A short story about sales.

The prevalence of management fables now shows that vague preaching is not as touching as stories, that is to say, it is not enough to communicate with subordinates only by reasoning, but it is more important to learn to tell stories. Amway, famous for its direct selling, is actually a master storyteller.

Cooking the Three Kingdoms and watching the Water Margin, the Monkey King is a good employee, thinking like a frog, who moved my cheese and so on are all well-known fables. For example, Boiled Three Kingdoms is a moral reading for professional managers and managers at all levels, and the environmental background of the story belongs to a quasi-professional and orderly state; Thinking Like a Frog is a philosophical reading, and many of its stories are treated in different ways. Through a large number of cases, this paper expounds the inextricable relationship between enterprises and teams, teams and individuals and their solutions. The "quagmire management philosophy" (hidden rules) of the protagonist "Old Frog" will undoubtedly bring brand-new thinking and thinking to many professionals and executives in large teams. The only thing in the story is to say yes By refining some classic stories and fables, we can get good philosophy and management ideas. Such as the following classic management fable:

Survival response and speed competition;

Two people spent the night in the Woods. In the morning, a bear suddenly ran out of the Woods, and one of them was busy wearing sneakers; The other said to him, "What's the use of wearing sneakers? Anyway, we can't run the bear! " The man who was busy wearing sneakers said, "I'm going to run past you." This shows that the world we are facing is a world full of substitutes and fierce competition. Running fast or not is probably the key to success, and quick response in management can also form a competitive advantage.

South wind and north wind:

The north wind and the south wind are worse. Let's see who can make pedestrians take off their coats. The north wind came first, with a biting cold wind, making pedestrians wrap their coats tightly. The south wind blows slowly, and it is sunny and bright. Pedestrians unbutton their buttons and take off their coats in spring, and the south wind wins. This story, also known as the law of the south wind, illustrates a truth: warmth is better than cold. When leaders apply the South Wind Law in management, they should respect and care for their subordinates, show more human feelings, let them unload their burdens and stimulate their enthusiasm.

Survival of the fittest:

The fox in the desert keeps a nest of foxes. When foxes were old enough to hunt alone, their mother drove them all away. The fox is homesick and won't go. The mother fox bites and chases relentlessly. One of the foxes was blind, but his mother didn't give him special care, so she drove him away. Because my mother knows that no one can keep them for a lifetime, all the foxes have grown up since this day, and the blind foxes have finally learned to eat by smell. Enterprises should also let go in time after proper training when cultivating business backbones. Independent responsibility is the only way for talent growth, because business and nature are the same: survival of the fittest.

Smart pig game:

Allusions tell us that learning how to "hitchhike" is the most basic quality of a shrewd professional manager in the operation of small enterprises. At some point, it is wise to wait and let other big enterprises explore the market first. At this time, nothing can be done unless you do something, because "parasitism" is also a way of life. Smart managers are good at using various favorable conditions to serve themselves. "Hitchhiking" is actually another choice for professional managers to face every expense. Paying attention to and studying it can save a lot of unnecessary expenses for enterprises, thus making the management and development of enterprises go to a new level. This phenomenon is very common in economic life, but managers of small enterprises are rarely familiar with it.

Tortoise and rabbit rematch:

After the rabbit and the tortoise failed in the race, he summed up his experience and lessons and proposed to have another race with the tortoise. After the game started, the tortoise ran according to the prescribed route and climbed forward desperately, thinking that I would lose this time. But it didn't see the rabbit after it reached the finish line. While I was wondering, I saw the rabbit running panting. It turned out that the rabbit was eager to win, and as soon as it got on the road, it bumped into it. I guess it's almost over. When it looked up, it found that it ran in the wrong direction and had to go back and run again, so it still fell behind the tortoise. It can be seen that whether the strategy and route are correct is very important in management. In a sense, the competition between modern enterprises is the competition of strategic positioning of enterprises.

Hedgehog rule:

Two sleepy hedgehogs huddled together because of the cold. But because each of them had thorns, they kept a distance, but they were too cold to stand, so they got together. After many twists and turns, the two hedgehogs finally found a suitable distance: they can get each other's warmth without getting stuck.

Hedgehog rule is the "psychological distance effect" in interpersonal communication. Leaders should keep a reasonable distance from their subordinates to avoid losing principles in their work.

