1000 Business Lessons Every Businessman Must Know

Chapter 81 Control of Power: Monopolization of Power, Dispersion of Small Power (2)
To take such a person into surgery, one must consider their background more and act with caution.Improper punishment will eventually lead to resistance and retaliation, so you should first think about the consequences before taking action, and you can also come up with feasible ways to deal with any situation that arises.

allow.Criticism and punishment must be direct and straightforward, pointing at their weaknesses, pricking at their pain points, and striving to hit the nail on the head.

Sometimes a person always makes the same mistakes, or mistakes that represent a group of people. At this time, the punishment must be chosen at the right time, and the killer will be killed when his mistakes are the most typical, obvious, and harmful.At this time, avoid making a fuss about nothing, not knowing the facts; and avoid making a fuss over a molehill.Only in this way can the person being punished be convinced, and only then can everyone truly take a warning.

ruthless.Once you see the time, you have to make up your mind.The shot must be sharp, firm, decisive, and merciless.Avoid hesitation, capriciousness, and procrastination.

The experience of some outstanding leaders is: "Once firm measures are taken, they become ruthless." "Even when they have to fire someone, they do not become hesitant because of strong guilt." In doing so, It is also showing to everyone that my actions are completely correct and appropriate. I have no regrets about my actions and I am full of confidence. This is the best choice.

663. Using Work Creed to Manage Subordinates
As a business leader, you must have firm belief in management principles, a set of clear methods, and a definite business policy, otherwise you will not be able to implement your business.The so-called belief refers to having a working creed.

When determining the work creed of the manager, we must pay attention to its feasibility, so that subordinates can easily understand and accept it.For example, some companies list a large number of abstract items such as "respect others" and "spend more effort" in their work credo, which is not good.

The formulation of the creed must be done by the business leaders themselves.If you casually copy the mottos of sages, gentlemen, heroes and heroes from all over the world, and then say to your subordinates: "This is my creed", it will be of no value.

In short, formulating a work creed should be specific and feasible by summarizing and summarizing the practice, so that the creed can play its huge management role and become your assistant and arm, such as the following creeds:
"Work hard and be meticulous."

"Resolutely obey the leadership of the organization."

"Work enthusiastically, love the company, and don't do things that harm the company."

"Share honor and disgrace with the company, unite, be diligent, be pragmatic, start from ourselves", etc.

664. Decisively Fire the "Rotten Apple"

Firing employees is the hardest thing a leader can do on the job.Some leaders will have difficulty sleeping all night because of this, trying to find ways to reduce the impact of this incident on employees.No matter what you think or do, even if your boss made the decision to fire and not you, as long as you break the news to them, you will be seen as a bad face.

If it is up to you to decide to fire an employee, even if you have good reasons, you will still find it difficult to make a decision in the face of the huge impact the firing will have on the other party.

For those who betray the company, they must be fired decisively.A leader of a company noticed that one of his employees was planning to take away the customers, files, and confidential documents he had contacted with when he left the company. office and replaced all locks.When the employee returns, fire him immediately.This is a last resort for employees who betray the company.

[-]. How leaders use power
665. What are the positions and powers of leaders?

Position power is the potential for influence generated by the authority inherent in a position in an organization.It is mainly manifested in the following three aspects of power:

1. Right to award

That is, the power of the leader to control the rewards and rewards expected by the leader.Leaders have the right to praise and reward, promote their subordinates, arrange more comfortable working and living conditions for them, arrange more meaningful work, and bestow more authority or honor.

2. Coercive power

That is, the leader's power to control the various punishments that the leader is expected to avoid.Leaders have the power to criticize, discipline, demote, suspend, reassign, and fire subordinates, and they can punish subordinates who disobey orders in a variety of ways.

