Do not discuss work with non professionals

I think many people should have a feeling:

Do not discuss work with non professionals.

What kind of person is an unprofessional person?

You say, work hard, I'll give you a promotion. He said, forget it, that means we have to do more things. You said that what you are doing can change the way thousands of people live. He said, why can't those people change themselves.

When you talk to him about dreams, goals, and methods, he says that the country is not good, the economy is not good, the customers are not good, the team is not good, in short, nothing is good in this year.

Such a person is not worth discussing work with.

A professional should be able to take responsibility for their work, have structured thinking, strategic thinking, and deliver results.

How should a true professional think about work? How can we achieve higher performance?

I also want to share some thoughts with you, hoping to inspire you.

Strategy: Seeking power, not blaming people

Professional people first need to have strategic thinking. We need to have a basic overall perspective.

I summarize strategic thinking in three words: goals, paths, and rhythms.

Firstly, it is the objective.

In a good organization, goals must be used for management. And professionals must respect their goals.

I often say in the company that I don't give orders, I only set goals.

If one day I were to assess you with tasks and actions, it would definitely be my mistake. I am telling you the time all day long.

Boss, boss, what time is it? You said: 10:15. Another employee came to ask, boss boss, what time is it? You said: 11:30. Boss, what time is it? You said again: 12:45.

Instructions and actions are inexhaustible, and timekeeping has no end.

By using goal assessment, I became a clock maker.

Because you are a professional person and will respect your goals, I believe you can make a choice.

Don't listen to my arrangement, but arrange it yourself. Do it this way or do it right? Look at the goals on the wall to see which option is more helpful in achieving the goal.

Second, the choice is actually the path.

Strategy, many times is to answer the question of "path.

You're going to a mountain. There were two roads ahead: the main road was wide and flat, but crowded. The path is thorny, but few people.

Which way to go?

To choose the main road, you must be able to stay up and get up early. To choose a path, you must cut through obstacles and trek through mountains and rivers to take shortcuts.

The main road, the small road, it's all strategic. There is no good or bad. The back of a good strategy is often a good strategy.

Third, the rhythm.

Real professional people have their own rhythm, in fact, they can disassemble their goals into tasks and implement them little by little.

The goal is to expand 100 new customers this year. Then, how to dismantle it? This is the best place to test the quality of people.

A total of 100, an average of almost 9 per month. The expansion of new customers depends on visiting potential customers.

For your team, the conversion rate is 5%. Then, it takes 180 potential customers to visit every month, so there will be 9 new customers.

If you have 5 employees, you need 36 visits per person per month.

There are 21 working days in a month, so they need to make 10 strange phone calls every day, visit 2 potential customers, and follow up 2 converted customers at the same time.

Will analyze, will disassemble. There is a rhythm of work. And then we can continue to correct.

At a large level, think clearly, first find the "potential", instead of entangled in "people", not all day long to blame others and yourself, why is it not good.

Seek it from the situation, not blame it on others.

Organization: structure is wrong, nothing is wrong

This sentence, I hope you can firmly remember:

Strategy determines the organization, and the organization follows the strategy.

Only a good organizational structure can support your strategy.

The structure is wrong, nothing is right.

Regarding the organizational structure, there are many changes. There must be some underlying logic. Any architecture is actually a combination of these two building blocks:

functions and the Federation. That is, behavior and results.

When designing a structure, you can think about whether you are responsible for your actions or for your results.

It is the engineer who is typically responsible for his actions.

Because for production, it is easier to reverse behavior from the result. The act can be done, and the result occurs naturally.

Microsoft's Windows, for example, was developed by more than 10000 engineers. Functions can be continuously divided layer by layer. You are responsible for system design, I am responsible for interface design, he is responsible for network design, etc., and finally by Bulid engineers, assembled into a system.

The typical responsibility for the results is sales.

Because for sales, it's hard to say exactly what behavior produces better results. Therefore, the results are usually used as evaluation indicators. You decide what to do and do it.

The benefits of being responsible for behavior are that it is easy to execute, simple and focused, and efficient. But at the same time, the requirements for management are also high.

The advantages of being responsible for the results are that the assessment is simple, easy to motivate and high initiative. But at the same time, the requirements for employees are also high.

Almost every organization uses these two building blocks at the same time. Just look at how these two building blocks are to be built and which floor they are to be put on.

However, I know that some classmates will ask, where is that person?

Organizations are made up of people. No matter what kind of structure you design, you can't forget the specific people.

Yes. Therefore, when designing the structure, we should also think about the structure of "people.

The structure of man is responsibility and power.

Responsibility, power and interests must be equal. Like an equilateral triangle. Any side is long and short, the triangle is crooked, or even gone.

If the responsibility is too great, it will be passive.

Too much power, power rent-seeking.

If the interests are too great, they will struggle and conflict.

Therefore, the macro organization is the structure of the two building blocks of results and behavior. Micro-individuals should be equal to their responsibilities and rights.

Ability: Excellent people don't care too much about their self-esteem.

Strategy and organization are some of the larger aspects of thinking. Professional people need to have such insight and ideas, otherwise they will be very narrow and have no pattern.

However, only the big dimension is clearly not enough. Back to the details, we should also have an understanding of the subtle individuals.

Because professional people, in general, must be more capable people. How to make yourself and others better? This is an important topic.

As I said before, there is a very effective 7-2-1 model.

