Students in the small factory can't help but complain about themselves: although they are versatile, they feel they are not competitive.
Even though the students in Dachang teased that they were just screws of the company, at least the environment was better, the resources were more, the salary was higher, and they had seen the world. What is more important is that even the screws, at least in some aspects, have the professional ability to take the initiative.
The students of the small factory envy the students of the big factory, learn from them the so-called methodology of the big factory, and then turn around to apply it in their small factory, hoping that miracles can happen.
Dachang students also think that if they want to start a business or join a startup company in the future, it will not be a reduction in maintenance?
Whatever the idea, the final result is usually not very good.
In my opinion, there are three pitfalls in the work of small factories: Few resources, poor allocation and disordered mechanism.
These three pits exist naturally. If you can't change your mind, you can't get the desired results in your work. Let's talk about it one by one.
01
The resources of large factories depend on picking, and the resources of small factories depend on finding.
I mentioned before that I used to work around the big guy. Because of the location and the many college student user groups I have, there is basically no shortage of so-called commercial cooperation resources.
These resources come from other companies, other departments, or some senior management friends of the Group. They always introduce cooperation opportunities to you in a continuous stream, so the resources are particularly concentrated and large in scale.
What I need to do is just to screen out reliable resources for cooperation.
When it comes to starting your own business or joining a start-up company, many times resources are not available, and you need to bring your own resources or have the ability to create resources.
Why do some start-ups pay higher wages than big factories when they recruit? Part of this is the value of resources behind the candidate.
This also explains why some people from big factories parachute into start-ups, giving people the impression that they are out of place, even with high vision but low skill. Because they are accustomed to doing things based on resource mismatch. When there are no resources, I am confused.
From large companies to start-ups, there is a huge gap: a considerable part of the work in start-ups is to create resource conditions for companies.
Is the problem of less resources really unsolvable? Not at all. To talk about resources, start with the concept of resources.
What are resources?
The resources we refer to generally refer to commercial resources.
Commercial resources refer to all kinds of tangible and intangible assets and their combinations with commercial value, including individuals.
What are they? Guests, venues, materials, skill members, sponsors, media communication, professional training, funds, cooperative organizations, media, volunteers, executives, time, budget, etc. are all resources.
What should we pay attention to when looking for resources?
First, pay attention to the use of resources.
Many people complain that they cannot find resources, often not really cannot find them, but have no clear purpose. After all, resources will be used as long as they exist, and others will use them if you don't use them.
Resources don't tell you. I will lie there and tell you that I am your resource and can be used whenever you need it.
For another example, if you work for a long time, you will always meet some people to chat with you, and then politely say that you have the opportunity to cooperate, and then there will be no more. Even if you do our own media, you will receive some inexplicable messages asking for cooperation in the background.
Are you not willing to cooperate? Obviously not. You don't know what he wants to do with you, just look at what he says without talking about interests?
If you want to obtain resources, at least express the purpose of resources first.
Secondly, it is the cooperation mode of resources.
Spending money to buy resources is a unique ability of large companies. For small companies, the budget is often very limited, and there is not much space to spend money to buy resources. Therefore, it is necessary to develop different resource cooperation models to obtain resources.
Common modes are as follows:
The first type: resource replacement
Generally, the object is two or more parties, which usually means to exchange the resources owned by the other party that are beneficial to you with something that is useless to you.
For example, some small companies will exchange their inventory of goods for a sponsor booth of a high-quality conference. Large companies sometimes take some small peripherals to do activities for some partners to help promote themselves.
The second type: resource integration
In the context of small companies, it can be understood as a temporary grass team. By combining two or more grass teams, we can combine new advantages, raise the scale and level of resources to a higher level, and then use this as a basis to leverage greater cooperation.
The third kind: combination of virtual and real
The "emptiness" here is not nonsense, but a part of future expectations are discounted into current resources for supplementary calculation.
For example, what should we do when we want to use a site with a high budget?
You can talk with the other party about paying part of the amount, and the other part is to provide some solutions according to the other party's needs, such as channeling the other party's site, or if the activity involves transformation, you can let the other party participate in profit sharing.
Finally, consciously manage resources.
In a small factory, if you don't pay attention to resource management, it will still be very hard. Because you have to "reload" every time. You have to search and sift through a bunch of unreliable resources. This repetitive and worthless workload will overwhelm you.
It must be particularly remembered that after any business activity, the enterprise must remember the evaluation, screening, warehousing, maintenance and management of high-quality resources. The same is true for individuals. Only by using reliable resources can we achieve reliable results.
02
Expect the company to give an ideal configuration, doomed to disappointment.
If we insist that the world is a huge grass team, then although not everyone in Dachang is elite, at least the team is complete. And small companies don't need a complete team, even the available talents are very limited.
I have not served many enterprises, but there are also some customers of small and medium-sized enterprises. The bosses of these enterprises will tell me that if there are people who can clearly bring income to the company, the salary is not a problem.
Ideal is full, reality is bone.
Even if there are such people, they will generally choose to use larger and better platform leverage to amplify their ability and produce richer fruits, or choose to create their own fruits, and will not come to small companies.
If you want to persuade others to come, you should either draw enough pie or give more money than expected.
