Harvard Emotional Intelligence Class

Chapter 26 Emotional intelligence is an essential quality for successful people (6)
Paul?Getty found Miller and said: "I want to hand over some oil fields outside Los Angeles to you to manage. These oil fields originally had very high profits, but due to long-term mismanagement, they have led to high costs and serious waste, making profits continue. I think you have the ability to improve the poor situation of these oil fields. Your main task is to reverse the trend of declining profits, reduce costs and reduce waste. The more efficient the oil field, the higher the profit, and the more you will be paid What do you think?" Miller readily accepted and took over the next day as the new president of the oil field outside Los Angeles.After Miller arrived, he immediately went to the oilfield site, talked with the workers to understand the situation, and quickly found the source of high costs and waste.Next, Miller carried out a series of drastic reforms.Under the leadership of Miller, these reforms quickly achieved good results. Workers' enthusiasm for work has increased, laziness and passive resistance have decreased, and work efficiency has also increased. Waste has become the "enemy" of all employees. A worker who creates waste is hostile by others.In a few months, when Paul ?When Getty came here again, he was very surprised by the tense and busy work scene in front of him.He found Miller at the oil field site and said happily: "This scene of prosperity has not come back here for many years."

In order to improve the executive power of the enterprise, the leadership team must first be enriched.When selecting a manager, not only his business ability and management skills must be considered, but more importantly, his execution ability—whether he can lead his subordinates to advance the task.Only when all management levels of an enterprise—from top leaders to grassroots team leaders—have the ability to execute and lead subordinates to complete tasks, can strategies or plans be implemented step by step and finally become practical actions.Appoint managers who can exert their execution ability according to their ability.Appointment according to ability is the most basic requirement for managers, especially in executive enterprises, any manager must be able to arrange employees in suitable positions according to their different talents.Because "executive power" is only a general concept, it should be precise in which aspects it should have executive power.An excellent salesperson does not have execution ability in financial aspects. Similarly, the place where the execution ability of public relations personnel can be used best is the press conference rather than the production workshop.Therefore, a management team that truly values ​​execution must be composed of talented people. Only by putting the right people in the right positions can the execution ability of talents be maximized and the execution ability of the entire enterprise be improved.

The previous presidents of Forbes all have extraordinary talent appreciation.Internally, they employed a slew of smart people, and Forbes owed its popularity in part to its top-notch reporters, editors, corps of financial experts, and brilliant advertising and marketing staff.Working in "Forbes", as long as you have talent, you will be placed in a suitable position and show your talents.In order to maximize profits, Ma Kong?When Forbes was president, he tried his best to find a financial expert, and finally he chose Lenny?Jablon.Macon?Forbes admires Lennie the most?One thing about Yablon is his tough approach to the IRS, which makes Macon?Forbes was exempted from paying a large sum of taxes.On the other hand, in Lenny?Under Jablon's planning, all the company's investments have been hugely rewarded.Open source and throttling, Lenny?Yablon is top notch in both.

In 1969, Macon ?Forbes bought the 350-acre Chunzila Ranch, about 100 miles south of Denver, Colorado, for $16 million.Macon?Forbes originally planned to develop this land into a hunting paradise, and has set prices for various wild animals. For example, it costs US$8 to capture a black bear, and US$1000 to hunt a stag.However, just when everything was ready, the Colorado state government issued a judgment, arguing that the wild animals on this land are the property of the state, and private individuals are not allowed to dispose of them arbitrarily.Facing the sudden situation, Lenny?Yablon had an idea and came up with a trick: to divide this large ranch into 500 acres of small land for sale.They hyped up the land as "the best place to live out the American dream," portraying it as a "totally unspoiled paradise," promising every client "to own a piece of our precious American heritage." ".As a result, many middle-class people rushed to buy.In the end, five acres of land were sold for a whopping $5, or $5 an acre, compared to the $3 an acre Marcon Forbes had paid for it.That's it, passing Lenny?With a swipe of Yablon's golden fingers, Forbes made $500 million from the sale of the land, more than he made running Forbes magazine.After that, Lenny?Jablon used similar methods to do several land deals, which earned Forbes an incalculable amount of money.

The leaders of many companies always complain that there are no available talents in their companies, so they have to recruit outside the company.But in executive companies, leaders never feel this way. On the contrary, internal digging is their more common way to find talents.Is it because executive companies are full of talents and other companies are only mediocre?No, the problem is not with the employees, but with the leaders.Executive leaders invest a great deal of energy in understanding their employees, which other business leaders disdain to do.In fact, if leaders understand the skills, experience, expectations and aspirations of all employees, they will be surprised to find that there are many talents who are overqualified or undervalued in their enterprises.

