It is better to say that people are the most difficult to change than habits are the most difficult to change. Who will easily change the habits that people have developed over the years? For a relatively successful enterprise boss, the company's scale is growing, the number of employees is increasing, and honors are waiting. What's more important is that the market has come to victory for many years, we welcome people around us and take it for granted with confidence. It seems to most employees that they want to change their boss: "It's hard !, I think it's hard !"
It is really difficult to change a boss who is used to managing an enterprise by personal ability. However, if you do not change the boss's habit of fighting independently, do not change the boss's "one-click-all" style, or do not change the boss's "Everything is needed" approach, enterprise employees, especially middle-and high-level management personnel, cannot perform their duties independently, and cannot start their work with their hands and feet. In the end, they are in a vicious circle of "no one dares to take responsibility for an enterprise, and all major and minor events are ruled by the boss.
If the boss cannot be changed, the establishment of the standardized management system of enterprises is empty talk. Even if the system scheme is well designed, it cannot be implemented. Because the boss's inertial thinking and inherent practices can undermine the authority of the management system in minutes! Without changing the boss, there is no possibility of project success.
Can't the boss really change? No, my answer is no! The so-called "sincerity is caused by the open stone "! As long as the pros and cons are clear, it is easier to change the boss in proper ways than to change employees. Although the Ancients say "one key opens one lock", the change varies from person to person, but there are still ways or steps out of the same. The author's experience is as follows:
I. Three chapters of the project selection phase
I have always followed the practice of "register first and then go to the door", that is, first collect the diagnosis fee, and then go to the enterprise survey. This practice plays a good screening role, and the unchangeable boss has been screened for more than half. The boss is eager to change, learn with sincerity, and fall in love with standardized enterprise management, thus laying the foundation for change. The boss has made up his mind that the project experts should take the opportunity to make an appointment with him: Promise to take an oath in public, promise to sign the project file, promise not to make a "one word", and promise to fully respect the design results of the project experts, we promise that no matter what obstacles we encounter, the project will never be abandoned!
At the end of the day, I always want to ask again, for the boss to build a standardized management system, that is, "No anesthetic for surgery", can you endure the pain? When the answer is firm, the possibility of a change from the boss increases by at least 50%.
2. Public oath at the project mobilization meeting
All members of the project leading group and system designers must swear in public at the project kickoff meeting, and the enterprise boss vowed to arrange recording and recording of personnel in advance to save the photo.
Iii. Project Management Document Signing commitment
Project experts provide the responsibilities and cooperation requirements of Leading Group members, enterprise top management personnel, and grass-roots employees in the project, which are issued in the form of documents after the approval and signature of the boss. The boss and the project team members work together, respectively sign the commitment at the kick-off meeting: resolutely abide by the commitment; otherwise, the project team will be consciously punished.
4. Regular communication during the project design stage
During the entire project design phase, project experts must communicate with business owners from time to time. If it is discovered that the design of the solution is affected by the "boss" reason, it is necessary to communicate with the boss at the first time to ensure that the design of the solution is not affected. In order to reassure designers or convince employees, ask the boss to attend the solution design change seminar together if necessary. The boss can show his attitude and determination, let the project team members and grass-roots employees take a "reassurance ".
V. Synchronization of project program training approval
In order to ensure the feasibility of the project scheme, the project should be promoted step by step. First, the system designer should design the draft scheme, solicit comments from employees, and then discuss and supplement the scheme in a group. If the plan is feasible, it should be reported to the owner for review, finally, it is approved by the boss. The boss's participation in approval is the process of reaching consensus and making decisions. It is also a training process for the boss, allowing him to understand the new concept of system work in the standardized management system, to adapt to future management of enterprises.
6. Publicize project achievements
In the training phase of project achievements, we should consciously arrange the boss to give lectures and change the major institutional and standard procedures in the past. The boss's own preaching will help the boss to deepen his understanding, enhance his consciousness of conscious execution, and deepen the understanding of trainees (cadres and employees) so as to maximize the exemplary role of the boss.
VII. Launch of Self-decommission in project implementation
The project program training is in place. On the date of formal implementation, the company once again held a project implementation mobilization meeting. The boss solemnly announced at the meeting: when the new management system was running, it is the day when the boss ends his "Dedicated Line. From now on, the majority of cadres and employees should exercise their power and perform their duties in accordance with the system standard procedures, and boldly work and let go of their work. In front of the system standard process, our principle is "the system is superior to everything, the process is too powerful", and the boss is like everyone "without compromise ".
8. highway vehicles are rejected
The Standardized Management System of an enterprise operates like a highway opened to traffic, and the original dirt roads are closed at the same time. Vehicles traveling on the highway must follow the traffic rules. If the traffic is light, traffic will be blocked. if the traffic is slow, the car may be destroyed! Therefore, to ensure the efficient operation of enterprises and ensure the security of members, you must refuse to intercept the team, that is, you must reject the superior Request for report from subordinate employees. It is stipulated in the system that any employee who violates the rules and directly asks the boss for instructions or approves the violation of the system process will be punished according to the violation of the system.
9. Ask the management consultant to give his or her life
The completion of standardized enterprise management system design is not the end of the mission of project experts. Only when the system runs normally and the boss completely changes the practice of "one person is disowned and the power is exclusive", after all employees perform their respective duties, it can be said that project experts have basically completed the project goal of helping enterprises "build a pragmatic and superior management system and build a team of experts who do not take it away. In the project implementation phase, the coaching system runs, and only project experts can control the operation direction, handle exceptions, and handle boss and senior executives violations. Therefore, after the project design is complete, the boss still needs to hire a project expert as the enterprise's management consultant to continue to follow up the service and constrain the boss himself.
10. consciously abide by the system and use it for punishment
After the establishment of the standardized enterprise management system, we can say that we have put the power of the boss to make decisions. However, people have inertia. Changes in habits require both hard work and reminders and constraints from team members. Therefore, while the boss consciously abides by the standard procedures of the system, the employees of the enterprise also need to constrain the boss according to the system, and the boss should be punished for violating the system. When a company's cadres and employees, including the boss, achieve "equality in front of the system", the management system of the company is successful. Undoubtedly, this is also a sign of the boss's change.
Some people quit smoking for years in order to be healthy. It is not easy for the boss to understand the problem of his own independent and dedicated behavior for the long-term stability of the company he is building? When the boss is eager for long-term stable development of the enterprise, truly understands the benefits of the standardized management system for enterprise development, gives up the management methods that hinder enterprise development, and changes his bad habits, what's wrong?
"Sincerity is the result of the open stone", only kung fu, as long as the heart is sincere, nothing can change the boss!
How to change the boss in the project design and implementation process?
