Three Minutes Of Management

How to follow staff Goals, examinations, ideas or feelings have always been the favorite and the most painful thing for a supervisor. Especially in recent years, the proportion of fresh people in the workplace (someone collectively referred to as "80 generation" or "strawberry family") is increasing. Administration The head of work is also facing a new challenge. Even those who have been in charge for many years are always in the contradiction between "interpersonal orientation" and "goal orientation". Play a "interpersonal oriented", more inclined to "behave" supervisor, ask subordinates to do things, often by staff response, push and drag slow implementation; instead, play a "goal oriented", tend to ask for "work" director, in the aspect of life, often because of the job requirements, let subordinates hate or hate, lose the hearts of the people and cause brain drain. Is it possible for the supervisor to have "fish and bear's palm" in the process?

Most of enterprise The frequency of formal performance appraisal is one or six months, and only a few enterprises will take the quarter or month as the frequency of examination. The frequency of assessment is too low, the timeliness is lost, the frequency of assessment is too high, and the administrative cost of mobilization can not be loaded. We all agree that assessment and rewards and punishments should have both timely and specific importance. So, is it possible for supervisors to take account of administrative costs in a timely manner?

As early as 1981, the United States published a classic book TheOneMinuteManager, which sells more than 3 million 500 thousand volumes so far. The concept of "One Minute Manager" is very easy to understand and is regarded as a standard by managers. It tells us that managers can make good use of the key three minutes a day to manage and communicate their employees well.

First minute: set goals for employees.

Second minutes: correcting bad performance for employees.

Third minutes: good performance for employees.

These three minutes have formed a critical three minutes. The key points are: first, daily routine, weekly or at least monthly routine implementation, no interruption; two, no need for long talk, endless flow, concise and concise; three, starting from common goals, improving specific demands and correcting bad performance among them, ending with appreciation of excellent performance, so that employees can finally conclude a positive and positive impression in a pleasant and affirmative two-way communication.

This key three minutes, its essence is short, perseverance, goal orientation and interpersonal guidance, work goal formulation and results assessment, it is simple and simple to tell us how to make supervisors and subordinates communication, to build a good bridge. In fact, it has followed the most important principle of performance appraisal: "performance appraisal is a means, not a goal". Performance appraisal is the necessary guidance and corrective measures to improve job performance, not just to finish the performance appraisal, and then use the results of the performance appraisal as the purpose of calculating salary, promotion or bonus. This truth is natural and natural. Unfortunately, most companies know this truth and carry out them day after day, year after year, but unfortunately, they take the examination as the ultimate goal, so that the assessment is only for the workers at the end of the work period. They are either positive or frustrated. Even at the end of the semester, they give the employee a big surprise (because the result is beyond the individual's identification!), rather than being guided or corrected in the most need of work management execution. The effect of this assessment is that the employees who perform well and get good assessment are just like icing on the cake, while those who perform poorly and get poorly graded assessment are in the same way. It is meaningless for management to use examination as a purpose rather than being used as a timely correction.

People in the Department of psychology know that the key part of counseling is not only to express clearly, but also to listen carefully. {page_break}

Many bosses or supervisors often make such a mistake: they talk too much and listen too little in the process of communicating with their employees, so even if they communicate with their employees often, it's just that your employees are very tired of getting to know your ideas again. For them, they are often cliches. As a supervisor, do you know more about your employees through these lengthy communication? Are there any suggestions you want to hear? Do you provide real time and valuable job guidance? Do you have a simple idea of what to do next? Do you have clear requirements for improvement? Do you have a common goal? This is a big question mark!

As a professional manager, he has never been in the management work for decades in his career. But to manage well, manage properly, manage efficiency and efficiency, he must constantly learn and introspection. This is the process and subject of his life. And what is the content of these three minutes? It should be the knowledge and experience we have learned, thinking, sorting out the views, suggestions and ways produced, especially communicating with the employees who are in charge of your thoughts or feelings. What is the feeling? It is our feelings of joy, sadness, joy, sadness and love, which is the direct feeling of the body, happy, sad, angry, sad, crying, likes and dislikes and so on. Dialogue between relatives and friends is very different from management. They often talk about their feelings in the process of communication. Most of the time, they do not expect or do not need to give him any advice, but simply express his feelings. When we can "identify with his feelings", the other party will feel the pleasure of being hit. However, when we exchange feelings with friends and relatives, we usually cross the layer that recognised the other person's feelings, and quickly and directly give them the ideas or suggestions in our minds. The feelings of the other party are not recognized. It is easy to create obstacles in communication for a long time, which is exactly the opposite of the management's right words. Such management is meaningless if there are too many feelings, rather than ideas and specific suggestions, in the process of management dialogue.

People who are responsible for routine management, who are in charge of the key three minutes, have another important mission, that is, they must "find the best answer from different heads". The manager is responsible for leading the team, and every day has a lot of problems. Some of them are not the answers provided by past experience and knowledge, forcing managers to keep thinking, and using different backgrounds to find out the best answer. Many executives are accustomed to playing jack of all trades. No matter what the macro vision or microscopic implementation of the problem is, they are all omnipotent, asking me to be right. This is not only very dangerous, but also stifle the staff's thinking and creativity, because they ask the boss everything right, the boss has the idea, only the boss's idea is right, because the official university asks big.

The supervisor must train himself into such a person: his brain seems to have various kinds of files in different categories, and a key and useful information can be jumped out to help at any time. Business management teams often rely on past experience to make decisions when making decisions. However, changes in globalization or economic conditions have changed the world's competitive mode, and the boundaries between various fields have gradually disappeared. Cosmetics company L'OREAL invited employees with artistic backgrounds to join the management team, Google appointed Dr. astronomy, and top design consulting company IDEO introduced anthropologists to assist observation and analysis. Chemical changes caused by different heads entering the company have become the key to innovation.

Management of the key three minutes, according to the exercise class, so that the correct management of communication become a habit, from then on, supervisors and employees no longer regard each other's communication and work assessment as a dangerous road.