作(zuo)(zuo)為(wei)管理(li)者,上(shang)至老板,下(xia)至基(ji)(ji)層員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong),常(chang)常(chang)都(dou)會(hui)(hui)抱怨員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)執(zhi)行(xing)力(li)(li)(li)不(bu)好,明明工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)已經安排(pai)了,可就是(shi)沒(mei)有(you)結(jie)果,不(bu)僅沒(mei)有(you)結(jie)果,中途還沒(mei)有(you)過(guo)程匯報(bao)。但是(shi)絕(jue)大部(bu)分(fen)(fen)的(de)(de)(de)團(tuan)隊(dui)執(zhi)行(xing)力(li)(li)(li)不(bu)好的(de)(de)(de)根(gen)因都(dou)在于團(tuan)隊(dui)的(de)(de)(de)領導(dao)者,由于他們缺乏(fa)領導(dao)力(li)(li)(li),沒(mei)有(you)制定(ding)管理(li)規(gui)范,工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)要求不(bu)具體,所(suo)以執(zhi)行(xing)力(li)(li)(li)問題(ti)大部(bu)分(fen)(fen)出在管理(li)者身上(shang),而(er)不(bu)是(shi)在員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)身上(shang)。經常(chang)都(dou)在安排(pai)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo),分(fen)(fen)配任務,那(nei)有(you)沒(mei)有(you)檢討一(yi)下(xia)我(wo)們的(de)(de)(de)要求清(qing)晰嗎?我(wo)們有(you)主動進(jin)行(xing)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)進(jin)度檢查嗎?如果工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)沒(mei)有(you)做到(dao)位,我(wo)們有(you)對員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)進(jin)行(xing)必(bi)要的(de)(de)(de)懲戒嗎?如果員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)不(bu)知道怎(zen)么做,有(you)進(jin)行(xing)必(bi)要的(de)(de)(de)輔導(dao)嗎?如果這些(xie)基(ji)(ji)本的(de)(de)(de)管理(li)動作(zuo)(zuo)都(dou)沒(mei)有(you),一(yi)味(wei)的(de)(de)(de)抱怨員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)執(zhi)行(xing)力(li)(li)(li)不(bu)好,這就是(shi)典(dian)型的(de)(de)(de)將自己領導(dao)力(li)(li)(li)缺乏(fa),歸罪員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)的(de)(de)(de)錯誤(wu)歸因。如果不(bu)從自身找原因做改變,執(zhi)行(xing)力(li)(li)(li)問題(ti)一(yi)直會(hui)(hui)存在,無法根(gen)治。那(nei)么如何(he)才能夠有(you)效提升團(tuan)隊(dui)的(de)(de)(de)執(zhi)行(xing)力(li)(li)(li)呢?作(zuo)(zuo)為(wei)一(yi)名管理(li)者,至少應當做好三個方面的(de)(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)。
第一(yi)點,構建團(tuan)隊的(de)管(guan)理規范(fan)。一(yi)個(ge)(ge)團(tuan)隊沒有(you)規矩(ju),不成方圓。一(yi)個(ge)(ge)團(tuan)隊之間首先得有(you)規矩(ju),這些(xie)規矩(ju),包(bao)括制度、流程、工具、表單,這些(xie)都(dou)是基礎性的(de)管(guan)理工作(zuo)必不可少,并且還不能(neng)夠照(zhao)抄照(zhao)搬。要結合(he)團(tuan)隊的(de)實際情況,才能(neng)夠真正的(de)產(chan)生價值。
第二點,建立科(ke)學(xue)的(de)(de)(de)績(ji)效標(biao)準(zhun)(zhun)。不同的(de)(de)(de)崗位(wei)應(ying)當(dang)根據崗位(wei)的(de)(de)(de)目標(biao),結合崗位(wei)的(de)(de)(de)職責,構建科(ke)學(xue)的(de)(de)(de)績(ji)效標(biao)準(zhun)(zhun)。并且還(huan)要告訴員(yuan)工做到什(shen)(shen)么程度,算是優秀(xiu),可以得到獎(jiang)(jiang)勵(li)。如(ru)果沒(mei)有達到什(shen)(shen)么標(biao)準(zhun)(zhun),那(nei)就屬(shu)于不合格,會影響到獎(jiang)(jiang)金,甚至可能(neng)還(huan)會被(bei)辭退,這些標(biao)準(zhun)(zhun)都是用(yong)提前告知員(yuan)工。
第三點,養成良好(hao)的(de)(de)管理(li)習慣(guan)。絕(jue)大部分(fen)的(de)(de)管理(li)者習慣(guan)性的(de)(de)只要(yao)結果不問過(guo)程(cheng),看上(shang)去很不錯(cuo),很科學(xue),實(shi)際上(shang)它是錯(cuo)誤的(de)(de),良好(hao)的(de)(de)管理(li)習慣(guan)應(ying)該是過(guo)程(cheng),科學(xue)的(de)(de)結果釋放,應(ying)當對過(guo)程(cheng)進行監督(du)指(zhi)導(dao),協(xie)助(zhu)員工(gong)達(da)成績效目標,這(zhe)才是真正的(de)(de)管理(li)。
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