Be the best store manager

Chapter 10 Key 1: Laws as the key link - system guarantees performance ([-])
Behavior is a product of institutions
As the saying goes: "There is no rule, no circle." The formulation of the system is necessary. A store without a system will be a mess, without combat effectiveness, let alone a store with long-term development conditions.What the store manager has to do is to formulate, implement the system and supervise the implementation of the system.Turn the system into the habit of employees, and the habit determines the behavior of employees, and the behavior is the product of the system.

When Mr. Mao Yushi, a famous economist in my country, was a visiting scholar in the United States, he went to the local post office to queue up for business. He found that the customers in front of the queue were at least one meter away from the customers who were being served.They think that this can avoid the discomfort caused by getting too close to each other, and it is also to respect the privacy of others and avoid suspicion.If there is more than one service window, there is not one line in front of each window, but only one line, and the people in front go to the vacant windows to do things in order to ensure that the person who comes first receives the service first: no one It will break this silent rule.Seeing the big from the small, Mr. Mao Yushi thought deeply: "During the year of living in the United States, I have been thinking all the time, why is the United States so rich? What are the things we can learn from?"

As large as a country or as small as a store, the system can better improve the behavior of employees.People who live in the system world will keep the system in their hearts at all times and are willing to accept constraints.

Pressure + power is the store manager's palm

Modern management pays attention to people-oriented, respects talents, and requires embodying human nature, but in fact, management itself is in conflict with human nature.This requires the store manager to be able to clearly see the contradictory relationship between management and "people-oriented", and to be good at using rewards and punishments to mobilize the enthusiasm of employees.For store managers, "people-oriented" represents tangible and intangible cost input, which is worthwhile.If the profit margin and labor cost of the store itself are very fixed, then the "people-oriented" management cost will be inversely proportional to the store's profit.

1. The necessity of rewards and punishments

Rewarding and punishing shop assistants is a magic weapon for store managers to manage personnel, but both rewards and punishments must pay attention to methods and methods.A person's strengths and weaknesses are relative, and they develop and change. The management of rewards and punishments for employees is to create conditions to give full play to the strengths of employees and suppress their weaknesses as much as possible.

When people are criticized, they will have different reactions. Some people choose to work hard to prove themselves, and some people will be discouraged by this, and some people will even become angry because of this. Therefore, the store manager must be good at both criticizing and comforting, and fully grasp Uncle Sam's "stick and carrot" policy.When employees make mistakes, they must use the big stick decisively, but after the "stick" is hit, remember not to begrudge your "carrot".The stick is to persuade people with reason, and the carrot is to convince people with emotion.One branch and one leaf always care about love, help in work, care in life, create a deep relationship between the top and bottom of the team, and make them feel grateful for "receiving a drop of water and repaying a spring", so as to give full play to the subjective initiative of work .

2. Distinguished Rewards and Punishments
To be a store manager with clear rewards and punishments, one must be able to grasp the scale of rewards and punishments. One point more is too much, and one point less is not enough. This is an art.

In a dry goods store, for the same product, the counter of clerk A is full of people, but the counter of clerk B is empty.At the beginning, the store manager was very strange, but later he suddenly realized that the former is good at adding, and always puts a little less when selling goods, and then adds enough to sell little by little; while the other is accustomed to subtraction, Put an excess amount of goods on the weighing pan at once, and then reduce it little by little to the weight to be sold.

Although the products sold are all heavy, they give customers a completely different feeling. The difference between plus and minus eventually creates the illusion of more and less.

So should employees be rewarded or punished?In fact, in specific operations, rewards and punishments are often used together to achieve clear rewards and punishments.

Punishment is indispensable.When employees make mistakes, the means of punishment can sometimes even achieve the goal that simple rewards cannot achieve.This is the artistry of management and leadership, changing punishment into reward, changing punishment into encouragement, so that employees can be grateful when accepting punishment, and then achieve the purpose of motivation, not just norms and constraints.

Rewards and punishments cannot be simply regarded as a kind of system, and it should be regarded as a rigid thing.To break the habitual thinking and make full use of rewards and punishments, sometimes we might as well reverse it.

