"From Excellent to Excellent" is another masterpiece by Collins, the author of the super best-selling book "Everlasting". It depicts the grand blueprint of an excellent company to become an excellent company. For those companies with mediocre performance, how can they make the leap from excellence to excellence? Do outstanding companies have the so-called special "excellent temperament"? Is it really difficult to break through the bottleneck of development?
This chapter tells that the author found the actual situation and people after research. The first step to transform a company from excellent to excellent is to set a new direction, new vision and strategy for the company, and then find the right people, and then The perception of this new direction is just the opposite. Before deciding on the direction, the most important thing is to select the right talents. Focus on building a suitable management team. Manpower is not the most important asset, but the right employees.
1. What kind of person is the right person to achieve a leapfrog company to build a management team can’t follow the “1 genius plus 1,000 assistants” model. Although the pivotal genius is the company’s greatest wealth and the driving force for success, once the genius leaves, Without a complete management system, the company will soon become a mess. It is necessary to select the right people and form an excellent management team in the right position to lead the company on the right path.
In the selection of talents, what matters is the quality of quality and the unity of values, rather than a high degree of education, the mastery of practical skills, special knowledge and work experience. The management team that realizes the cross-company is composed of people: On the one hand, they will argue endlessly and insist on their own opinions in seeking the best solution; on the other hand, once a decision is made, they will obey the decision and never care. Personal gains and losses. Really suitable people want to be part of a great cause. They don't care about short-term rewards but will do their best to create a great company within their abilities.
2. How to choose the right person? Endless reorganization and arbitrary dismissal are never the way to achieve success across the company. We must be strict but not ruthless in human selection, and how to make strict personnel decisions. There are three Basic principles: First, if you can’t be sure, you’d better stay on the sidelines and wait and see; second, once you find that a change is imperative, you should act decisively; third, use outstanding talents to seize the opportunities given by heaven to develop Instead of solving your biggest problem.
How to choose the right person, the author mentioned that "before the veto is completely rejected, it will take a lot of effort to study whether it is just an inappropriate job." I think this is very applicable in our work. As the saying goes, "There is no pure gold, no one is perfect." Everyone has areas of expertise and imperfections. After a period of assessment and work experience, they must be able to discover each person’s strengths and listen to their own. Willingness. Some people are serious and careful and suitable for rigorous and meticulous work, and some are flexible and adaptable to communicate with customers. It is necessary to put the right people in the right positions so that the human resources can be optimally configured, so as to form an excellent team. Team.
Choosing the right people and working together with the people you respect for your favorite cause will become a wonderful experience and memory in your life. Adhering to the point of view of first and second things is the key to having an excellent company and a better life
About the Author:
Yuan Shuyao, graduated from Henan University in June 2015, and joined Suzhou Huabixin Certified Public Accountants in July 2015. He has served as an audit assistant, audit sponsor, and project manager. He has provided financial and taxation and audit services for many small and medium-sized customers. Participated in a number of corporate merger and acquisition consulting services.
