30岁还没上到经理职位的人,后来都怎么样了?

30 岁还没有走到管理岗的人,后来都做了什么?

很多年轻人在做职业规划时,都将升职加薪晋升高管,作为自己的职业发展目标。殊不知做管理层并不是职场提升的唯一路径。

职场架构是金字塔状,能走到尖端的是少数人。但即使是没有走上管理职位的职场白领,他们也可以过得很好。

未来将是超级个体时代

首先,让我们用事实说话,先来看 2 个例子。

前些年,公司每年都派个美国老大爷要飞一趟上海,做全球人才管理方面的培训,头发花白,感觉要 60 岁了吧(问他,他总说 20 出头)。人特别精神,每天早上 6 点就起床,在酒店泳池游 1 个小时再来上班。

而他每年全球各地跑,将多年来经验传播给大家。年薪绝对不低,据说这是他舍不得退休的原因之一。

他是公司这个领域的专家,公司内部职级很高。但他不是经理,不是总监,光杆司令一个。

后来人不来了,据说实在干不动,退休了。

在美世中国区,我也有一位老乡,70 后,做销售工作。因为经验丰富,对业务的了解很深刻,甚至可以独立做部分咨询工作,客户也很尊重他。大家都叫他崔叔。

崔叔对当领导一点兴趣也没有。私聊的时候,他说不喜欢管别人,目标就是把自己练成这个领域的专家,像美国老大爷一样。

他后来辞职高就其他公司,还是销售工作,还是独来独往,还是不带人,也还是受人尊敬。

说实话,有一天他自己单干,我也不会意外。他有足够的才能和经验,只需要一个平台,而企业绝逼会尽力给这种人才提供足够好的平台,让他发挥才能的。

我们常常会讨论未来的职场会怎样,而主流观点是:

传统的工业时代的雇用市场逐渐开始消失,人才作为个体的价值迅速崛起。企业更多是扮演平台的角色。企业搭台,人才唱戏。

未来互联网时代的职场,人才的话语权和自主权远比工业时代产线上的工人来得大。他们足够优秀,可以挑选平台,甚至成为独立第三方,为企业提供服务。

换句话说,未来将是专家(超级个体)时代。

很多小伙伴来公众号、知乎问我这样一个问题:

我 XX 专业,XX 二专,XX 大学交换,在大学做过 XX 工作,在 X 企业实习过 X 岗位,性格 XX,请你为我规划职业发展……

我很无奈。

职业规划,得自己做主

1. 自己了解自己,更合适,你凭什么愿意相信一个远隔千里的陌生人,而不相信自己?

2. 自己做规划,遇到困难更能坚持,自己买的房子在不喜欢邻居还是得住啊;别人帮你做的,你早不干了。

 

而职业生涯的路总的来说,大约是两个方向:管理者和专家。

你到底选哪个方向,取决于你的工作价值观。

工作适应理论(Work Adjustment Theory,明尼苏达大学的两位学者 Rene V. Dawis 和 Lloyd H.Lofquist 的研究成果)中把工作价值观细分成:

成就:你如何看待工作成就感。

舒适:你是否看重稳定和舒适的工作。

地位:你是否追求晋升成为管理者。

利他主义:你是否想做一份帮助他人的工作。

安全感:你是否希望公司更透明更一视同仁。

自主权:你是否希望获得更多自由发挥的空间。

这些因素中的绝大部分和我们最后选择的方向有些关联,比如:

你如何看待成就感?自己一己之力成就大单更爽?还是看着自己提拔的年轻人拿到大单更爽?

你是否追求晋升?你是否喜欢管理人?你是否希望得到更大的自主权?

一般来说,作为专家的身份更具有自主权。

我们通常以为做领导就会有自主权,但在很多公司领导被上级的任务压得喘不过气,下属也需要自己带,自己的自主决策空间并没有想象中大。

你去问一个大学生未来的职业发展计划,绝大多数会告诉你,他希望毕业 5-8 年内做到管理者,当然这个时间越短越好。

这一定好吗?不一定。

做职业规划时

先回答两个问题

在做职业规划时,首先问自己两个问题:

1. 你是做管理人才的料吗?