3. Legal rights

That is, the leadership has the legal status and power officially granted by the organization or stipulated by law.Within the scope of their responsibilities, leaders can decide how to do the work, who will do the work, and the ways and means to complete the task, and can also modify the work procedures.Leaders can control the information in the organization, and by virtue of their "nerve center" status in the organization's information system, they can obtain information that others cannot get from the high level of the organization, various parts of the organization, and the outside of the organization.They can interpret various information and instructions, select specific information to be transmitted to specific organizational members, and thus consciously influence organizational members.

666. What does leadership personal power include?
Personal power is the influence created by certain characteristics or qualities of a leading individual.This kind of personal power belongs to non-power influence, and its expression can be summarized in two aspects:

1. Expertise

It is the influence of the leader that is produced by the knowledge, experience and skills that are respected, admired and followed by the leader.Subordinates always obey and follow leaders who are knowledgeable, knowledgeable and experienced.The knowledge and ability of the leader can make the subordinates feel trust and admiration, so that the leader can gain the potential to influence the subordinates.

2. Right to personal influence

It is the influence that a leader has that is produced by the thought, character, morality, and style of being admired, imitated, and learned by the leader.Subordinates usually worship those leaders with good character and morality, follow and learn from and emulate their idols.

A leader's power is a combination of positional power and personal power.The potential of a leader to influence the led depends not only on the power of his position, but also on the size of his personal power.Since the personal power of leaders varies from person to person, leaders with the same positional power may have different influence potentials on subordinates.Generally speaking, if a leader with high position power has no or very little personal power, then his influence on the behavior of subordinates is very small; If he has personal power, then his influence on the behavior of subordinates may be great.Power and authority usually refer to the comprehensive influence of the leader on the led, and the size of this influence potential depends to a large extent on the perception of the leader's power by the led.

657. Three elements to be considered in the use of power

There are three major factors to be considered in the use of power: proportional status, appropriate time, and abundant resources.

1. Status elements
There is an old saying in China that if you are not in your position, you will not seek your own government, which means that your position should be consistent with the responsibilities you bear and the power you have.Don't be high and small, and don't be humble.The position of the business owner in the organizational structure and work communication network not only indicates his official authority, but also indicates which problems should be handled by him.The position of the business boss is required to be at a closed-circuit node in the entire organizational structure, and there must be no disconnection.It is necessary to ensure unimpeded use of power and smooth information communication, that is, on the one hand, timely instructions from superiors can be obtained, and on the other hand, instructions can be conveyed downwards in a timely manner.The communication and transmission of information must not only maintain vertical flow, but also maintain horizontal flow.

2. The element of time
That is to say, we must seize the opportunity to use power and prescribe the right medicine as soon as a problem arises.It is too early to use power, and everyone does not know it, so it is difficult to accept it.Using the right too late will delay things and cause losses, so it must be done by camera.

3. Resource elements
The boss holds the company's people, money, materials, information, etc., and has great power to deal with these resources. These resources must be cherished and rationally used in order to achieve the best results and maintain the power of power.

668. Ways of forming personal influence rights
The formation of personal influence often takes a long time.Only after long-term interpersonal communication can the leader cultivate the feelings and loyalty of the leader to himself.

In a sense, personal influence depends on the quality of the relationship between the leader and the led.According to the social exchange theory, the interpersonal communication between the leader and the led is a process of social exchange.

The more a leader cares about, helps, trusts, relies on the leader, and listens to the opinions of the leader with an open mind, the higher his prestige will be.The more respected the leader is, the more personal influence the leader gives to the leader.Conversely, the leader’s indifference, arrogance, suspicion, antagonism, hostility and punishment in the process of using power will destroy the relationship between each other, and the leader will fear, alienate, and even resist and resist the leader. .In this way, the leader can only get less personal influence, or even no personal influence.

In order to establish and maintain a good interpersonal relationship with the leader, the leader should gradually form personal influence rights by contacting and contacting the leader as extensively and deeply as possible, and cultivating feelings with the leader. fundamental way.Of course, it is also a last resort for leaders to establish personal influence by selecting and deploying leaders who have a harmonious relationship with them.