"Hot stove" rule:

The law vividly expounds the principle of punishment: (1) If the stove is hot, you can know that it will burn people without touching it-the warning principle. Leaders should always educate their subordinates about rules and regulations to warn or persuade them not to violate rules and regulations, or they will be punished. Whenever you touch a hot stove, you are bound to get burned. In other words, as long as you violate the rules and regulations of the unit, you will be punished. (3) When you touch a hot stove, you will be burned immediately-the principle of immediacy. Punishment must be carried out immediately after the wrong behavior, without any delay, so as to correct the wrong behavior in time. (4) Whoever touches the hot stove will be scalded-the principle of fairness.

Success depends on your attitude:

A young man came to the oasis and met an old gentleman. The young man asked, "How is it here?" The old man asked, "What's your hometown like?" The young man replied, "It's terrible! I hate it. " The old man went on to say, "Then go, it's as bad as your hometown. Later, another young man asked the same question and the old man asked the same question. The young man replied, "My hometown is very good. I miss the people, flowers and things in my hometown very much ..." The old man said, "It's just as good here." The observer was surprised and asked the old man why he was inconsistent. The old man said, "What are you looking for? You'll find something! "In management practice, mentality is very important. If you look at a thing with appreciation, you will see many advantages, and if you look at it with criticism, you will see countless disadvantages.

Who moved my cheese?

It reminds you how to laugh at change and succeed in today's ever-changing times. In this way, you can get what you want most in life, that is, the "cheese" in the book, whether it is work, health, interpersonal relationship, love or money. In the story, you will find that two mice do better than two dwarfs in the face of change, because they always simplify things; However, the complicated brains of the two dwarfs and human emotions always complicate things. This is not to say that mice are smarter than people. We all know human emotions, but we always complicate things. This is not wisdom. But from another angle, don't people's overly complicated wisdom and emotions sometimes hinder their progress?

The rule of "barrel":

The rule of "wooden barrel" refers to the amount of water in a wooden barrel with uneven bottle mouth, not the longest wooden board on the barrel, but the shortest wooden board on the barrel. In order to make the same wood hold more water and improve the overall effect of the bucket, instead of increasing the length of the longest board, we should try to fill the shortest board in the bucket in turn. The rule of "barrel" tells leaders to pay attention to the weak links in the management process, otherwise it will affect the overall work of the unit. People often say that the purpose of learning from each other is to make up for each other's shortcomings, and it is difficult to improve the overall effect of work. In addition, whether a person can accomplish something depends on the shortest ability or resources.

"Fish tank" rule:

The fish tank is made of glass with high transparency. No matter from which angle, the situation inside is clear. The application of the "fish tank" rule in management requires leaders to increase the transparency of all work. With the transparency of all work, the behavior of leaders will be supervised by all subordinates, which will effectively prevent leaders from abusing their power, thus strengthening the self-restraint mechanism of leaders.

Frog experiment:

It means that you are born in sorrow and die in happiness. In human resource management, everyone has a brilliant experience of creating a comfortable environment, and gradually formed a familiar work and life pattern in this environment. A unit has also formed a management model. Individuals lose competition, lack the necessary stimulation, and work carefree in a comfortable working atmosphere. Then, this department and unit will lose their work vitality and their work efficiency will inevitably become lower and lower. Lack of sensitivity to the environment, and finally only eliminated by the market. So we have the following enlightenment: the change of the big environment can determine your success or failure. Changes in the general environment are sometimes invisible. We must always pay attention, study more, remain vigilant and welcome changes before it is too late. Too comfortable environment is the most dangerous moment. Habitual lifestyle may be your most dangerous lifestyle. Constantly innovate and break the old pattern, I believe everything can be improved.

If you want to realize the slight change of the trend, you must "stop" and think from different angles, and learning is the best way to find the change.

Found "soldiers who don't pull horses"

From the management point of view, this greatly improves the efficiency of management (get the maximum output with the least input), so the army can save manpower to work in other positions and get extra income. From the organizational point of view, this is actually an optimization process of organizational work system. "People get their things, things get their people, people do their best, and people do their best." In every enterprise organization, perfect organizational design and reasonable business objectives are the organizational structures of many enterprises. "Soldiers who don't pull horses" can be seen everywhere. How can our enterprise develop efficiently?

The fable of the north wind and the south wind:

It vividly illustrates a truth: warmth is better than cold. When leaders apply the "south wind" rule in management, they should respect and care for their subordinates, be subordinate-oriented, and be more human, so that subordinates can really feel the warmth given by leaders, thus unloading their burdens and stimulating their enthusiasm for work.

"iceberg rule":

It shows that in management information communication, 90% is hidden, and only 10% is revealed. The "catfish effect" is to stimulate the vitality of the organization. The "leverage principle" requires managers to look at the overall situation strategically and seize opportunities. Tactically, the "stone eye theory" is to concentrate limited energy to solve the most urgent and important problems.

"28 Law" and so on.