Give you a company, see how you manage

Chapter 26 How to achieve "forced persistence"?
Learn to use "external coercion" and "internal coercion" to help employees achieve "persistence".Through the previous two articles, I briefly discussed the view that "the 'second-best' principle" and "'forced' persistence" are a "shortcut" that can put "as many" employees on the "relative" road to success .So, how can we achieve "forced" persistence?We know that people are lazy.Especially for "ordinary people", their "inertia" is often so serious that it is "incurable".Therefore, relying solely on education to "awaken" the "consciousness" of our "incorrigible" "lazy people" is tantamount to "idiot's dream".If some "special" measures are not taken, it is impossible for such a person to achieve the word "persistence".However, only relying on external "coercion" (hereinafter referred to as "external coercion")—such as urging, criticizing, punishing, or even verbal abuse—could not achieve a good effect—making people tired of scolding, annoyed, If you get punished, at most people will start to "play a rogue" and "break the pot" with you, and you still have nothing to do with him.

Therefore, the best way is to use "internal coercion" (hereinafter referred to as "internal coercion") to achieve the goal of "persistence".So, what is "internal coercion"?To put it simply, it is "force yourself".Don't think that all "forced" can only come from "external". In fact, in the real world, human beings' ability to "force themselves" must not be underestimated.It's just because they are too "ordinary" that most of us ignore them.In our daily life, no matter how lazy people are, there will be things that "force themselves" to do, and they can "persist" very well.To use a simple analogy, many people are actually too lazy to brush their teeth twice a day, but they have been "persisting" pretty well since they can remember.Or, quite a few people don’t like to go to work and look forward to rest every day, but when the alarm clock rings in the morning, they can get up obediently and arrive at the company on time fully dressed.

There are too many such examples.They are all very classic examples of "internal compulsion".However, some people may ask inexplicably-why do people have the psychological motivation of "internal compulsion", and how do they do it?There are three that I can think of.First, this is due to a sense of something close to "common-sense legal obligations" at work.For example, commuting to and from get off work and school on time, and having to take important exams, etc., all stem from this awareness.Second, the role of "herd mentality".Everyone is doing one thing, but if you don't do it yourself, you will have a very strong sense of "rejection", and this bad mood will bring about "insecurity" (such as thinking that you are "weird", different from others, etc.) different) and more serious negative emotions such as "unreliable feeling" (always feeling "empty" in the heart).Out of strong aversion and resistance to these bad emotions, even if you bite the bullet, you have to do it.Third, the role of "habit".Regardless of which of the above two reasons, as long as one thing is done for a certain period of time, it will form a habit, and any thing that can form a "habit" can get rid of the psychological fetters of "likes and dislikes" , to be "persisted" well (the element of "likes and dislikes" will be minimized).With a full understanding of the "generating principles" of "internal compulsion", we can relatively easily apply these principles to actual management work.For example, for the first "common-sense legal obligation", many people will wishfully understand it as the formulation and implementation of the "system".

However, many of our companies have a "mountain of piles" system, and how many are well executed?On the contrary, it is estimated that even if you don't write it into the "system" for the item of "commuting on time", it can be better implemented by the vast majority of employees.The key here lies in the size of the "common sense" of these "systems".That is to say, many systems are not bad, but they can hardly be called "common sense", so it is difficult for employees to implement them well; Therefore, it can be better executed instead.Among enterprises with strong executive power and high-quality employees, effective management methods and effective systems are often not necessarily "smart". The reason why they can play a huge role is that these enterprises are good at using these management methods. The system has become a kind of "common sense" in the minds of employees.To make these management methods and systems reach a certain level of "common sense", it is necessary to make good use of the second and third elements (here we need the support of some "external coercion" means. Through "external coercion" ", to achieve "internal coercion").

The specific method of operation is to allow employees to develop "habits" through continuous "propaganda" and "supervision" in the initial period of time, and "hands-on" guidance.There is absolutely no room for slack in this process.The key points are: first, we must "hand in hand" and cannot count on the "consciousness" of employees; second, we must "sustain".Anything, as long as it has not reached the level of forming a "habit", you must not relax.When you've managed to get as many employees as possible into a "habit," you can use the weapon of "herd mentality" with relative ease.You can kindly stimulate the "excluded psychology" of those employees who have not done it or are not doing very well, and encourage them to have a strong desire to "get rid of isolation" by depriving them of their "sense of security" in good faith and appropriately. Motivation to quickly "catch up".

