the founder of the American International Agricultural Machinery Company and the inventor of the world's first harvester, is known as the "all-rounder in the business world".His decades of business career have gone through ups and downs, and none of the roads is smooth, but he has won repeated successes in the market with his all-round qualities.As the big boss of the property owner company, although Maycock holds all the power of the company and has the right to influence the fate of employees, he never abuses his power.He can often put himself in the shoes of his employees. In actual work, he not only insists on the seriousness of the system, but also does not hurt the feelings of employees. Once, an old employee violated the work system, got drunk and made trouble, arrived late and left early.According to the relevant provisions of the company's management system, he should be dismissed.Administrators made the decision, and Maycock endorsed the decision.As soon as the decision was announced, the old employee immediately became furious. He said to Maycock aggrievedly: "When the company was heavily in debt, I shared weal and woe with you, and I didn't complain about not getting paid for three months. Now I made this mistake. Dismissal, I really don’t care about it at all!” After listening to the old employee’s narration, Maycock said to him calmly: “Do you know that this is a company and a place with rules, this is not a private matter between you and me , I can only do things according to the rules, there can be no exceptions." Later, Maycock learned that the old employee's wife had died, leaving behind two children, one with a broken leg, and one who cried day and night because he couldn't get his mother's milk.The old employees drank to drink away their sorrows in extreme pain, and ended up missing work.Knowing this situation, Maycock was very shocked. He immediately comforted the old employee and said: "You are so confused, don't think about anything now, go home quickly, take care of your wife's funeral, and take care of your children. Didn't you put me As your friend? So don't worry, I won't let you go to a dead end." As he spoke, he took out a stack of banknotes from his bag and stuffed them into the hands of the old employee.The old employee was so moved by the boss's generosity that he shed tears and choked up and said, "I didn't expect you to be so kind." However, Maycock believed that this matter was nothing compared to the help the employees gave him when he was in the same boat. worth mentioning.He told the old employees: "Go back and take care of your family with peace of mind, and don't have to worry about your work." After hearing what the boss said, the old employee turned from sadness to joy and said, "Are you trying to revoke the order to fire me?" "Do you want me to do that?" Maycock asked kindly. "No, I don't want you to break the rules for me." "Yes, this is my good friend. You can go back at ease, and I will make appropriate arrangements." Afterwards, Maycock arranged for the veteran employee to work as a housekeeper on one of his ranches. Another time, several employees who had worked with Maycock for many years deserted him when the company encountered difficulties. After more than ten years, the company's situation improved, and these people came to the door again.No one can tolerate such a person.When these people left, Maycock was also deeply saddened by this, and said angrily: "I hope I will never see you again!" Now, the company is booming and the career is booming, and Maycock has already put his oath on In the back of his head, he readily accepted these few employees.This incident educated these few employees.Since then, they have worked together with Maycock and made their own contributions to the prosperity of the International Agricultural Machinery Commercial Corporation. On the one hand, personal feelings, on the other hand, the company's system, Maycock has skillfully struck a balance between the two.