Is career development "Meritorious Service" or "anner" first "?

Reading: his career has taken another level. Zhang Liangzhu is full of ambition. He wants to establish his career in the short term and lay the foundation for the Jianghu status. However, he knows that the Branch Service Upgrade Plan in his operations is very beneficial to the company as a whole and his career, but it will inevitably transfer some of the high-quality resources that the veteran master. How should I balance my career interests with meritorious deeds?

One month ago, I resigned as the marketing director of a company branch and came to another city to serve as the general manager of the branch. My new company is mainly engaged in financial guarantee business. The Branch has two generals, one of which is the vice president of the branch. He mainly assists the General Manager in implementing various important matters. The other is the marketing director in charge of the marketing business and is directly responsible to the general manager. They have been working in the region for many years and are familiar with local enterprises and commercial financial environments. Their Performance occupies a large part of the company's overall performance and master most of the company's high-quality resources.

In addition to being familiar with the company and local environment, I hope to plan the short-term and mid-term marketing strategies of the branch. I have studied old customer materials, many of which have more in-depth requirements, but the services provided by the company have not met them yet. As a result, I hope to upgrade the services of the Branch to bring greater value to these old customers and improve their market competitiveness. However, these high-quality resources are in the hands of the marketing director and vice president, who have not yet considered upgrading services.

The service Upgrade Plan will bring great benefits to the company and my new career. It will also transfer important resources from the vice president and marketing director, which may lead them to mistakenly think that I want to grab customers. How can I balance my achievements when a new officer takes office?

-Zhang Liang dolphin club member

　　Go outside

As the general manager of the branch, Zhang Liang must first rectify the internal relationship, mobilize the enthusiasm of all employees, and build the internal organizational capacity. It is difficult to achieve a breakthrough in performance because internal organization cannot be straightened out, organizational capacity cannot be well built, there are more external opportunities, and market strategies are correct. For this reason, I suggest:

First, it should take at least a few months to investigate and familiarize yourself with the situation of the branch.

1. Fully investigate the market and customer conditions, industry and competitors, and clarify the challenges and breakthroughs for branches to expand.

2. Do a good job of internal personnel research and familiarity, especially identifying the key talents, what are the high-quality resources, and who are holding them. For key talents, you should have a detailed understanding of their responsibilities, work processes, capacity, strengths and weaknesses, values, personal key needs, and family background.

3. on the basis of the above, the general manager of the branch office won internal trust and recognition by fully communicating with everyone, deepening feelings, and helping employees solve practical problems, in particular, the trust and recognition of key talents, including Vice President and marketing director. This is the key point to preparing for performance improvement. Without such trust, everything is empty talk.

Second, gradually master high-quality resources.

In view of the fact that sales personnel use customer resources as their own, as the general manager of the branch, it is necessary to fully publicize and communicate internally and gradually establish a concept: customers, suppliers, channels, and other resources are from the company, rather than the individual. The interests of the company are consistent with those of the individual.

After creating an appropriate public opinion atmosphere, Zhang Liang can take some measures to gradually master the high-quality resources of the branch. For example, for key customers, the general manager himself wants to visit and gradually establish relationships and feelings with them, weaken the influence of the vice president or director on key customers, and assign a deputy director or vice president to the Director or vice president, gradually share part of their work and resources; promote the position of vice president or director, spiritual recognition, encourage them to give up part of the resources. For key tasks, division of work can be performed to prevent some personnel from mastering all the tasks. Improve the Ability of middle-level cadres, strengthen the construction of talent echelons, and help the loss of staff in key positions to the company's negative impact.

Finally, on the basis of the above, take major business change measures such as the service Upgrade Plan. Therefore, even if a few people do not support organizational capacity, the risk will not be high.

-Chen honglang dolphin club, Shenzhen Bay Branch Member, Shenzhen wanxun Director of Human Resources and Operation

　　"Three fires"

When new officers take office, they need to make achievements as soon as possible, and balance the delicate relationships in the workplace to firmly lay a solid position. How to make the "Three fires" Popular should follow the three-step principle of plan establishment, tree prestige, and encouragement.

First, everything is ready. In-depth analysis of environmental factors, the analysis of the advantages and disadvantages of the new service plan should be convincing and widely discussed in order to gain the company's approval. In terms of the development of the plan, it should be easy and difficult, for example, you can start from a customer other than two or adopt a "bastion differentiation" strategy, starting from the one that is more acceptable to the vice president and marketing director.

Second, he is good at building prestige by taking advantage of the "fake Fox. As the new leadership of the branch, we should actively communicate with the leadership of the parent company at the higher level to gain the approval and firm support from the leadership of the parent company. Clarify the situations in which customer resources of a branch are controlled by individuals and the risks arising from these operations to the company. It is recommended that the company gradually establish a corresponding Customer Resource Management System for the branch, avoid the risk of taking customer resources away when an individual leaves the company.

Third, transfer pressure and motivation. Transferring pressure refers to transferring the pressure of the company's business growth to everyone in the branch, including Vice President and marketing director. Make sure that the staff of the Branch, especially the two senior employees, understand that if the customer service plan is not upgraded, it will be difficult to meet the company's performance growth requirements, and customers may be snatched by competitors. While transferring the pressure, we should formulate incentive policies related to upgrading service plans to stimulate everyone's motivation, the key point is to let everyone, especially the two senior employees, understand that doing so will bring more benefits to individuals.

-Liu hongjun is a consulting partner

　　Respect the achievements of veteran

We should always adhere to the four principles of respect, communication, trust, and execution for the problems that may arise due to unfamiliar contacts of new officers and business ideas for upgrading services.

First, be familiar with the company and the local environment, and understand the current cooperation model between old customers and the company and the relationship between customer groups. Then, we will analyze the data to further improve the concept of upgrading services.

Then, we will integrate the communication into the company's operations. We recommend that you first contact the marketing director to acknowledge his contributions and contributions, listen to his thoughts on his past work and plans for the next step, and communicate with him in depth about his thoughts on service upgrade, you want to get the support. Then contact the Vice President separately. Inform the vice president of the Service Upgrade Plan in detail, and ask the vice president to raise questions and seek corresponding solutions.

Finally, ask the vice president to help him communicate and brainstorm with the director of the marketing department, and raise questions and problems that may exist in executing the upgrade service as early as possible, sort out a specific feasible implementation scheme and emergency measures scheme, and finally implement the scheme.

-Xu hui, deputy director of webpower China Business