A second letter to a boss who wants to do something
Dear boss friend,
I one thousand nine hundred and eighty-seven He obtained a master's degree in management from the University of Cologne in Germany in, one thousand nine hundred and ninety-one He received a doctor's degree in, joined Deutsche Bank, and later transferred to Roland Berger, the largest management consulting company in Europe, to become the managing director of Roland Berger in China. For me, learning in school is learning, and learning in enterprise is also learning, one thousand nine hundred and ninety-nine In the year of starting a business, whether to learn or not, and to know and help tens of thousands of bosses as a boss consultant, whether to learn or not
——One of the five letters to the boss who wants to do something
Dear boss friend,
This year fifty-four I was 20 years old, and I have been working as a boss consultant twenty-four Years. stay
What are the most important statements and figures given by the financial department every month for the boss?
Let me share with you a moment that I will never forget.
A boss complained to me:
The business of one department in the company looks very good. Everyone agrees that the market potential is great, and the department heads and subordinates are also very committed. They work overtime almost every day. But after several months, the performance did not progress. What is more frightening is that the department heads began to be pessimistic and disappointed, and began to doubt the company's judgment on the market, their ability to do things, and the significance of doing this.
You may ask, is my question wrong?
I can tell you clearly that you did not misread the subject.
I mean, A successful enterprise is one that knows to give up customers
The enterprise has developed, and the old employees can't keep up with it. What should the boss do ?
It's too unkind to dismiss someone.
Leave people behind. These people seem to have little use for the future development of the enterprise, and they often lose their original enthusiasm for doing things. Many people still rely on their old age and want to eat their old bread.
What are our tasks as boss, boss and department manager ? What do subordinates expect from us ?
The most fundamental thing is actually very simple: one is the goal ; One is to tell me what I can get if I finish my goal.
As a management consultant, bosses often ask what is the biggest difference between Chinese and foreign entrepreneurs ?
I said, Chinese entrepreneurs are relatively short-lived 。
What is management?
From the object of management, management is to manage people.
This is a problem that cannot be simpler.
This is a question that all managers are looking for answers to.
If you want me to tell you a way to win, you will be disappointed.
The key to retaining talents usually lies not in the means we use, but in our mentality.
