Chapter 19 Chapter 18 Breeding Culture, Let Employees Spontaneously Spontaneously

The formation of enterprise group consciousness first requires all members of the enterprise to have common values ​​and goals, in order to form a centripetal force and become a whole with combat effectiveness.The corporate culture is the soul of the enterprise and the inexhaustible driving force for the development of the enterprise.It contains very rich content, and the core is the spirit and values ​​of the enterprise.The value here refers to the value concept held by the enterprise or the employees in the enterprise when they are engaged in commodity production and operation.Driven by this value concept, they will automatically and spontaneously restrain themselves and build enterprises.

Culture is the soul of the team, and it is the link that keeps the team growing.If a team wants to have continuous combat effectiveness, it must be inseparable from the team's culture. The so-called team culture is an organizational culture, which is the crystallization of values ​​and management practices shared by the managers of an organization.On the one hand, it comes from the management practice of the organization, is recognized by the members of the organization, and subtly defines the code of conduct of the members of the organization; Deductive progress and practical development.One of the responsibilities of business managers is to create and promote corporate culture, and use it to motivate more employees.

If the corporate culture is people-oriented and respects people's feelings, it will be able to form a harmonious atmosphere of unity, friendship and mutual trust in the enterprise, and can strengthen the sense of group, so that the employees of the enterprise can form a strong cohesion and centripetal force.And the common value concept can make each employee feel the value of their own existence and behavior, which will surely form a strong incentive.In addition, the spirit of enterprise and corporate image also have a great encouraging effect on the employees of the enterprise, especially when the success of corporate culture construction has an impact on the society, the employees of the enterprise will have a strong sense of honor and pride, and they will redouble their efforts to use Own practical actions to maintain the honor and image of the enterprise.

Even when conflicts arise among team members, corporate culture can play a role in adjusting.The corporate philosophy and corporate ethics enable managers and ordinary employees to deal with contradictions scientifically and consciously restrain themselves. This is how a perfect corporate image is established. Xi'an Janssen, culture is the soul In the words of Zong Qinghou, general manager of Wahaha Group Company: An enterprise is a tree, and culture is the root; an enterprise is a building, and culture is the foundation; an enterprise is the body, and culture is the soul. Like all outstanding companies at home and abroad, Xi'an Janssen also regards corporate culture as the soul of team building.As one of the largest advanced technology joint ventures in my country's pharmaceutical industry with the largest variety and the most complete dosage forms, the management of this enterprise was relatively loose at the beginning and did not meet the strict production requirements.As a result, the top management of the company began to build a team culture.

Through investigation and research, they found that among Chinese employees, especially among higher-level employees, value orientation is manifested in the dual pursuit of high remuneration and job success.Therefore, Xi'an Janssen began to vigorously promote the corporate culture represented by the "eagle". In their words: "The eagle is strong, the eagle is decisive, the eagle dares to challenge the mountain and the sky, and they always dare to reach out." Fight independently with your own neck. In our team, we encourage you to be the first bird, and not only to be the first bird, but also to be the eagle that fights in the sky. As an enterprise, we want to be the eagle among the best companies in the world."

At the same time, they also noticed that the eagle is lonely, but the enterprise needs a team of sincere cooperation.Therefore, in the sales meeting at the end of 1996, the company's management called on everyone to focus on learning and discussing the "Revelation of the Geese": "When each goose spreads its wings and flies high, it also provides an upward wind for the teammates behind. Due to the V-shaped formation, the flight range of the goose group can be increased by 71%."Lesson: People who share a team chemistry can help each other reach their destination more easily because they move forward hand in hand based on mutual trust.