Entrepreneur Robert?Townsend said in the book "Enterprise Upper Level": "Most managers complain about the lack of talents in the company, so they recruit people from outside to occupy key positions. This is simply muddled! I use the '50% principle'. In the company Find someone internally who has a track record of success (in any field) and wants to do the job. If he seems to fit your 50 9/6 profile, give him the job." Provide the right talent yourself.Internal promotion not only reduces the various expenses that the company needs to pay for recruiting talents from the outside, but also has an incentive effect on all employees within the company, which is conducive to the growth of employees.The method of internal poaching can be determined according to the actual situation. For example, Air New Zealand has its own method to determine the candidates above the manager level.They established a group of mid-level managers within the company from which future senior managers were selected.Leaders need to evaluate them frequently. If they find incompetent people, they will be transferred immediately and assigned to a more suitable job.Through these measures, excellent successors have emerged continuously.

However, it should be noted that when selecting internal personnel, it is necessary to focus on his execution ability and pragmatism, rather than relying solely on the performance table or the leader's personal likes and dislikes.It is even more impossible to promote those who can only sing high-profile, talk empty words, and are used to flattery. They will only push the company into failure.In addition, business leaders should also be aware of the strengths and strengths of their subordinates, and arrange corresponding positions and jobs according to their ability, so as to build a scientific talent delivery channel for the normal development of the company.

Discovering talents requires both vision and patience, both of which are indispensable.An enterprise leader who is not good at discovering talents can only bury talents and bring economic losses to the enterprise.Reasonable and orderly use of talents, so that subordinates can do their best, so that they can mobilize their enthusiasm, maximize their potential, and make the business flourish.In short, whether it is recruiting talents from the outside, or digging and promoting talents from the inside of the enterprise (in many cases, both are used together), execution must be the focus of the examination.Only by strictly selecting those with strong executive ability can the executive ability and combat effectiveness of the enterprise be improved.When selecting talents, we must consider the requirements of the position and let the right people do the right things, so as to highlight the ability of effective execution, otherwise it will be difficult to achieve the goal.We know that there are limits to execution, and that someone who is good at one job does not mean he is also good at another job.

An engineer may be successful in developing new products, but he is not suitable to be a salesman.Conversely, a successful salesman may have a knack for promoting products, but he has no idea how to develop new products.Here is an example: a large chemical company hired a famous chemistry professor with a lot of money to develop an important product. However, after several years, a marketable product was still not developed, and the president finally had to suffer He readily admits that hiring this professor was a huge mistake.The reason is that this old man may be very successful in research in a quiet school, but in an extremely competitive market, he cannot adapt to the huge pressure, so he cannot launch marketable products.

Therefore, when selecting talents, one should consider whether their execution ability matches the requirements of the position.Only by selecting talents suitable for job requirements can we create value for the enterprise.When auto tycoon Palper started his own auto agency business, he hired a manager of a large auto manufacturing company to be in charge of auto marketing for his company.The newly appointed marketing executive is indeed very knowledgeable about the auto industry, and can even tell the names of all the parts of the car and where to buy them. However, the knowledge of marketing strategies is completely ignorant.Since he came from a manufacturer and was accustomed to the management of automobile production, he lacked ideas on how to argue with the factory to secure the supply of best-selling cars, which ultimately frustrated Palber's hopes.Later, Palber hired another person who is good at management and sales. This gentleman is very familiar with the market of automobiles, has his own unique insights in sales promotion, and pays more attention to the accounting of expenses.Peters points out that hiring the right employees is the most important decision any company can make.He summed up management as "getting the right people to do the right thing".However, if you hire the wrong people, you can't expect them to do what they're supposed to do.To put the right people in the right position, the main responsibility of the leader is to rationally "use troops" according to the requirements of the production and operation management of the enterprise and the quality and expertise of the employees.Japan's "shipbuilding king" Tosao Tsubouchi is a master of "point generals", and he is very distinctive in utilizing talents.Suzuo Tsubouchi advocates the principle of "fitting the right person for the right place".The doctrine of the right person and the right place is to arrange the most suitable jobs for employees according to their different situations.As a result of the implementation, people who were originally only engaged in shipbuilding felt that they could also engage in other jobs.After many people try a new job, they are amazed at their abilities and realize that they are also very good at the new job.

As long as you are positive and enthusiastic, you will be able to find the right job.As the saying goes: "Three people walk together, there must be my teacher." People have their own strengths, and if they can make good use of their strengths to deal with things, they will surely get twice the result with half the effort.One of the important principles for successful entrepreneurs to employ people is to fit the right person to the right place, that is to say "put the right person in the most appropriate position".As an executive-oriented business leader, it is necessary to give in-depth practical support to help employees understand working methods and solve work difficulties.This not only helps to understand how the execution is progressing, but also to understand the talents of employees and see if they are suitable for the right place.If there is any discomfort, they should be transferred quickly so that they can be qualified to give full play to their strengths, so as not to delay work and bury talents.Appropriate talents can create a great cause. Sun Tzu's Art of War has a saying: "Thus, a good fighter seeks the situation and does not take responsibility for others, so he can choose the person and take the situation." It means that an excellent general is good at capturing the opportunity and choosing the right one. Talented people form a favorable situation for themselves.

