Three stages of enterprise management

Enterprises at different stages have different characteristics, so different management models should be adopted, and the management model should consider the foundation of enterprises and the skill of managers.

The managers in the first stage are "governing by doing something".

What start-ups need most is "slash youth", or almost every start-up boss is slash youth, which has nothing to do with strength, but entrepreneurs should experience the characteristics of multiple positions, establish certain processes and feelings, and prepare for the later operation management upgrade.

Duck Prophet of Spring River Plumbing. If entrepreneurs can't experience it in the first line, it will be difficult to design a grounded management mechanism, or it will be difficult to innovate if they fall into previous experience.

The selection of entrepreneurial projects is based on macro-judgment, and the operation and management of projects should have an empty cup mentality, thus establishing the meso-process and micro-significance of the projects.

Things can be quantified, and what can be quantified is called "existence". This stage is characterized by "focusing on things rather than people" and devoting to the goal of doing things. Some start-ups have accumulated wealth at this stage, but they have not cultivated a team. In the high-pressure situation of doing things, everyone in the team is in danger, and may fall apart at any time, and the turnover rate of personnel (talents) increases.

The second stage: "exchange the needed goods".

In the first stage, managers established a strong framework, experienced "ups and downs" and learned to pay attention to "people (hearts)".

This stage is characterized by "being both things and people", emphasizing different things to find different people or assigning different things according to different people's characteristics and growth goals. At this stage, the boss and employees become an alliance, and each employee has his own growth goals. Enterprises help employees achieve their own goals while completing their personal growth goals, and ultimately everyone is happy. Just as the team trained Jordan as the most valuable player in the NBA, the Bulls also won the championship.

At this stage, managers have established a stable and familiar team, and understand the characteristics and goals of individuals.

The third stage: "governing by doing nothing".

No matter what happens, as long as you care about others, in other words, focusing on "being responsible for others" to build a team and cultivate an echelon is the focus at this stage.

Many bosses do this in the first stage, and the result is either that there are many corporate gangs or that the boss is not grounded, which leads to frequent decision-making mistakes.

Things can be quantified (can be called "existence"),

The human heart is difficult to quantify (it can't be called "nothing" by quantification).

The human heart is invisible and intangible, but it is big enough to reach heaven and earth. After all, enterprises are "people" enterprises, and managers at this stage pay attention to "people" rather than "things". Giving full play to people's subjective initiative and creativity, and cultivating and discovering talents are the main goals of enterprises at this stage.