"When a goose leaves the group, it immediately feels the difficulty and resistance of flying alone. It will immediately fly back to the group and make good use of the upward wind provided by the companions in front to continue forward."Enlightenment: We should have team awareness like wild geese, follow the leader in the team, and go to the destination with the team.We are willing to accept help from others, and we are willing to help others. In addition, another very important team culture is "people-oriented".Xi'an Janssen's management is full of strong human touch.Whenever there are holidays, even if the president is on a business trip or vacation, he will not forget to send greeting cards to send his blessings to the employees.When employees celebrate their birthdays, they will always receive greetings from company leaders. This is not a formal, unified greeting card, but a greeting card full of personal care from leaders and the company.When an employee is sick and takes a rest, the head of the department or even the president will visit him in person or write a letter of greeting.When an employee gets married or has a child, the company will regard it as a happy event for his family and give warm congratulations. The company has even held a group wedding ceremony.In some activities of the company, the family members of the employees are also invited to participate and share the happiness of the big family together.The internal publication run by Xi'an Janssen is called "Our Home", which serves as a bridge for communicating information, connecting feelings, and caring for each other.

If the above-mentioned measures are heart-warming, then the following measures are for the benefit of employees in real money: employees’ individual unemployment, employment, retirement insurance, and personal insurance are borne by the company, and a department is responsible for it; employees’ medical expenses can be reimbursed in full.In terms of housing, they learned from Singapore's practice and combined with China's housing reform policy. Employees pay 25% of their salary every month, and the company spends 35% accordingly, and establish a housing purchase fund for employees.This has exceeded the provident fund ratio of general state-owned enterprises.If the fund is not enough, the company is responsible for guaranteeing and helping employees with loans under the condition that the purchased house is mortgaged.In this way, employees who have worked here for 4 to 6 years can basically buy a house.

Xi'an Janssen Group affirmed the importance of corporate culture and established a good team culture with its own actions.After vigorously carrying out the construction of corporate culture, the quality of employees has been continuously improved, and they have developed deep feelings for the company, and the work has been carried out more smoothly.It can be seen that an excellent corporate culture is indeed the soul of an enterprise and the foundation for its long-term prosperity. Establishing and implementing a clear set of value concepts is a magic weapon for an enterprise to be evergreen and to work together as a team.

An ideal team culture should not only reflect the company's culture, but also have its own unique personality.However, since a team includes people with various backgrounds and qualifications, it takes a process to establish a unique team culture.If you want to create your own corporate culture, the management methods of many successful companies at home and abroad can provide you with valuable experience worth learning from. Let’s take a brief look at the five popular corporate cultures in the world: Minsheng Culture, Minsheng Company's rapid development has a great relationship with the success of its founder Lu Zuofu.In Lu Zuofu's long-term business practice, a prominent feature is that he pays great attention to the role of cultural awareness in business management.For example, he paid great attention to strengthening the cohesion between enterprises and employees, and encouraged the two-way participation of enterprises and employees.He once put forward a famous slogan: the company's problems should be solved by the employees; the employees' problems should be solved by the company.He printed this slogan on bed sheets and teacups, and gradually cultivated employees to establish a collective consciousness of living with the company and sharing honor and disgrace, which played a good role in the development of the enterprise.