669. Ways of using the right of personal influence
Ways to use your right to influence:

1. Personal call
There are two kinds of personal appeals: one is that the leader expresses to the leader that if he does what the leader asks, then the leader will be very satisfied and happy with the leader.The second is that the leader expresses to the leader that he is relying on the leader and needs the help, support and cooperation of the leader to solve a certain problem.When a leader makes a personal request to the leader, the leader should show that this request is very important to him.If leaders perceive that the leader is not really concerned with a decision or plan of action, then they are less likely to make a cooperative effort and do their best to implement it.In this case, the leader's response to the leader's personal requirements is usually to obey and complete the task according to the prescribed minimum work efficiency, instead of actively and enthusiastically assuming responsibility and exceeding the work plan.

2. Lead by example
Leaders should consciously set up a good code of conduct and a model of behavior for the leaders.If the leader performs his duties in a fair and selfless manner, works diligently, maintains a positive work attitude and enthusiasm, and avoids various bad behaviors at the same time, then he can improve and enhance the work behavior of the leader.Otherwise, the opposite is true.

670. How Leaders Use Expertise

The knowledge, experience and ability of the leader itself are not the only determinant factors for obtaining expertise. The leader's perception and understanding of leadership expertise is also very important.

The acquisition and use of leadership expertise are interrelated and inseparable.Leaders can only use this power in leadership work if they have acquired expertise; conversely, the degree to which expertise is effectively used will also increase or decrease the leader's expertise.To effectively acquire and use leadership expertise, do the following:
1. To create an image

Leaders should strive to project an image of knowledge, experience, and talent in the minds of their subordinates.Of course, in the process of establishing their own image, leaders should avoid artificial acts such as deliberately showing off, being extravagant, eager for quick success, and flashy.If the leader intends to show off himself, the result will be counterproductive and he will lose his expertise.

2. To maintain prestige

Once a leader has established a good image for himself, he must cherish it very much and carefully maintain his prestige and reputation.For this reason, we must pay special attention to the two principles of prudence and trustworthiness.

3. Be confident and decisive

In crisis and emergency situations, the leader always hopes to have a calm, firm and confident leader in the organization, who can take decisive measures to solve the problem quickly.Subordinates' expectations of the leader's behavior directly determine the leader's evaluation and attitude towards the leader's behavior.

4. Be well-informed

Leaders must be well-informed and possess sufficient factual, technical, and logical knowledge and information to persuade subordinates.In this way, leaders are required to have a strong technical business and knowledge level, as well as the ability to collect information.Because this is crucial to enhancing the use effect and role of expertise.

5. Care about subordinates

Leaders must always care about subordinates, understand their inner world, try to discover their needs that conflict with organizational goals, and unify the personal goals of the leaders with organizational goals through persuasion, coordination, compensation, etc.

6. Respect subordinates

Expertise is based on the knowledge and experience gap between the leader and the led.If the leader cannot use the appropriate method when using the expertise, then he will easily damage the self-esteem of the leader, and may cause the resentment and dissatisfaction of the leader, and then the leader's expertise may gradually be lost.Therefore, leaders should learn to respect people and respect the personality, labor and opinions of subordinates.

671. How Leaders Use Statutory Powers

Statutory power belongs to position power, which comes from the leader's position in the organization.The leadership's authority is determined by organizational systems and regulations, and does not need to be established or obtained by oneself.Leadership is primarily concerned with how to effectively use these statutory authorities.

The way of exercising statutory power is usually that the leader makes a formal request to the subordinate or issues an instruction.These requirements and instructions are transmitted orally and in writing, such as notices, decrees, regulations, instructions, etc.The way and nature of the leader's use of legal authority directly affects the work attitude and work efficiency of the leader.In order to make the leader have a better working attitude and efficiency, the leader should follow the following principles when issuing instructions.

