Where did the problem go?
The highest goal of an enterprise is to survive continuously and healthily. However, more enterprises disappear after three to five years of glory, or they have died early without ever having glory. Because any "board" that is too short is almost always fatal. But among the many shortcomings that lead to the demise of a company, there is one that everyone pays little attention to, and that is the continued loss of core employees, because although many bosses say that talents are the precious wealth of the company, they privately believe that "three-legged Toads are hard to find, and there are plenty of people with two legs." The growth of an enterprise is synchronized with the gathering and growth of talents. The shock of the enterprise is consistent with the shock of talents. The continuous departure of talents, especially core employees, will inevitably lead to the demise of the enterprise.
Corporations generally try their best to keep core employees, and they usually give them generous treatment. But why do they still want to leave? Of course, there are many reasons why employees leave, one of which is very important, and that is that the boss fails to fulfill his promises and fulfill them well.
Is the boss “destined” to not keep his words?
There are many ways for bosses to make promises, such as written agreements, verbal promises, spiritual contracts, formal documents, public readings, private discussions, etc. However, how many bosses can fully fulfill their promises? The reason why the boss promises his subordinates is based on three conditions: first, the matter has not yet been completed and the boss urgently needs it to be completed; second, the boss cannot complete it with his own existing strength; third, the person promised is capable of completing it. However, after everything is done, can the boss fulfill his original promise? The answer is that it is very difficult, even more difficult. Why?
The following is a piece of content that I often talk about in the boss class. I asked all the bosses: "What is a boss?" The answers vary, but I want to say: "From the perspective of promises and fulfillment, a boss is someone who doesn't keep his word. The boss originally promised to give you 1 million when things come true. After that, I didn’t want to give it anymore, but I was afraid of the reputation of breaking my promise, so I always looked for some fault. Isn’t the fault easy to find? So the problems found were not only enough to offset the 1 million yuan you deserved, but also cost you 1 million yuan. It's not enough! The boss even lists your "sins" to such an extent that it's hard to describe! It makes you not angry, but trembling. So timid employees take the opportunity to be scared away, and those who understand the boss's thoughts are unwilling to do so. Employees who care too much are willing to leave. And when the employees "escape", the boss often shouts: Stop! Come back! You can't leave! ...and you have to pay for it! But I was secretly happy." When I described it like this, some bosses began to retort: ??"You are wrong, I will not do this." I said, "That's right. It means that the boss thinks this way, and anyone who doesn’t think this way is not a real boss. Because the boss represents the interests of capital, which is the natural attribute of the boss. As for what the boss does, it is determined by the boss’s social attributes. "Social attributes include: the boss's personal values ??and moral cultivation; the object of the promise and the relationship between the object and himself; the process of making the promise; the public's standards of judgment, the policy and legal environment, and his own strength and power and other social factors.
As for the promise of 1 million yuan, bosses with different social attributes may have very different approaches: the first type is that after the boss cashes in 1 million yuan, he also gives an extra car as a gift. Such a boss is one of a million. ; The second type is that the boss actually gives you 1 million yuan, and this type of boss is only one in a thousand; the third type is that the boss only gives 100,000 yuan in the end, and this type of boss is only one in a hundred; the fourth type is that the boss doesn’t give the last cent, Nine out of ten bosses are this type; the fifth type is the boss who promises 1 million but not only withholds the last cent, but also deducts a penalty. This type of boss is one or two out of ten. From the perspective of natural attributes, there is no big difference between all bosses, but the difference lies in social attributes, and it is this social attribute that determines the success or failure of the boss and the health and longevity of the enterprise. The natural attribute determines that the boss does not want to fulfill his promise, while the social attribute determines the extent to which the boss fulfills his promise.