Panasonic culture, Panasonic has formed a unique corporate culture in decades of business career, and formulated seven spirits: "Serve the country with industry, be upright, be consistent with relatives, strive for progress, be polite and humble, comply with the same period, and thank you for your kindness", which fully embodies It embodies Panasonic's modest, persistent and consistent simple style. Daqing Culture, the Daqing oilfield workers represented by the "iron man" Wang Jinxi, take "hard work" as their motto, and adhere to the entrepreneurial spirit of "go up to the conditions, and create the conditions if you don't have the conditions".The Daqing people's spiritual culture of hard work and hard work has become and is still turning into a powerful force for self-reliance and hard work of the Chinese working class. Persistence culture, persistence culture is the corporate culture of Yingteng Consulting, which is famous for its persistence. "Professional because of persistence" is a true portrayal of it. In any place and at any time, Yingteng all reflect the persistent culture they adhere to. Sony culture, one of the prominent points in Sony's corporate philosophy is that it attaches great importance to human factors and democratic style, especially the role of middle managers, and tries to dilute the concept of hierarchy.The company's leaders tried to make the factory floor more comfortable than a worker's home, but kept managers' offices as modest as possible.In addition, Sony people are always dissatisfied with the status quo, always accompanied by "hunger" and "urgency", which can be described as another characteristic of Sony culture.Because of this, they can constantly learn the advanced things in the world, digest them, create things that others don't have, adapt to the market and win reputation. IBM culture, IBM is the United States International Business Machines Corporation, the company's credo is "IBM means the best service."Because they understand that high-quality service is what customers need most. This cannot but be said to be a secret of IBM's success over the years. "Everything is for communication" is a slogan. It is mentioned here because communication is an important way for the company to communicate from the top to bottom, and it is also the basis of the company's collective wisdom and efforts.When Wayne Calloway, president of PepsiCo, talked about the secret of PepsiCo's products enduring in the international market, he answered the word "people" very positively.Not only did he formulate the principle of employing the fittest, but he also personally formulated the ability standards for various personnel, and he will conduct two-way communication with his subordinates at least once a year. In fact, it is not difficult to understand the significance of communication to a company as long as you think about what would happen to society if people did not communicate with each other and ignored each other.In fact, for a company, communication means exchange and understanding, and understanding means support (support includes intellectual support, material support, physical support, etc.), which together means strength, creation, and development. Of course, that means making money. Good communication is the exchange of ideas and information, which enables both parties to understand and trust each other.Through communication, the abstract goals and plans of the enterprise can be transformed into a language that can stimulate the actions of the employees of the enterprise, so that employees understand what to do and how to do it, which is conducive to the realization of organizational goals.Through communication, employees of an enterprise can also be united, trust and support each other, and move towards a common goal. Konosuke Matsushita who is good at listening Japan's Matsushita Corporation has been thriving for many years. The reasons are of course many. One of them is that their chairman, Konosuke Matsushita, is good at communicating with employees, especially at listening to employees - good suggestions and ordinary complaints. Konosuke Matsushita often asked his subordinate managers: "Tell me, what do you think about this matter." "If you did it, what would you do?" Some young managers didn't dare to say it at first. But when they found that the chairman respected them very much, listened carefully to their speeches, and took notes to write down their suggestions from time to time, they began to express their opinions seriously. If the listener not only shows respect for the speaker, but also does not follow the formality, and listens attentively without sloppy, the speaker will speak freely very seriously.This is a more serious competition, and it will be of great benefit to the lower managers to quickly grasp the secrets of management. In addition, Konosuke Matsushita would go to the factory whenever he had time. On the one hand, it was easy to find problems, and on the other hand, it was good for listening to the opinions and suggestions of front-line workers—and he thought the latter point was more important.He always listens carefully when workers bring their opinions to him.No matter how verbose the other party is or how busy he is, he always listens carefully, nodding his head and affirming the opinions he agrees with from time to time.He always said: "No matter what anyone says, there are always one or two sentences that are correct and desirable." In Matsushita's mind, there is never the concept of "people are soft-spoken". He can listen carefully to the correct opinions of even the lowest-level