In a beauty company I once trained, there was such a thing: an employee with outstanding performance pointed out that a specific work process should be improved, so she brought it up with her supervisor and even the department manager. If she was not taken seriously, the leader thought she was meddling.In one operation, she violated the work procedure privately. The supervisor found out and criticized her emotionally. She was very angry and thought the supervisor had selfish intentions, so she quarreled with the supervisor, which affected her work.

The supervisor reported the situation to the department manager, who also criticized her, but she turned a deaf ear.So the manager and supervisor decided to punish her severely, thinking that she should be fired or at least half a year's bonus should be deducted, but the employee refused to accept it.So the department manager reported the problem to the general manager.

The general manager did not criticize her, but asked her to tell the whole story of the matter first, and exchanged opinions and opinions with her through conversation.He found that this employee was really thoughtful, and that the work process she violated should really be improved, and she also pointed out many imperfections in the current work process and management system.

The general manager communicated with her equally like a friend, and listened to her opinions so sincerely. This was a kind of spiritual reward, which made her feel valued and respected, and her resistance gradually subsided. From the beginning, she only thought that the supervisor had Wrong, in the end admitting that what I did was wrong.

Later, she stated how much she should be punished for her mistakes, and finally left the general manager's office happily.

Western companies have a principle of employing people, that is, if the employees hired by the company do not make reasonable mistakes within one year, they will be dismissed.The so-called "reasonable error" refers to the reasonable error that occurs in the work due to pioneering and taking risks.Successful entrepreneurs believe that if an employee does not make such "reasonable mistakes", it means that this person is not pioneering, has no sense of competition, has no spirit of adventure, and is a mediocre and conservative person.And a person who dare not take risks and has no pioneering spirit loses more opportunities than seizes in the competition. Such a person cannot become an excellent employee.

Under the situation of modern socialized large-scale production, management is more complicated, competition is more intense, and it is necessary to concentrate everyone's talents and wisdom. If employees are not allowed to make mistakes, then everyone has no choice but to do nothing, because only by doing nothing can they not make mistakes.

There are no victorious generals on the battlefield.If you want to do something, it is impossible not to make a mistake, especially in the rapidly changing market competition, it is even more impossible not to make a mistake.From this point of view, not making "reasonable mistakes" is equivalent to making mistakes. Is there still impunity for making mistakes?

Therefore, rewards and punishments are not only a system, but more importantly, an art.We must study this art well, make good use of this art, and fully mobilize the enthusiasm of employees through this art.

3. Reward and punishment management methods
In actual work, the store manager should pay attention to the methods and methods when implementing reward and punishment management.Psychologists believe that rewards are more effective than punishments. Punishments can only make people know what to do is wrong, while rewards can not only let people know what to do is wrong, but also let people know what to do is right.

No one is perfect, those who improve fast are not because they don't make mistakes, but because they can correct them in time after making mistakes.Therefore, the store manager should face up to the fact that it is normal for employees to make mistakes, and the key is how to correct them in an appropriate way.

Many of the current store systems are more about punishing employees for making mistakes. It is rare to think that employees should be rewarded if they do a certain job well.In fact, rewards are more effective than punishments, because rewards will increase the enthusiasm of employees and develop their potential abilities.

The morning meeting of a certain beauty salon was going on, and a new beautician was late. She crept into the queue from behind, trying to avoid the manager's sight, but she couldn't escape in the end.Strangely, she was not reprimanded or criticized as expected. Instead, the store manager praised her for being ashamed of being late, which showed her respect for the morning meeting system.The clerk has never been late since accepting the "bonus."

After the store manager learns of the mistake, he must carefully investigate and study, and must not rely on self-imagination and hearsay.Remain calm when problems need to be resolved, and remember not to tie personal emotions together.When correcting mistakes, avoid public accusations, and don't show your power when clerks make mistakes.

Everyone makes mistakes, and the clerk should be given the opportunity to learn from his mistakes and to correct them.