In reality, there is also a type of boss who knows that the promise cannot be fulfilled before it is accomplished, but in order to complete the task, he exaggerates the promise, makes employees work for them, and waits until the employee's wisdom and strength are drained to find a solution. Fire employees. However, the employees did not know this and thought it was a tempting proposition, so they dedicated their wisdom and strength to the enterprise organization. But after the boss does this once or twice, the following problems will arise. Those "smart" employees begin to take advantage of the boss's "evil" side, deliberately raise their basic salary requirements, deceive the boss and then run away. As for the boss’s tempting promises, he has no intention of making them at all. This is what I mentioned in the last issue of “Managing Birdmen” as a lie. The reason why there are so many scammers in corporate organizations is that the first problem lies with the boss. Only when the boss has deceitful intentions and actions, will the deceitful birds come to suit his liking. Even if the boss is cunning and cunning, he cannot resist the schemes of the birds. It is true that one thing reduces another, physalis reduces tofu, and all things overcome each other.
So besides "greed", is there any "force" for the boss not to fulfill his promise?
Why would the boss break his promise?
The resources of any enterprise are limited at any time.
Why do bosses most likely fail to fulfill their promises? The reason is that when the boss made a promise, he only considered the development of a certain vertical field. In fact, horizontal difficulties sometimes cannot be predicted at all. However, when things develop, they happen. For example: The reason why your boss agreed to give you 1 million yuan at the beginning was because he planned that after the project was completed, the total income might be 10 million yuan, and he would still get 9 million yuan after cashing in. However, the boss did not predict the complexity and difficulty of the matter at all, so he kept looking for people more capable than you and people with other abilities, and kept paying greater and more costs. There is no turning back, and it is impossible to turn back. Turning back can only result in real spot losses, so the boss continues to promise and push forward in order to accomplish things. Although the promise has been made, the loss promised is a futures loss, which is not suitable for the current situation. Harmful. So after the project is completed, the total revenue of the project will be 10 million yuan, and the promised rewards plus costs will be 20 million yuan. In this case, can the boss still fulfill his original promise? Obviously not.
Some people will say that the boss did not plan well at the beginning and did not think carefully. The responsibility lies with the boss and cannot be left to the employees. That's the truth, but if you plan well, will it be executed as planned? If the plan cannot keep up with changes, no one is a god. This resulted in the boss making an unintentional mistake, but he was unable to correct it. At this time, the social attribute of the boss determines that he will take a different approach. A good boss will talk openly and honestly with everyone, so he promised to give 1 million yuan. If he can give 100,000 yuan, it will be considered a very generous boss, because the boss himself Earnings expectations have also been significantly reduced. But this is only a way to put out the fire afterwards and cannot fundamentally solve the problem.
So, how to avoid this embarrassing situation in advance?
How to prevent problems before they happen?
First, don’t make promises to employees easily
As a boss, if you want to retain core employees, you must take the issue of integrity seriously, be cautious, and nip problems in the bud. . For a boss who likes to make promises, you should be careful when speaking out. Often the boss will say it casually at the time and forget it later, but the employees will keep the promises made to the boss in mind. Therefore, experienced bosses often remind themselves not to make promises to employees easily, or openly ask everyone at the year-end summary meeting if there are any unfulfilled promises to avoid breaking trust with employees. At the same time, the boss should ask the secretaries around him to make memos and make them well-documented.
Secondly, it is better to do what you say than to do
As a boss, even if you can give ten points to your employees, you should leave room for it when promising. point. There are two benefits to doing this: first, just in case, things change and leave room for maneuver; second, it exceeds employees' psychological expectations and gives everyone an unexpected surprise. For example: if you promised to give six to employees and they got eight, they would feel very good and be grateful; if you promised eight to employees and they got eight, they would take it for granted; if you promised ten to employees, they would only get eight. 8. Employees will feel that you are lying to them and are dishonest. The same employee got eight, but the effect was so poor. The key reason was the relationship between promises and fulfillment, whether it was handled artistically or not.
Third, the promise must be clear
Although you must be careful when making promises, it is impossible not to make promises in actual work, because without promises, there is no incentive, and all employees need incentives. . Promises are everywhere, but one thing should be kept in mind when making a promise: the terms of the promise should be clear and not vague. Why? Because different people understand the same sentence differently, even if the same person understands it differently in different environments and different moods, no matter how they understand it, people have a tendency, that is, to go towards what is most beneficial to them. Understand on the one hand. Therefore, when you make a promise to employees, you must make it clear and clear, and try not to give employees the possibility of ambiguity in their understanding. This ensures that the promise is rigid, which means that the goal of everyone's efforts is the same, otherwise everyone will Conflicts arise. This is an important reason why people often say, "We share joys and sorrows".