personnel, but he hates others to flatter him.If this happens, even if the other party's status is similar to his, he will refute without hesitation, saying: "Do you really think so? You are also a leader, is it appropriate to say such things?" and so on.Although others may feel uncomfortable at the time, they will respect Panasonic's personality more in the future, and say what Panasonic has to say, and stop talking nonsense that suits the situation.This is beneficial to both Panasonic and others, and the entire Panasonic company has also benefited a lot from the chairman's good communication skills. Trust is mutual, and communication is also mutual. Giving full play to the creativity and initiative of employees is a thousand times more effective than anyone issuing orders to them.The leaders of the company are good at communication, listening to the opinions of employees, discovering and using the wisdom of employees, and mobilizing their enthusiasm, which will ultimately bring huge benefits.In this sense, as a company leader, being good at listening is more important than being able to speak well. In management activities, communication skills are very important.It can be said that the effective communication between the leader and the led is the essence of management art.A relatively perfect business leader is used to spending about 70% of his time communicating with others, and the remaining 30% of his time is spent on analyzing problems and dealing with related affairs.Through extensive communication, employees become full participants in a company's affairs. In the process of enterprise development, there will inevitably be many problems waiting to be solved. Employees who can ask questions are making contributions to the company.Whether it is the active communication from leaders to employees, from employees to leaders, or from department to department, as long as we communicate with others with sincerity, many conflicts will be easily resolved.Therefore, in an enterprise, as a decision maker, you should make effective communication a habit and create a harmonious and efficient communication culture. Under the shackles of the traditional sense of competition, the corporate culture of many companies is not conducive to knowledge sharing.If they do not want to maintain the advantages and core competitiveness of the enterprise among a few employees, they must first break through the conventional practices in the corporate culture and change the concept and method of knowledge management. Due to the confidentiality of the work (this can be said to be some kind of common sense or the sense of confidentiality brought to people by the needs of the work), the workload (the collaborative work between certain teams is sometimes regarded as unnecessary Time wasting), or concerns about privacy (someone may always feel that someone is being watched), make people reluctant to participate in team discussions, and unwilling to submit various documents that they have written so hard to the knowledge base or It is to join some existing databases, that is, it cannot effectively share knowledge with peers.Sometimes, it's not that they don't want to share their knowledge, but that they think that doing so will cause them some trouble. However, for some small and medium-sized enterprises, the consequence is that when employees with certain important knowledge "jump jobs" and leave, these "proprietary knowledge" also leave the company with them, and a series of problems arise.Because they don't know the progress of other people in the team, they have to spend time and effort to track the latest version of the document or find some special knowledge materials.And when they finally solve these problems, they are often frustrated to find that someone else has already solved these problems, and they cannot become the core of the team again.Therefore, in order to change this situation, enterprises need to cultivate a cultural environment, that is, actively encourage employees to share knowledge resources, and take certain rewards for employees who perform outstandingly in knowledge sharing, so as to gradually form a culture in the enterprise. A corporate culture atmosphere in which employees actively communicate and actively participate in knowledge sharing. It should be noted that knowledge sharing is a means, not an end.Any knowledge sharing initiative must help the company solve the external development problems and internal integration problems it faces, and is conducive to the realization of the company's strategy.Before deciding on creative sharing, some questions must be answered: Why creative sharing?What are the benefits of knowledge sharing for the survival and development of enterprises?What are the consequences of not sharing knowledge?Only when these questions are answered definitively and convincingly can knowledge sharing suggestions be accepted, and employees are likely to be willing to try knowledge sharing. "Best Practice Copy" System Ford's "best practice replication" begins with the car assembly department, which oversees 37 plants, where auto parts are assembled into finished vehicles and painted.Every week, the focal point of each plant receives five to eight best practices suitable for a car manufacturing plant via the corporate intranet.The focal point is a production engineer personally appointed by each plant manager to be responsible for best practice activities.In some factories, there may be three focal persons, each responsible for a different area (such as painting, assembly, stamping, etc.).The focal person is responsible for both