Even if the other party has the ability, it still needs time to run in based on operating systems like small companies, and most bosses cannot afford the time and money costs of running in. So in essence, the boss has no money to recruit better people (saying this will really offend some bosses).
In business, the income is greater than the cost, so in fact, in the eyes of the boss, most of the remaining recruits have a slightly lower cost than the income. These people may not meet the requirements of the boss, but they will be able to use them. No matter how expensive, they will exceed the budget.
Only companies that make a lot of money will choose "super configuration" when hiring, such as bytes. In a start-up company, there are two members, one and a half employees, working for 3-6 people.
In this case, when you are in a small factory, you are facing a team with incomplete configuration and low level members. What should you do if you are the manager of the team?
The answer is to focus on the core first, intervene in the key parts, and do not expect too much from other parts.
Here is a recent example:
I found that my partner had some problems in communicating with the students who were responsible for private domain traffic.
From her perspective, she thinks that the sop and content materials that should be given have been given. However, the student in charge of the private domain thought that the materials given were too empty, and said that he could not understand them and did not know how to implement them (this student had almost no experience in private domain operation). In addition, many things were temporarily put on the shelf, so the whole collaboration process was painful.
At the project meeting, I made a little intervention. I have probably done the following:
1. First, make a clear picture of the main work lines, main actions and processes of private domain students.
2. Find out where she is stuck in the action, her motivation, expected state or unmet needs.
3. What can be adjusted later to meet her needs, and what can make her adjust her expectations to accept the existing optimal solution.
4. Finally, make a confirmation action, who should support, who should support, how to support, and when to start promoting and give feedback after receiving support.
In general, the collaboration process here will be stuck in the second ring. On the one hand, it is the expression in the work, and on the other hand, it is the understanding in the work. However, there are some differences in working style and age.
There is one kind of people who must have a very clear work plan and then implement it step by step. The other kind of people can't do everything in the initial planning, so they tend to act first and then gradually grow up. But in fact, in start-ups, there are often more cases of the latter.
Therefore, there are two keys to my approach here.
The first key: First, sort out the existing clear things to make them clear. First, ensure their smoothness and smooth implementation (sort out the main line, and then clarify the direction adjustment).
The second key: When there is no clearer answer or better solution for other parts, first execute according to the current optimal solution (reduce hesitation and controversy, and clarify the current expectation).
After dealing with the problem of collaboration card points, I communicated with the sister I worked with, adjusted her expectations (she did not expect the other party to be able to write a copy), and gave details of what should be given, and then things went smoothly.
In this process, you can see that I have this logic:
first, I usually choose to first clarify the core deliverables and delivery standards of my work, and then see who cooperates with me in each part and who is responsible.
secondly, Check whether the content delivered by them meets my requirements and standards. If they are unqualified and do not commit principled problems, then I will not directly criticize them, but will habitually dig their "brain circuits". By constantly asking questions to see what logic they are based on to hand over such a thing to me, we must get the answer here.
last, Remove barriers to understanding. Everyone's work style or habits will be different, and there will be deviations in understanding the same thing. Therefore, after understanding the previous part of "brain circuit", we should further explore the unsatisfied demands of team members. Give support to support, and adjust expectations.
03
All mechanisms need to grow in the right soil.
Like all my classmates in Dachang, I also experienced some painful periods after coming out of a relatively formal company. Since I have seen too many top-level designs and various good systems before, I think I have more advantages in start-ups, but the practical lessons are bloody.
At the beginning, I was eager to sort out a complete operating system for the company, so I adjusted the system and changed the organizational structure. In the end, the team complained bitterly, which not only failed to achieve the expected efficiency improvement, but also disrupted the rhythm of some projects.
Fortunately, with the growth of experience, I know that different systems should be adapted to different stages, and I can better understand why many companies make decisions from the perspective of the company.
For example, many SaaS service providers think they have more powerful functions and more professional staff. Why is it so difficult to win customers? Behind this is the lack of respect for the market.
What do you mean?
It is impossible for an enterprise to change its own SaaS software service provider at will, because the management mode of the entire enterprise is based on these software. Once directly changed, it means that the workflow will change. In this process, there must be a period of business stall, adaptation, use and operation. The loss during this period is difficult to measure, which is why it is difficult to win.
In my previous company, when I went to serve enterprise customers, I was eager to introduce our powerful and comprehensive functions at the beginning, and found that the effect was not good. Later, I paid special attention to understand the other party's core demands first, and then focused on introducing the functions related to these demands to arouse their interest. Then we will make a little adjustment in combination with their workflow to give them a clear expectation, which will become more smooth later.
The same logic applies to the promotion of mechanism building in small companies.
Don't try to raise the score of 60 points to 90 points by adjusting the mechanism at one time, but make a little rhythmic adjustment from part to the whole.
In this process, there will be people who can't stand running in and leave, and there will also be a process of recruiting people to fill in in time. It is important to make the new mechanism work rhythmically.
summary
There are three pitfalls in working in small companies: less resources, poor allocation and disordered mechanism.
In the face of less resources: we should clarify the use of resources, cooperation mode, and pay attention to resource management.
In the face of poor configuration: learn to focus on the key points and do not expect too much.
Confronted with the chaos of the mechanism: Do not copy mechanically, and adjust rhythmically from part to whole.
I hope today's content will help you.