However, in our actual operation, the reason why many companies do not do well is because many of our managers cannot grasp the relationship and sense of proportion between the above three elements, so it often leads to "one catch and die" , once it is released, it will be chaotic".Although many things are grasped "over and over again", I always find that "I have been busy for a long time, and things are still in the same state."I can't always get out of the vicious circle of "circling in place".Several typical manifestations are:.Many things are "anticlimactic" and "3 minutes hot".It starts with a lot of energy, but it always wears off before the employee actually forms a "habit".As soon as the top is slack, there is no reason for the employees to "not cooperate". Many things have been worked hard for several months, and they "returned to their original shape" overnight.At this time, the manager "woke up like a dream", and hurriedly started all over again.

But it's a pity that I can't really do it right once. I can only make this "bear break the stick" game over and over again. "Attitude - so be it if you love it!I'm too lazy to care about it.Or the "quality" of the employees is too poor, "mud can't support the wall"! ．Many things can also be "persisted" to a certain extent, but because of excessive force or tension, employees "complain".Seeing this situation, the superior was "cowardly" three points in his heart-but please don't make any trouble!Still "stability overwhelms everything"!Therefore, hurry up and "untie" the employees.But this kind of "relaxation" is often "loosen to the end", and employees are happy to "cooperate", so there will be a "tragic comedy" of "30 years of hard work, and returning to the pre-liberation overnight".

After a while, when the manager finally "returned to his senses", he suddenly found that the situation had reached the level of "a mess" and "out of control", so he panicked and hurried to "start over"... ...and so on, repeating the game of "spinning and reincarnating" non-stop.Of course, there will also be some other forms of expression, the content of which is similar, so I won’t repeat them here.Therefore, if you really want your management methods to "come into fruition", you must handle the relationship between the various elements of "internal coercion" and "external coercion" well, and grasp the sense of proportion between them.First of all, "If you don't do it, you have done it, and you must do it in place."Any kind of management method, in order to make it really work, must make good use of the "external coercion" method, and there must be no slack before the "internal coercion" elements really play a role.We must truly let employees develop "habits" through constant "pressure".Any kind of management method that can't make employees develop "habits" can be regarded as "ineffective" management method.In addition, we must grasp the sense of proportion of "external coercion" and achieve "relaxation and relaxation".In other articles of this book, I will explain in detail how to master the operation skills of "the way of relaxation", so as to effectively solve the problem of repeated occurrence of the phenomenon of "one catch will kill, one release will cause chaos".Only some brief introductions are given here.

Generally speaking, at the initial stage of a new thing, because everyone (especially the management) is very "vigorous" and motivated, there will usually be "stronger force" or "tighter tension" The phenomenon.This is nothing, it's normal.But the key is that quite a lot of managers have difficulty grasping a "degree".That is to say, it is very difficult for them to achieve the state of "retracting freely", and they are always "too much" or "too little".Therefore, it is always difficult to get rid of the vicious circle of "anticlimactic".Therefore, properly "leaving room", not "too tight" and not "excessive force" is one of the key qualities that a smart and mature manager must possess.Some people may say, "My character is to do my best, or I won't do it at all!", "This is my principle of life!"

But let me tell you, give up your worthless "principles"!If you are really a "tough guy" who "never compromises", how can you do so many "anticlimactic" things?At the same time, in order to prevent employees from being overly unsuitable and being too strongly rebounded by them, it should also be "relaxed".Managers should observe and grasp employees' response to the "external force" load at any time, and adjust this "load" in a timely manner (such as appropriately lowering or raising the threshold of "persistence").This is not a negative "compromise", on the contrary, it is precisely for better "persistence".Because "adjustment" is much better than "abandonment". In the final analysis, "adjustment" is a "constructive" approach, while "abandonment" is not "constructive".As long as you don't give up, in time, you will be able to achieve your ultimate goal.It's just that there are more "adjustments", and the "distance" to achieve the goal is a little longer.But doing so is better than "turning around in a big circle and always returning to the starting point in the end".

(End of this chapter)