collecting the best experience provided to the factory and inputting the best experience from his factory into the system. Intranet reports tend to be concise and standard, usually including where the idea came from, a brief description of the experience, savings achieved and a contact name and phone number.The report page usually has a picture, and a video will be added soon, because many of the best practices require dynamic observations to better understand their performance.For the best practices that appear on the intranet site, Ford does not force any factory to adopt, but the focal point must respond one by one.The focal person fills out a scorecard that is pasted with the best practices that appear on the screen, choosing: adopted, under investigation, used before, not suitable or too costly, etc. Once the best practice is adopted, the focal person is responsible for reporting the cost of the best practice and the actual benefits achieved.Focus figures are confident in the numbers presented in the report because factories use a standard library of computer-powered algorithms to accurately calculate savings from labor relocations resulting from increased productivity. Reports on best practices adopted by each plant will be further reviewed at a plant-level or vice president-level meeting.The Best Practices Replication Database publishes how many best practices are provided and adopted by each of the 37 plants.This “public” scorecard is an incentive for the factory, whether it is delivering the best practices or adopting the best practices.Another type of summary scorecard, recording which plants adopted which best practices.If the same best practices are used in many plants, it will be a great credit to the production engineer who provided them.When the European and North American Steering Committees review the report, if they find that one of their factories is not actively participating, the committee will propose to put pressure on the factory to actively participate.At one point, 35 plants had adopted the same best practices.Of course, these experiences also add value in replication. The success of Ford's best experience replication system stems from the release of the best experience database. Knowledge sharing enables the company to avoid many detours and greatly saves costs.Small enterprises in the knowledge economy must also pay attention to establishing a new corporate culture conducive to knowledge sharing, support and organize employees to effectively acquire, create, share and utilize knowledge, and improve the core competitiveness of enterprises to meet the needs of competition. The promotion of knowledge sharing was mainly in the form of administrative orders and interest induction in the early stage. At this time, it must rely on the cooperation of institutional culture, and finally make employees form a voluntary sharing concept by changing the corporate leadership system, corporate organizational structure, and corporate management system.Managers should take the lead and lead by example, so that the value of the enterprise can be transformed from an ideological form to a perceivable reality.At the same time, it is necessary to improve the enterprise management system, especially the employment and reward and punishment system, and establish an incentive knowledge sharing mechanism.It is difficult for knowledge sharing to occur naturally. Only when people realize and feel that the contribution of their talents is more valuable than knowledge hoarding and hiding, knowledge sharing can proceed smoothly. In addition, it is to let all employees gradually change their awareness and cultivate a corporate culture of knowledge sharing.For example, cultivate shared values ​​and team spirit, gradually strengthen the awareness of sharing, make knowledge sharing a part of daily work, continuously encourage employees to share activities, abandon information egoism, and form a cultural atmosphere that is conducive to employee cooperation. People are the support for the existence of a company. Without people, there will be no survival and development of the company. The slogan "people-oriented technology" is well known to ordinary people, but the concept of "people-oriented company" needs to be kept in mind by managers, because people-oriented is ultimately self-oriented.As a company leader, what is people-oriented?People-oriented means putting employees first and caring about them sincerely. As a company, if the manager cares about the employees, takes good care of them, thinks what the employees think, and is anxious about what the employees are anxious about, what will happen?From the principle of physics, if there is an action force, there will be a reaction force; from the characteristics of human beings as emotional animals, if you pay attention to me, I will also think about you.In the end, such a situation will be formed-the employees and the company share the joys and sorrows, and the next one is the same. Sincere concern wins sincerity Silos Mekos is the boss of International Agricultural Commercial Corporation of America.He is a person who adheres to principles. If someone violates the company's system, he will punish him according to the regulations without hesitation.But this does not mean that he is impersonal. On the contrary, he is very considerate of the suffering of employees and can put himself in the shoes of employees. Once, an old worker was late for work and was drunk.After letting Mecos know about this, he immediately agreed to the decision of the relevant department to fire the worker.But soon after