The sales assistant was fired again.
This is the third sales assistant to be fired in two years, and the reason for being dismissed is surprisingly consistent, basically saying that the ability is not good and cannot play an auxiliary management role.
The sales assistant has changed again and again, but no one said that the sales director is not good, but this sales director is not careful, but he hopes that an assistant can play an auxiliary management role.
This is a problem encountered by many enterprises, when there is a problem in a position, I always think that the ability of the person in this position is not good, either give him training, or change people.
But I rarely think about this position, and the rationality of its setting is a problem with the architecture designOr is there a problem with the process design?Or is there a problem with the permission configuration?
It is also difficult for a person who has the ability and willingness to do things to achieve a thing if he does not give enough information support, not enough institutional support, not enough external conditions, and not enough incentives.
This is also the pain point of performance management in many enterprises, the performance of people in the post is not good, and they always think that it is a human problem.
Gilbert, the "father of performance management", told us that performance is not good, only 25% of the factors are related to the person, and the remaining 75% are related to external environmental factors.
So the next time you find that the performance of a position is not good,In addition to judging whether people can't do it, whether to consider whether there is a problem with the machine itself, to find the root cause of the problemAnd not appearances.
We rely too much on talented people to solve problems, and always think that finding a capable person can solve all the problems of the enterprise.
Thoughts on the 97th day of copying books and punching cards This article is an excerpt from the "Principles".