Timely training can continuously improve the ability of employees. It is a kind of deeper and wider concern, which can fully stimulate employees' enthusiasm for work, and is conducive to enhancing their feelings, making employees full of vigor and enthusiasm.

Pressure and motivation are a balanced process. In the process of establishing the system, the scale and balance must be correctly grasped, so that they can become the treasure in the palm of the store manager and better manage employees.

The system does not lie in the number, but in the implementation - the phenomenon of broken windows

The traditional practice of enterprises is always more system formulation and less inspection and implementation; more surprise inspections and less routine inspections; more verbal requirements and less actual implementation; more superficial strictness and less specific excellence.The randomness of the inspection has become a typical representative of "superficial articles".Without inspection and supervision, it will be difficult to ensure effective implementation.

Stanford University psychologist Gianba Dou once did such an interesting experiment: He found two identical cars, put one in a middle-class community, and the other in a relatively messy neighborhood.He took off the license plate of the latter car and opened the roof. As a result, the car was stolen within a day.The previous car was still safe and sound after a week.Later, Jambalto smashed a big hole in the glass of the car with a hammer. As a result, the car disappeared after only a few hours.

Based on this experiment, political scientist Wilson and criminologist Carin proposed a "broken window effect": if someone breaks the window glass of a building, and the window is not repaired in time, others will lose it. It is possible to break more window panes with some suggestive connivance.Over time, these broken windows create a sense of disorder, and in this climate of public insensitivity, crime rises.

People are used to using inertial thinking most of the time, and they often think along a destructive train of thought.Suppose you hang a beautiful birdcage in the most conspicuous place in the room, and every guest who walks into the room will ask you such a sentence after seeing the birdcage: "Where is the bird? Is it dead?" They won't know You never had a bird at all, and you go along with the destructive mindset that your bird must be dead.Within a few days, you're bound to make one of two choices: Throw away the cage, or buy a bird and put it in the cage so you don't spend too much energy dealing with this endless questioning.

Such destructive thinking in the face of incompleteness is not uncommon.Seeing a broken window, instead of thinking about how to fix it, think about how to indulge yourself to break more glass.This kind of inertial thinking will bring a lot of harm to enterprise management. For example, if there are broken windows in the organizational system, employees will find ways to take advantage of these loopholes, thus forming a bad atmosphere.

For another example, in enterprises, we can often see such a situation: the stool in the conference room, if one screw is missing today, the backrest will fall off tomorrow. If no one fulfills the responsibility to repair it in time, it may be scrapped the day after tomorrow.Over time, other chairs will suffer the same fate.Within half a year, the conference room will be a utility room.

There was a layer of dust on the window sill in the office, and no one cleaned it. After a week, the computer, the corner of the desk, the corner of the wall... as long as it was not touched often, it was covered with a thick layer of dust.If we turn a blind eye and do not deal with it, over time, the office will become a garbage dump, with paper stacked out of order and garbage piled up on the ground...Whether it is a client or a boss, one can tell that these people are lazy, disorderly, irresponsible, and even worse. What about efficiency?All of the above can be regarded as the "broken window effect".

The first broken window was not repaired in time, which resulted in the second, third... more windows being broken.This is especially true in stores. If the first thing that undermines the system occurs, it cannot be resolved and dealt with in a timely and effective manner. On the one hand, it is easy to make it feel confident and worse; If the behavior is not corrected, other employees will accept this mistake for granted. Over time, the correct understanding of employees will be confused, and the ability to distinguish right from wrong will decline.Even if the employees were aware of such misconduct at the time, because the managers did not express their position clearly and take necessary measures at the time, it would induce other employees to habitually think along the destructive line of thinking, thinking that even if the system is broken, it will not what punishment.So, the second, the third... Such things happened one after another until the system was completely destroyed, which seriously affected the development of the enterprise.

In order to avoid the damage to the system caused by this "broken window effect", we must start by repairing the first "broken window".The store manager should pay full attention to the "small treachery and small evil" behaviors among the company's employees, and make a fuss out of a molehill when appropriate, so as to prevent others from following suit and avoid entrenching.

(End of this chapter)