(1) Be polite.

(2) Be confident.

(3) Be clear.

(4) Be legal.

(5) Be reasonable.

(6) Be appropriate.

(7) To implement.

(8) Take care of both.

(9) Be moderate.

672. How leaders use reward power

The leader uses reward power, usually the leader provides various internal and external rewards and rewards to the subordinates to obtain the subordinates' obedience to the leadership's instructions and requirements.The size of the leader's reward power is mainly determined by the organization's reward system. Leaders should fully and effectively use the reward power endowed by the organization system and play the leadership's incentive function more effectively to obtain good leadership performance.To this end, leaders must fully understand and control the various conditions, constraints and principles for the effective use of incentive power.

1. Prerequisites
The prerequisites for leaders to use reward power effectively are: to be measurable, feasible, attractive, cashable, and ethical.

2. Limiting factors
When leaders use reward power, they often encounter the following restrictive factors: power limitation, measurement limitation, and standard limitation.These factors will limit the effective use of reward rights.

3. Principles for using reward rights
In order to overcome the inherent defects of reward rights and the negative effects caused by various limiting factors, leaders should follow the following principles:
(1) Establish clear work behavior standards, which is the key to effective use of reward rights.

(2) Appropriate reward methods are adopted, which is an important condition to ensure the effectiveness of the use of reward rights.

(3) Leaders should be good at combining personal power and reward power organically, which will help make up for the shortage of using reward power alone.

(4) Leaders should strengthen interpersonal communication with subordinates, and replace pure economic exchange and impersonal relationships with friendship and cooperation. This is an important measure to stimulate subordinates' enthusiasm for work and enhance the sense of responsibility of the master.

673. How Leaders Use Coercive Power

The use of coercive power usually reduces and destroys the personal influence power of the leader and the enthusiasm of the subordinates.Although the use of coercive power may have some negative effects, coercion is an indispensable measure for leaders to maintain the organization's systems, regulations and normal activities and safeguard the interests of the organization.Leaders should fully realize the unique irreplaceable role of coercive power.Coercion can quickly stop those harmful behaviors, and play a role in warning, prevention and education, reducing or avoiding the repetition of similar wrong behaviors.Under necessary circumstances, if leaders can use coercive power correctly and appropriately, then this will have a positive impact on leadership performance.To this end, leaders should pay attention to the following principles when using coercive power:

1. Ugly words come first
The leader should explain the various punishment regulations to his subordinates in advance, and the "ugly words" should be said first.Make subordinates fully aware of the following:

(1) Various systems, regulations, and the consequences that will be brought by violators.

(2) Detailed and specific regulations on various violations, as well as punishment methods.

2. Quick and consistent

The leading group should make prompt and consistent handling decisions on various disciplinary violations.Delay in action may make subordinates despise coercive power and correction of bad behavior, resulting in repeated violations; random coercion makes subordinates at a loss, unable to understand the standards of behavior selection, resulting in unconscious violations; coercion dominated by emotions May cause subordinates to feel discriminated against and resist behavior.Leaders should avoid favoritism for subordinates, so that compulsory punishment can be treated equally.

3. Gradually upgrade
Penalties are intended to deter violations, and timely warnings may deter violations.When exercising coercive power, leaders should adopt progressive sanctions. Usually, verbal criticism, warnings, and written warnings are issued first, and then penalties such as demerit, suspension, transfer, and expulsion.Compulsory escalation provides ample opportunities for subordinates to correct bad behavior and enables leaders to stop violations as much as possible without resorting to harsh penalties.In the process of escalating punishment, the leader should put forward clear requirements for subordinates who perform poorly, and make corrections within a time limit to avoid more severe punishment.Of course, these requirements are reasonable and can be achieved by subordinates through hard work.As long as the leader is benevolent and righteous, subordinates will not sympathize with violators, nor will they isolate the leader.

4. Handle with care
(End of this chapter)