he learned the reality from other workers, he took remedial measures. It turned out that the worker's wife had just passed away, leaving behind two children, one accidentally broke his leg, and the other was still young, crying all day long because he had no milk to eat.The man was in excruciating pain, so he drank to drink away his sorrow and missed work. When Makos learned of the news, he immediately took out a large amount of banknotes to give the worker an emergency, and while continuing to implement the order to fire him to maintain company discipline, he arranged the worker to work as a housekeeper for one of his ranches. .In doing so, Mecos not only solved the worker's distress and ensured his life, but more importantly, he won the hearts of other employees of the company.Everyone thinks that someone who cares about employees like Makos is someone they are worth working hard for—because "the boss will definitely treat us well." The relationship between people, from a broad perspective, is nothing more than two types: instrumental and family.The tool type is to throw it away when it is used up, but the family relationship is different. Worrying about employees’ concerns, being anxious about employees’ urgency, and understanding and caring management methods will of course make employees willing to go through difficulties with him and create brilliance together . Enwei pays equal attention to people's hearts Sony started out by producing electronic products, and the Walkman is an important product of the company.Once, there was a problem with the products of a branch factory of the company. The products of this factory were sold to Southeast Asia, and the head office continued to receive complaints from Southeast Asia.Later, after investigation, it was found that there were some problems with the packaging of this Walkman, which did not affect the internal quality. The branch factory immediately replaced the packaging and solved the problem, but Akio Morita still refused to let go.The director of the branch factory was called to the company's board meeting and asked to make a statement on the mistake.At the meeting, Akio Morita severely criticized it and asked the whole company to take it as a warning.The factory manager has worked in Sony Corporation for decades, and this is the first time he has received such severe criticism in front of everyone. He was so embarrassed that he couldn't help crying.Akio Morita's anger made other directors feel that it was too much. After the meeting, the factory manager walked out of the conference room sleepily, thinking about retiring early.But the chairman's secretary came over and kindly invited him to have a drink together.The director of the factory still had such thoughts, but the secretary almost forced him, and the two walked into a bar.The factory director asked: "I am abandoned by the head office now, why do you still think highly of me like this?" The secretary said: "The chairman has not forgotten your contribution to the company at all, today's incident is also out of helplessness. After the meeting, he was afraid that you would commit suicide because of this, so he specially asked me to buy you a drink." Then the secretary said some comforting words, and the factory manager's extremely unbalanced mentality began to ease a little.After drinking, the secretary accompanied the factory manager back home.As soon as he entered the house, the wife greeted her husband and said, "You are really valued by the head office!" The factory manager felt very strange when he heard it. Could it be that his wife also came to mock him?At this time, the wife brought a bouquet of flowers and a greeting card and said: "Today is the 20th anniversary of our marriage, and you have forgotten it." In Japan, employees work hard for the company, such as wife's birthday and wedding anniversary Such things as day are usually insignificant.The factory manager said: "But what does this have to do with our head office?" It turned out that Sony's personnel department kept records of employees' birthdays and wedding anniversaries. Employees prepare some flowers and gifts.It's just that this year is a bit special. This bouquet of flowers was specially ordered by Akio Morita, and a handwritten greeting card was attached, encouraging the factory manager to continue to do his best for the company. As expected, Akio Morita is a veteran who pays equal attention to kindness and power. For the benefit of the head office, he can't show any mercy. , and expressed a certain apology in this way.As a business leader, you sometimes have to punish certain employees.In order not to dampen the enthusiasm of employees, you can adopt the measures of "stick and carrot" to comfort them afterwards and let them feel your sincere concern and respect, which can often greatly stimulate employees' fighting spirit.People are not machines, they have feelings. Therefore, when the boss always wants to share the worries and problems of the employees, the employees will definitely work with him. At work, everyone hopes to get the affirmation and praise from their superiors.Many people know this truth, but they can't meet the same needs of their subordinates just right.They often regard themselves as leaders and do not discover the advantages and praiseworthy of their subordinates. Even if they find out, they do not give their subordinates affirmation in time. What they see most is the deficiencies of their subordinates.This management work is very detrimental to the development of the enterprise.If managers give employees some encouragement and support, they