What do you mean?

That is, 70% comes from "learning on work", 20% comes from "learning from others" and 10% comes from "formal training".

1，工作中学习。

成年人更容易接受的学习方式是“Learning by Doing”，就是在工作的过程中学习。

在工作中，解决具体的问题，不断总结和提炼经验，可能是效果最好的。

说一万遍，都不如自己做一遍。

2，向他人学习。

除了工作中学习，还需要和别人学。因为别人的思考和做法，常常能打破自己，给予更多启发。

但是，向他人学习的比例，只占20%。

为什么听了很多道理，过不好这一生？可能是听太多了吧。

3，正式的培训。

最后，才是正式培训。

请老师上课，大家一起交流讨论。这个比例，应该是10%。

很多人能力不行，其实是训练和做事的方法不行。要么把成长的责任都推给他人，是你没把我教好，要么就是归咎于公司，你没给我提供培训。但是，这些原因其实最多占30%而已。

最重要的原因，还是自己在工作中努力不够。

我特别想说，职业的人，要敢于承认这一点。真正优秀的人，也不用太在乎自己的自尊。

要想办法不要让自己太玻璃心，变得更皮实一点，能力更强一点。

意愿：成年人只能筛选，不能教育

而一个职业的人，除了要有能力，但也许更重要的一点是：意愿。

管理学中有一句经典的话：

We hire for attitude, and train for skill。意思是：我们雇态度好的人，然后培养他们的能力。也有人因此说：态度决定一切。

如果一个人意愿不行，那不管你怎么培养都不行。

所以我们也经常说，要把正确的人，放在正确的位置上。这个正确的人，至少是有意愿的人。不然即使放在一个位置上，他难受，你也难受。

我们也说另外一句话，成年人只能筛选，不能教育。

死猪不怕开水烫，那太麻烦了。

筛选出意愿好的人，然后才能想办法继续激发。

那么，如何激发呢？

物质，和精神。

物质，就是向钱看齐。钱，是可以激发意愿的。这很正常，也很正当。

有一次，我去参访一家著名的餐饮企业，那位企业家给我讲了一个故事。

08年，民工荒，根本招不到人。他和我说，只要不是腿瘸的，稍微能干点活的，都招了。

但是招来之后，很不好用。

怎么办？

他跑去海底捞吃了顿火锅，想看看行业的标杆企业是怎么管理员工的。

他和我说：我一边吃，一边和服务员小伙子聊天，最后我就得出一个结论，一分价钱一分货。

我们才给1200块钱的工资，海底捞给的工资呢？3000块！

“我直接愣住了。为什么海底捞你学不会？只给那么点钱，你当然学不会。我要是能招到人，那才是见鬼了。”

只有给员工最高的待遇，你才有资格向他提出最高的工作标准和要求。

但是我们经常想的是，能不能给出行业最低的工资和福利待遇，还要求他能有最好的态度，做出最佳的业绩。觉得这才是管理。

物质方面，把钱给够。

重赏之下，必有勇夫。

那精神呢？就是给予尊重。

还是举海底捞的例子吧。

为了帮助员工能更好的工作，海底捞不仅有工作上的培训，还有生活上的培训。公司甚至会教他们如何用马桶，如何用ATM机，如何坐地铁。

发工资的时候，公司还会把一部分钱打给他们的父母。让父母也感受这份自豪。

而海底捞的店长离职了，就算是去了小肥羊，公司都会给这个员工8万元的嫁妆。如果是小区经理，给20万。大区经理，送一家火锅店。

这，是对员工的尊重。

意愿有了，力出一孔。

兄弟齐心，其利断金。

人性：深层的热爱和恐惧

从战略，到组织，到能力，到意愿。一点一点。职业的人，会从多种维度来提升自己。

甚至，会继续向下挖掘，思考自己的人性。

人性的深层，是这两点：热爱和恐惧。

了解自己，才能激励自己。

你有没有想过，为什么神需要有人信奉，为什么魔要让大家对他恐惧？

我有一次看到希腊神话时，算是真正明白了。

神之所以要人信奉，是因为人的信仰。人的爱，人的热情，是一种精神力量。神通过这种精神力量而生。

而魔呢？靠恐惧而生。就是要让人害怕，在害怕中让人听命。

我们每个人，其实都是双位一体。聪明的人，会想办法用这两种力量，驱动自己。

我和樊登老师聊天的时候，他就告诉我，在他们公司，非常倡导一个词，叫“沉浸者”。

一个人要想变得不一样，就必须沉浸在一件事情里面，必须去思考和钻研。越是沉浸，就越有价值。

招一个人，唯一的要求也是，你好好干，你沉浸地干，热爱地干，你肯定能干好。

他喜欢这件事，他比你还操心，那你操心什么呢。

很多管理者很喜欢说都听我的，就这么干，那都是添乱。经常自己给自己催眠，觉得自个儿官越大，能力越强。

这样底下的人，也很容易变成工具。人一旦被工具化，马上就会失去动力。

这是热爱的力量。

而必要的恐惧，是能激发自己的战斗欲望。

打仗的时候，将军总是要在营前，做动员。

为什么要打仗？

如果不打，如果不这么打，我们的家园会被侵占，我们的妻女会被抢夺，我们的一切都会失去。

恐惧，也常常和愤怒联系在一起。

恐惧和愤怒，让我们必须行动。

Information source: Enterprise management