做管理人才,通常需要点亮整颗技能树。

第一 沟通能力

你不可能总靠自己的权威去压制下属;更别说同级别的经理和上司。你需要有强有力的说服力,也应当有聆听别人给予及时正确反馈的技能,要会演讲,也要会妥协。

第二 利他思维

领导不是自己成功就可以了,你需要带着整个团队成功;很多成功的职场人一当上经理就变得神经紧张。他们喜欢以己度人,我能这么做,效果很好,为什么你们不行?

但事实上你那套东西对你有用,对其他人未必。领导者可以从下属角度出发,为他们思考分析解决问题,才是真正领导力;

第三 全面的管理技能

预算安排,组织架构调整,跨部门协作……从事管理岗位要求你能在多项任务间变换角色,灵活应对。

我见过不少出色的专业人才,在进入管理岗位后变得无所适从,甚至自我质疑。

也见过挺漂亮可爱的姑娘一进办公室变得一副全办公室欠我 500 万的脸色,对着下属怒目相视。

他们可能很有才华,但至少暂时不适合做领导。

2. 你是做专家人才的料吗?

专家得往某几个专项技能上狠下功夫:

第一 不停歇的学习精神

再牛的专家也要学习,一旦停下脚步或者你的知识过时了,很可能就要被组织淘汰。

第二 创新精神

你的知识领域如何与新的市场结合?如何适应新的环境?一旦有一天新的竞争对手从另一个维度杀来,你是否做好准备?

第三 共享精神

你是否愿意传播自己的知识,是否愿意为人师,是否善于做演讲。公司养专家,是因为脱离技术/知识岗位的管理者不可能再专精于技术/知识,当企业需要技术或者知识分享给普通员工时,就需要专家角色。

第四 独立解决问题的能力

以咨询行业为例,能称之为专家的顾问,谁不是能以一己之力扛着项目朝前走的超人。

普通人常见的 4 个误区

1. 以为不做领导就没有出路

实际上以企业金字塔式的结构,真正能坐上去的是极少数;角力过程的失败者,最好的生存方式就是作为专家。

而且专家的路更自由更灵活,尤其是咨询公司的顾问们,如今很多是独立的高管教练,比高管还牛还自在。

2. 以为做管理会很轻松

事实上,做专家比做管理要轻松。不用背团队指标,不用挣扎在复杂的人际关系中,不用去做一些违背价值观的事情(比如裁员),有更大的灵活度和自主权。

3. 以为做管理更不容易失业

一旦需要裁员,大家觉得裁人的权利在主管手里,自然不会自裁,专家就不行了,没权利。

这就忽视了专家长期浸淫知识、技术、业务第一线,他对风险的敏感度最高,一旦风吹草动他就跳槽了或者转战为独立咨询顾问了,灵活性高;

管理层反而容易被蒙在鼓里,等反应过来已经迟了。况且管理层被裁后绝不像专家那么容易再就业。

4. 认为做领导有权威

真正的权威,来源自我们的能力和格局。

能力,一件棘手的问题你能解决别人当然会服气;格局,是指你如何保护下属,如何帮助你的团队成长。

有一种说法,一流领导招一流人才,二流领导招三流人才。

因为二流领导慌啊,怕一流人才抢了饭碗。他不愿意招牛人,更不愿意把年轻人培养成牛人。

领导是一种选择,而不是一种等级

我见过不少所谓的领导只是发号施令的 boss,不是帮助人成长的 leader 。

我见过不少领导,虽有实权,但下属视他为笑话,他只能用职位压人干活。

我也见过毫无实权的专家,他照看好身边的小伙伴,身边人都将他看作 leader,尊敬他听从他的建议。

用美国领导力专家 Simon Sinek 的话收尾:

Leadership is a choice, not a rank.