can increase their confidence in their work.Because employees need to grow, the company also needs to grow. When you encourage employees, employees will have confidence, do everything well, establish a sense of responsibility for the company, and grow together with the company. On the contrary, if you use some unacceptable language to stimulate and attack employees, not only will it not bring benefits to the company, but it may also affect the enthusiasm of employees.They also have some emotions when they work, and the quality of work cannot be high.After some employees have experienced multiple blows, their work purpose and enthusiasm will be greatly hit, resulting in a phenomenon of "broken cans and smashed", which seriously affects the development and growth of enterprises. Therefore, as a business leader, you must praise your employees more and complain less.In fact, your encouragement does not require a lot. It can be a word of affirmation, a kind smile, or a look of expectation, as long as it is sincere.Don't underestimate these small actions of managers. It can not only arouse the strong work enthusiasm of employees, but also create a good corporate culture. When the manager's encouragement to employees becomes a habit, employees' seriousness and hard work will also become a habit, and they may also encourage and support each other. Over time, the enterprise will form a kind of everyone A virtuous circle of joint learning and continuous efforts. However, some managers have concerns of one kind or another. They think that if they always treat employees with a kind and friendly attitude, they will lose their deterrent effect on employees.In fact, they can rest assured, because encouraging and supporting employees is also a manifestation of the manager's demeanor, which will not only not affect the prestige of the manager, but will also increase the prestige of the manager in the eyes of the employees to a certain extent. Don't Forget Positive Praise One day, Carnegie got a call.A worried voice came from the phone, saying that he wanted to discuss with him a question about how to get along with his subordinates.So Carnegie asked him to meet in a small hotel called "The Ivy" on Mallor Street.That person came to this hotel earlier than Carnegie. He seemed to know Carnegie, and when he saw Carnegie coming in, he immediately greeted him. His name was Romulo, and he was the manager of a jewelry store. He said immediately: "Now, I want to ask how to get along with my subordinates more harmoniously, so that my business can be more prosperous." Carnegie asked: "Do you often teach and reprimand your subordinates severely?" "Sometimes I get angry and criticize them!" Carnegie asked again: "Do you often positively motivate and praise them?" "I am a serious person. Sometimes my subordinates have outstanding achievements, and I rarely praise them." Carnegie smiled, and discussed with him that people need to be praised and motivated emotionally, especially when their bosses and parents positively praise or motivate them, their creativity will increase by 80% than usual. Romulo realized something.Carnegie suggested that he might as well praise his subordinates more, which is more conducive to communication.Romulo told Carnegie to go back and try, then he said goodbye and left. Ten days later, they met again at the "Ivy" hotel.At this time, Romulo was full of excitement, and he said excitedly: "Mr. Carnegie, your method really works. The next day, when I was at work, my secretary handed me the document she wrote yesterday. I think The document was well written, so he stammered: "Your document is well written!" Unexpectedly, my secretary blushed and was a little surprised, but she will work harder in the future." He then Tell Carnegie about the other benefits. The executives of most companies will spend a lot of time picking out the mistakes of their subordinates, and then spend time criticizing their faults, but they are unwilling to take a little time to look at the strengths of their subordinates.If this goes on for a long time, it will easily lead to subordinates giving up on themselves, causing resentment from top to bottom, and hurting both sides.Moreover, urging people to do things with orders and urging tone does have a sense of majesty, but it may not be able to do good things.Because praise, especially positive praise, not only gives the subordinates enough face, but also enhances their self-confidence, allowing him to take the initiative to do things well.Therefore, if you want to be a good leader, don't be stingy with encouraging employees.Because a word of encouragement is likely to change an employee's concept and behavior. In fact, there is a distinction between superiors and subordinates, and there is a potential gap in itself. The obvious gap can easily cause communication barriers.If the superior does not take the initiative to encourage the subordinates, or even puts on a straight face, it will inevitably create a tense atmosphere. At the same time, the subordinates will feel fear and disgust psychologically, and subconsciously try to avoid contact with the superior.As a conditioned reflex, the superior will aggravate the misunderstanding, and gradually become frustrated, forming a vicious circle.In fact, this is not your original intention, and no one wants to see this situation, so you must learn to look for opportunities to praise your subordinates, never too much, even if it is just a sincere smile.When your employees feel that their performance is recognized and valued, they will perform better and better with gratitude.