Fourth, beware of "implicit promises"
As a boss, you should be aware that although you cannot easily make explicit promises to your employees, you should not make implicit promises to your employees either. What is an implicit promise to employees? That is: although the boss has not made a clear promise to the employees, the employees think that the boss should do what they want. If the boss fails to do it, the employees will think that the boss has broken his promise.
There are generally two types of reasons for implicit promises: one is that the boss has given employees certain benefits and rewards under certain conditions, but did not emphasize the particularity of the environment at that time. Everyone develops a sense of routine and an objective standard of effort. So other employees who have not won the award will think that if they have achieved that level, they should receive the same treatment. But in fact there is no such thing. Another reason for implicit promises is that the boss exaggerates the employee's work performance when he affirms the employee's work. Originally, people's evaluation of themselves is asymmetrical. People often evaluate themselves higher than their true level. If the boss does not understand the art of motivation and only affirms employees one-sidedly without properly pointing out the shortcomings of employees, then employees' evaluation of themselves will be inflated, and even lead to inflated self-evaluation, making employees feel that they cannot do well without the boss. , I deserve more.
If the boss fails to correct the deviation in a timely manner, in the minds of the employees, it is equivalent to the fact that the boss has promised to the employees. Once the boss fails to give what the employees think they deserve, the employees will feel that the boss has treated them badly. , you will have the idea of ????resigning. In view of this, as a boss, while affirming the achievements of core employees, he should also appropriately suppress the inflated self-evaluation of employees and lower the psychological expectations of core employees. Only in this way is it responsible for the core employees themselves and the enterprise organization.
Fifth, raise some "idle people" appropriately
Many bosses, often in order to save labor costs, do not raise any idle people, and even everyone is operating at full capacity or overload. In this state, the following problems are prone to occur: First, employees feel tired, overwhelmed with coping every day, and work efficiency is low; second, once new work tasks arise, employees immediately become nervous and may not be able to cope with them; third, once employee shortages occur, If they are not in the position, some work will immediately come to a standstill, and even affect the overall efficiency; fourth, employees believe that they are indispensable and will take advantage of the boss at critical moments. Therefore, as a boss, it is also necessary to properly raise some idle people. The role of idle people can solve the above problems. Raising troops for a thousand days, using troops for a while, they can completely replace core employees to do the work at critical moments. There is no reserve team for a war, and the general is nervous and unsure, and he is gambling. Since idlers and core employees are in a complementary relationship, this will also help core employees to correctly evaluate and position themselves, so that they will not worship themselves too much, and it will make it easier for core employees to think rationally about problems, thereby stabilizing the team of core employees and ensuring the health of the company. operation.
Sixth, don’t agree to some conditions easily
When promising employees, you should pay attention to some things that you should not agree to easily:
First, shares.
The issue of shares is a sensitive topic. Because when it comes to the issue of shares, it involves the issue of the highest power of the enterprise, especially the issue of property rights. Some bosses give away their worthless shares to others in the early stages of starting a business. When the business is about to start, the shares become valuable, and they give their shares to the position of small shareholders, which in turn leads to equity disputes and ruins promising companies. In the midst of shareholder disputes.
The second is position.
In the early days of starting a business, human resources were in short supply, and positions were promised casually. Once the company developed and needed more senior managers, it was discovered that the positions had been promised to so-and-so. As a result, the introduction of high-quality personnel encountered obstacles. Introducing it will also cause unpleasantness. The development process of enterprises is a spiral, and it is necessary to continuously introduce more advanced management talents.
The third is high dividends and commissions.
It often causes a significant increase in costs, because as a boss, if you don’t know much about financial knowledge, it is easy to overlook some financial costs, but in fact they are inevitable.
The fourth is major material rewards.
This will also increase the cost of the enterprise. Even if you do better in the future, you will not be able to give higher rewards, or the rewards will no longer have an motivating effect.
Killing donkeys has been around since ancient times. Liu Bang killed Han Xin, Zhu Yuanzhang burned the Qinggong Building, etc. This trick is also common in modern enterprises.