领导是一种选择,而不是一种等级。

一封来自华为创始人的信

“您想做专家吗?一律从员工做起。”“您有时会感到公司没有真正的公平与公正。真正绝对的公平是没有的。”“草率的提议,对您是不负责任,也浪费了别人的时间。”
致新员工书

任正非 1994年12月

您有幸进入了华为公司,我们也有幸获得了与您的合作,我们将在共同信任的基础上,度过您在公司工作的岁月。这种理解和信任是愉快奋斗的桥梁与纽带。

华为公司是一个以高技术为起点,着眼于大市场、大系统、大结构的高科技企业。以它的历史使命,它需要所有的员工必需坚持合作,走集体奋斗的道路。没有这一种平台,你的聪明才智是很难发挥并有所成就的。

因此,没有责任心,不善于合作,不能集体奋斗的人,等于丧失了在华为进步的机会。那样您会空耗了宝贵的光阴,还不如试用期中,重新决定您的选择。

进入华为并不意味着高待遇,因为公司是以贡献定报酬的,凭责任定待遇。

对新来员工,因为没有记录,晋升较慢,为此十分歉意。如果您是一个开放系统,善于吸取别人的经验,善于与人合作,借助别人提供的基础,可能进步就会很快。如果封闭自己,怕工分不好算,就需要较长时间,也许到那时,你的工作成果已没有什么意义了。

实践是您水平提高的基础,它充分的检验了您的不足,只有暴露出来,您才会有进步。实践再实践,尤其对青年学生十分重要。唯有实践后善于用理论去归纳总结,才会有飞跃的提高。

有一句名言,没有记录的公司,迟早要跨掉的,多么尖锐。一个不善于总结的公司会有什么前途,个人也不是如此吗?

实践改造了人,也造就了一代华为人。

您想做专家吗?一律从员工做起,已经在公司深入人心。进入公司一周以后,博士、硕士、学士,以及在内地取得的地位均消失,一切凭实际才干定位,已为公司绝大多数人接受。希望您接受命运的挑战,不屈不挠地前进,不惜碰得头破血流。不经磨难,何以成才。

公司要求每一个员工,要热爱自己的祖国,热爱我们这个多灾多难、刚刚开始振兴的民族。只有背负着他们的希望,才可有进行艰苦的搏击而无怨言。我们总有一天,会在世界通信的舞台上,占据一席位子。任何时候、任何地点都不要做对不起祖国、对不起民族的事情。

要严格遵守公司的各项制度与管理。对不合理的制度,只有修改以后才可以不遵守。不贪污、不盗窃、不腐化。严于律己,宽于待人。坚持真理,善于利用批评和自我批评的方法,提高自己,帮助别人。

您有时会感到公司没有真正的公平与公正。真正绝对的公平是没有的,您不能对这方面的期望值太高。但在努力者面前,机会总是均等的,只要您努力,您的主管会了解您的。

要承受得起做好事反受委屈。没有一定的承受能力,今后如何能做大梁?

其实一个人的命运,就掌握在自己手上。生活的评价,是会有误差的,但决不至于黑白颠倒,差之千里。

您有可能不理解公司而暂时的离开,我们欢迎您回来。您更要增加心理的承受能力,连续工龄没有了,与同期的伙伴的位置拉大了。我们相信,您会加步赶上,但时间对任何人都是一样长的。

希望丢掉速成的幻想,学习日本人的踏踏实实、德国人的一丝不苟的敬业精神。真正生活中能把某一项技术精通就是十分难的。您想提高效益、待遇,只有把精力集中在一个有限的工作面上,不然就很难熟能生巧。您什么都想会、什么都想做,就意味着什么都不精通,任何一件事对您都是做初工。努力钻进去,兴趣自然在。

