Performance growth is a topic that many organizations and enterprises are very concerned about, how to really achieve it?We've made a lot of observations and research to find a key element in improving organizational performancePeople in the organization
So, what do people rely on to contribute to performance?Actually, it's mostly relied onProblem-solving thinking skills。Therefore,If you want to improve performance, you can help employees have high-quality problem-solving thinking skills through effective training
Training and empowerment needs to focus on segmented groups
However, when it comes to empowering employees, we often face a new challenge: in reality, there are different types of employees in the enterprise, and their learning needs are also different.
From a longitudinal point of view:Different levels of staff deal with different levels of complexity。For example, the problems encountered by top managers may be related to strategy;The problem that middle managers encounter may be the type of project;And the problem of the front-line backbone may be specific tasks. Then, it is obviously not appropriate to help them only through a standard set of problem-solving > thinking skills improvement courses.
Transversely,Employees have different fields and functions, and their habits, scenarios, experiences, etc., as well as problem-solving habits and thinking traits are also very different
For example, front-end sales partners may prefer to think intuitively and act quickly when things come into playUsually the scene of work is often on the road or at the customer's site. Colleagues in the back-end functions, on the other hand, tend to think more cautiously. Obviously, it is unrealistic to provide a standardized problem-solving course for people in different functional positions.
Therefore,According to the learning needs and application scenarios of different groups of people, training and empowerment products should also be subdivided according to different groups of peopleFocusing on the characteristics, scene habits and actual needs of different groups of people to design and innovate subdivided products that meet their needs.
Along this line of thought, today we will take the subdivision product "Thinking Excellent and Excellent: The Modern Five Items of Front-line Managers" customized and developed by Jingyue for the front-line manager group as an example to show you how we can focus on the crowd to design subdivision products.
What kind of empowerment do front-line managers need?
No matter what industry the company, there is a group of front-line managers, who are the key people to achieve performance growth, on the one hand, affecting the front-line public employees, and on the other hand, undertaking the company's strategic implementation.
As we empower our clients across different industries and sectors, we're finding that more and more of our clients are right."How to help front-line managers better solve real business problemsThe demands are erupting and appearing in a concentrated manner. Therefore, we began to study how to give more personal and competent knowledge, tools and tools for this group of people
Through a large number of surveys, it has been found that there are about three conventional management methods they use:The first is the split metricThe second isCounseling individualsThe third is assessment and incentive。These three tricks are actually very valuable, but the premise is that the external environment has not changed much and the business development model of the whole company is relatively stable. Once this premise is broken or changed, these three tricks are not enough for front-line managers when faced with problems that they have never seen before.
We often encounter some customers complaining that due to policy adjustments, the sales model can no longer track customers one-to-one as before, and one sales partner may have to cover customers in many regions. As a result, the previous management model of splitting indicators and assessment tracking is not easy to use.
In this era, change is the norm, and we often face some violent turbulence: changes in technology, changes in policies, changes in the concept of industry user needs, etc., so front-line managers are definitely not a stable state in actual business. After many surveys, we found that front-line managers need to improve in the following three levels:
First, they are not good at solving difficult problems
For example, if the regional store manager of a retail enterprise is suddenly transferred to a new store, he needs to face a series of problems, such as how to attract customers to the store because customers are accustomed to making purchases through social platforms such as a certain book and a certain sound, and the customer flow of the new store has dropped significantly
Second, they are not good at leading co-creation
Most of the management methods of front-line business leaders are one-on-one, and many people have particularly strong one-on-one counseling skills, but when a group of people are together, they are often not good at guiding and working together, so that everyone can interact with each other, not to mention the effect of 1+1>2 group wisdom to solve problems together.
Third, they are not good at forward-looking planning
Front-line managers are often good at suddenly discovering a problem in front of them (such as a customer suddenly complaining) and quickly solving it (extinguishing the fire). But if you put the time in half a year, a year, three years, or even longer, what should be done to achieve better performance?Their thinking skills in this area are not enough.
After in-depth insight into this group of people, we have designed a new course called "Thinking Excellent and Performing Better: The Modern Five Values of Frontline Managers" to help them improve their five abilities in the era of change, so as to better cope with changes and improve performance.
These five modules are completely free from the content setting box of the copyright standard course. Due to time constraints, we picked one of the modules and shared with you how we helped frontline managers inspire their teams to share and learn from successful experiences through effective questioning.
The regular meeting can be opened in this way to replicate successfully
Next, let's focus on the work scenario of the "regular meeting" of front-line managers, and see how the "Replication Success" tool helps them get into their minds and applications, so that knowledge can quickly become power.
The process of most front-line managers holding regular meetings is to ask each employee to report on the work of the previous stage one by one, and then give feedback and comments one by one. The disadvantage of this method is that when an employee reports, the rest of the employees are concerned about how they should report, and will not listen carefully to what the reporter is saying, let alone learn and learn from his content.
In fact, as an important part of daily work, regular meetings have the potential for greater value in addition to reporting, that isWhen we are faced with problems brought about by change, we can not only report and exchange information, but also inspire and share with each other。So how can front-line managers give full play to the potential of their teams in regular meeting scenarios?
We've distilled a tooling approachReplicate the success of the spiral four questions. Effectively motivate team members to improve their performance by asking questions. There are four main steps:
First, list. Let each employee list their own highlights.
Second, expand. The sharer should tell the highlight story to everyone.
Third, dig deeper. Everyone posted their experience of the highlights of this success story.
Fourth, action. That is, to translate into practical actions.
The first two steps are individual sharing, and the last two steps are group stimulation, of courseEach step is matched with very specific questioning techniques, which can be mastered more quickly by front-line managers, so that the regular meeting becomes a state of full communication and sharing, and can learn from success in depth (as shown in the figure below).
The vision of the future of this tool is:Each front-line manager can effectively motivate team members to share work highlights and success stories on a regular basis, and effectively listen, learn from each other。In this way, enterprises can effectively stimulate employees' creativity, learning ability, and deep thinking ability at the front-line grassroots level, and this ability is far-reaching and long-lasting.
In this course that empowers frontline managers,:Each section is designed to meet the needs of this group of peopleFor example, sometimes the indicators divided by the superior have improved a lot, and I don't know where to start, the second module is called the collusion gripper;In addition to thinking about problems on your own, you also want to give full play to everyone's abilities and work together, so you can use the third module - tools to deal with problems, etc. On the one hand, the knowledge of these modules comes from the two international copyright courses of "KF Thinking Technology: Systems Thinking and Rational Decision-making" and "Yingwei: Opening New Ideas for Work Problems".Some tools come from on-site research on excellent front-line managers, so that they are integrated together, fit the on-site operation of front-line managers, and more effectively land.
Of course, in addition to the front-line management group, we have also developed corresponding enabling products for different segments, such as IT personnel scenarios, engineers, project managers, etc. (as shown in the figure below).
In general, the subdivision and customized courses for the population are centered on the actual scene needs of the students, match the tools according to the high-frequency needs of the students, and match the appropriate difficulty according to the students' abilities, so that the students can really use them after class and are willing to use them after class.
Speaker: Liu Yafei (Head of Jingyue Innovation Research Institute).
Sharing theme: Fit the on-site operation, quickly implement and promote performance.