Siemens' leaders did just that.As Weiner?Siemens adheres to the creed: Only suitable talents can create a great cause.His successors also strictly selected suitable talents and arranged them in appropriate positions.The company has always hired people who have successful experience and are in line with the company's values. Expert management of the factory is the creed that Siemens abides by in factory management.Siemens has the strongest technical force among its German peers. All the leaders above the workshop director have the title of engineer. Among the managerial leadership, engineers and technicians account for more than 40%, and skilled workers account for more than half of all employees.The advantage of this combination is that personnel at all levels are familiar with their own business, and it is easy to find problems and find out the crux of the problem.The reason why Siemens leads the way in the electrical industry lies in its continuous innovation, with more than 1 inventions every year.Without strong technical advantages, this is simply impossible.The descendants of Siemens who manage Siemens must also be technical experts and management experts with doctoral titles.In addition, over the past decades, the company has trained hundreds of thousands of skilled workers, and thousands of skilled workers have been sent to universities of science and technology and engineering colleges to study. The company makes a greater contribution.The talents needed by the enterprise are sometimes just like the materials needed by the enterprise to produce products, they must be very suitable. If the selected talents are not suitable, the needs of the enterprise cannot be met.Therefore, Konosuke Matsushita believes that the use of talents in enterprises is mainly appropriate, and the use of small talents to make great use of them is not an ideal criterion for employing people.

When an executive-oriented enterprise recruits talents, it will never be ambiguous, let alone make do with it. Instead, it will strictly select personnel, focusing on their execution ability. Applicants without a pragmatic spirit will not be recruited even if other conditions are good. Accepted.In order to obtain excellent human resources, many companies have set up full-time recruitment agencies to recruit talents for the company all year round.There are many ways for companies to recruit talents, such as selecting talents through examinations, recommending talents through others, or entrusting headhunting companies to find suitable talents.No matter what method is used to find talent, it is necessary to test its ability to execute.Most companies use a combination of written tests and interviews when recruiting talents.The situation reflected in the written examination is relatively real and objective, and can effectively measure the applicant's basic knowledge, professional knowledge, comprehensive analysis ability, and expression ability.However, it cannot comprehensively examine the applicant's work attitude, quality cultivation, management ability, oral expression ability and operational skills.Therefore, you can't decide who to hire based on the written test results alone, and you should also interview them so that you can get to know them better.

However, it is difficult to identify the level of effective execution ability of candidates in traditional interviews. Superficial and hasty conversations are likely to make those who are good at boasting take advantage of loopholes.So, sometimes the people who please you in the interview may not be the people you really need, and those who do not perform as expected may be the talents you are looking for.During the interview, be sure to ascertain whether the applicant has a strong desire to succeed.This is very important. Only a person who is eager to succeed can have a good execution ability, because if he wants to be successful, he has to make rather than talk about impressive performance.After the interview, the company should find out whether the situation described by the interviewer is true through some channels, and comprehensively judge whether he really has the ability to execute according to the information he has.Many excellent companies have a whole set of plans for recruiting talents, breaking down different steps, designing various topics, interpreting the original company, or screening talents through team games.These plans enable the company to be more cautious when making talent recruitment plans, and to examine talents more comprehensively.

Founded in 1984 and headquartered in San Jose, California, Cisco Systems is a typical Silicon Valley high-tech company.Cisco's venture capital is a high-tech patent. The company has developed rapidly and has gathered a large number of high-tech talents. In 2000, Cisco was listed as the 4th best workplace in the United States by Fortune magazine.A large part of the company's success stems from the uniqueness of recruiting talents.Their philosophy is: "We are always hiring, and Cisco is always interested in talented people." Cisco's job advertisements say this: the company's doors are always open to talented people.At Cisco, every employee is an individual unit.Therefore, when recruiting, in addition to the requirements of professional conditions, Cisco also requires candidates to have leadership qualities.For example, Cisco's system engineers do not simply do product planning. Engineers may go to customers to make reports and need better expressive skills.Therefore, when recruiting, Cisco considers the overall quality of the applicants. They need to have the characteristics of leadership and professionalism, and they must have a keen response to the needs of work and customers.Establishing a long-term relationship with customers requires employees to feel the needs of customers.Therefore, the examination of sensitivity and maturity is also an important part of recruitment.This is true even for administrative staff, because the executive branch needs to provide good services to other departments.

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