我们要造就一批勤奋好学,行成于思,有真正动手能力、管理能力的干部。机遇偏多于踏踏实实工作者。

公司建立了以各部门总经理为首的首长负责制,它隶属于各个以民主集中制建立起来的专业协调委员会。各专业委员会委员来自相关的部门,组成少数服从多数的民主管理。议事,不管事。有了决议后由各部门总经理去执行。

这种民主原则,防止在一长制中的片面性,在重大问题上,发挥了集体智慧。这是公司六年来没有摔大跟头的因素之一。

民主管理还会进一步扩展,权威作用也会进一步加强,这种大民主、大集中的管理,还需长期探索,希望您成为其中一员。

公司永远不会提拔一个没有基层经验的人做高级领导工作。遵循循序渐进的原则,每一个环节对您的人生都有巨大的意义。您要十分认真地去对待现在手中的任何一件工作,积累您的记录。

要尊重您的现行领导,尽管您也有能力,甚至更强。否则将来您的部下也不会尊重您。

要有系统、有分析地提出您的建议。您是一个有文化者,草率的提议,对您是不负责任,也浪费了别人的时间。特别是新来,不要下车依始,哇啦哇啦。要深入地分析,找出一个环节的问题,找到解决的办法,踏踏实实地一点一点地去做。不要哗众取宠。

在公司的进步主要取决您的工作成绩。

一个高科技产业,没有文化是不行的。业余时间可安排一些休闲,但还是要有计划地读些书。不要搞不正当的娱乐活动,绝对禁止打麻将之类的消磨意志的活动。为了您成为一个高尚的人,受人尊重的人,望您自律。

谁为谁服务的问题一定要解决。公司总的是为用户服务,但具体来讲,下一道工序就是用户,就是您的“上帝”。您必须认真对待每一道用户。

要关心时事,关心国家与民族的前途命运,提高自己的觉悟,但不要卷入任何政治漩涡,指点江山。公司不支持您,也不会保护您。公司坚持员工必须跟着社会潮流走。

当前,要承认只有共产党才能领导中国,否则就会陷入无政府主义。一个高速发展的经济社会,没有稳定,没有强有力的领导,陷入无政府主义状态是不可想象的。共产党的缺点,通过整党和教育来解决。我们可以帮助它,但必须是善意。

公司在飞速的发展,迫切地需要干部,希望您加速磨炼,与我们一起去担起明天的太阳。

一个倒闭公司老板的总结:管理应该为经营服务

请认真思考一下,你的公司是不是存在着这样的普遍现象——有5%~10%的公司员工,一上班就是来挑毛病、和你对着干的,所有的制度他都看不惯,所有的决策他都有不同想法,而他不会去想自己做得如何;

有15%~20%的员工,他做出的东西就是不合格;

有20%的员工是蒙头做事,做得对与错,他都不知道为什么;

只有20%的员工的工作,是高绩效的。

也就是说,公司中有60%的员工的工作没有正常产生绩效,这是多么大的浪费?尽管管理者做出了很多努力,我们也学习过不少管理知识,尝试了很多管理制度,但是总是看不到理想的效果。问题到底出在了哪里?

为什么同样的资源和人,交给不同的管理者进行管理,结果却相去甚远?

为什么这样多的人陷入了无效的、甚至毫无意义的工作中?

影响人们工作的关键要素是什么?

人员为什么会流动?

为什么很多人觉得组织并没有让他们发挥作用?

这些问题的出现,其实都是源于管理观。

1. 用绩效说话:管理只对绩效负责

现象一:功劳与苦劳

现在大家普遍知道,“苦劳”是对绩效没有帮助的。但是在现实中,很多人有了“苦劳”之后,就会觉得已经很对得起公司了。

其实我们也会接受这些看法,很多公司还是以苦劳为考量标准。这说明对管理的观念还是没有认识清楚。讲苦劳是对管理上的第一浪费。

现象二:能力和态度

管理只对绩效负责,直接产生绩效的是能力,而不是态度。谁产生绩效,谁就最重要。当态度转化为能力,才有用。

你不妨反思一下自己的企业,你公司活得好的员工是谁?是不是能干的人累死,不干活的人活得很好?而通常是能干的人总是态度不那么好,不能干的人总是很讨好。那么你的管理就一定出问题了,你考核的是态度多,还是能力多?

如果你50%的内容都是在考核态度,那你的公司能干的人就自然活得很累了——而这意味着如果有机会,他就会流走。这是对管理的第二大浪费。

现象三:才干和品德

品德只有在遇到重大挑战时才能评价,通常情况下,我们很难去评价一个人的品德是好还是坏,管理不能把赌注押在这里,而恰恰应该去设法解决它:

管理要承担的责任就是没有机会让人去犯错误,让品德转化为才干,创造绩效。所以学管理,要看经济学和组织行为学。

何时“德”比“才”重要?

必须要说明的是:在两个时间点上,德比才重要。一是在招聘时;一是在提拔时。

2. 等边分配法则:管理是一种分配

管理者一定要懂得把三样东西分成等边三角形:即权力、责任、利益三角对等。

几乎所有管理出问题,都是因为三者的不对等。

管理实际上是一种分配,需要特别提请注意的是,这里分配的是一种责任,而不是权力。我们在管理中犯的最大错误就是分配权力。必须明确,权力分配的依据不是岗位,而是责任。

比如:如果完成绩效的责任,分公司的责任最大,那么权力最大的就应该是分公司经理。但是现实中常常不是这样。我建议大家做两个重要观察:

① 公司的总经理经常给谁开会?参加会议的人就是权力最大的人。

他是经常给总部职能部门的人,如人力资源经理、财务经理开会?还是经常和分公司经理、一线经理开会?和总经理经常开会的人最有权做决定,只不过这个决定是通过总经理部署下去。

② 公司头衔的设计,是一线人员的称谓高,还是公司职能部门的称谓高?

称谓具有象征意义,权力常常在岗位的称谓中就分配了。

你会发现,总经理的会议室里多是职能部门的人,而二线职能部门负责人的称谓都比分公司、一线岗位的称谓高。你又如何让一个人力资源总监去为一个小小的一线经理服务?彼此见面一打招呼,上下心态就立刻拉开了。

这样的分配就不是基于责任的分配,管理效力自然大打折扣。

3. 管理始终为经营服务

这是我一直坚持的观点,也是谈得最多的话题。其中含有两个重要的认识:

第一,管理做什么,必须由经营决定;

第二,管理水平不能超越经营水平。

认识一 :为什么管理做什么要由经营确定?

在一个公司中,“经营”是选择对的事情做;管理是要把事情做对。逻辑关系非常明显。

比如通常情况下,薄利多销经营,对应规模化和成本管理;一分价钱一分货经营,对应品质和品牌管理;服务化经营对应流程管理;定制化经营对应柔性化管理等。

认识二:为什么管理不能大于经营?

因为一个公司的管理能力大于经营能力的话,那常常意味着亏损。这就是为什么有的公司制度很健全、文化理念很先进、人才很优秀,但就是经营不景气的原因。虽然你很懂管理,但是你的管理观有问题。

你不妨看看,你公司最优秀的人是在做经营,还是在做管理?你开内部会议多,还是开外部会议多?

如果你的高管团队每一次都是开内部会议,每天看到的都是他的下属,那么你的管理就大过了经营。

这就是杰克·韦尔奇为什么说:不好的管理者,上午最重要的时间都在开内部会议,下午不重要的时间见客户;

好的管理者,上午最重要的时间都在见客户;下午尽量少的时间开内部会议。

从时间的分配上就可以知道,你是经营大,还是管理大。

当企业管理半径大于经营半径的时候,企业尚能野蛮生长,但是随着企业的发展壮大,企业管理半径逐渐跟不上经营半径的发展速度,管理半径随之逐渐小于经营半径,由于企业家自身能力已达天花板,企业发展也步入成熟和保守期,无法突破。此时,企业还想获得更高的发展,必须靠制度。

因此企业家在管理企业时,应清楚企业所处的阶段,以及企业家自身能力极限。只有在合适的阶段适当授权、放权,共享利益,才能把企业做大做强。

Tips to Build Trust with Customers as a New Business

Build Trust Hands to Hands

“The best way to learn if you can trust somebody is to trust them.” Ernest Hemingway

Trust is vital to any form of relationship including in the conduct of business. Some base level of trust is required just to have employment contracts, or to engage in commercial transactions and beyond such minimum thresholds, trust also plays a major role. The level of trust in business relationships, let it be external like in sales or advisory roles, or internal like in a services function is a prime determinant of success than anything else.

WHY TRUST IS IMPORTANT TO NEW BUSINESS?

Trust is a bilateral relationship as simple as one trusts, and the other is the trusted. While these two are related, but they are not the same thing. It is all about trustworthiness. Often we intend more than one thing when we use the word trust. We use it to describe what we think of what people say. We also use it to describe behaviors. We use it to describe whether or not we feel comfortable sharing certain information with someone else and we use the same word to indicate whether or not we feel other people have our interests at heart, vs. their own interests.

People don’t primarily trust institutional entities, they trust other people. The components of credibility and reliability are sometimes used to describe companies or websites, but at least as often to describe people. The other components like intimacy and self-orientation are almost entirely about people. Living the four trust values is the best way to increase your trustworthiness.

Here are few reasons why trust is crucial to new businesses:

1) Trust makes you more reputable–  Trust cannot be reduced to pure behaviors. You can’t bottle it in a competency model. Our actions are driven by our beliefs, and our beliefs are driven by our values or principles. Trustworthy behavior is way too complex to fake without the beliefs and values behind them. If your values don’t drive you to behave in a trustworthy manner all the time, you’ll be found out quickly.

2)It will also create a good impression on others- If you are always focus on others like your client, customer, internal co-worker, boss, partner, subordinate for the other’s sake, not just as a means to one’s own ends.We often hear “client-focus,” or “customer-centric.” But these are terms all-too-often framed in terms of economic benefit to the person trying to be trusted.

3)Trust can create both joint goals and joint approaches- Trust can create collaborative approach. Collaboration here means a willingness to work together. A medium to long term relationship perspective, not a short-term transactional focus.

4) Trust makes you more transparent- A habit of being transparent in all one’s dealings.Transparency has the great virtue of helping recall who said what to whom. It also increases credibility, and lowers self-orientation, by its willingness to keep no secrets.

 

WHY NEW BUSINESS IS STRUGGLING TO BUILD CUSTOMER TRUST?

1) There is no business plan or unique values

Consumers tend to distrust new brands at first glance because people think that business firm ultimate goal is to make money, which is true but you have to put that to secondary and reach human values first to establish a more open and trustworthy relationship with people. So, to overcome consumer skepticism is to show the human side of your brand. Consider introducing yourself as the person behind the business to your customers,. This would also add authenticity and credibility to your brand, especially if you sell products that you made yourself.

By focusing on you as the business instead of just your products, you can tell your story and your brand’s story at the same time. This helps customers get to know you more, and build a bond which lays the foundation for them to trust your business, too.Some things to consider in business planning are who are your customers? How will they buy your products or services — in-store, online, or both? What’s your marketing plan? How will customers find out about your business?Answering these kinds of questions will help you ensure your products, services, and business idea are something that people will buy into. And with social media platforms at your fingertips, it makes the market research process that much easier.

It not only that you share personal experience  and demonstrates expertise, but also builds the kind of emotional connection with customers that only a small business can. Both of these factors can helps you gain trust and make the customer feel better about purchasing from you. Likewise, you can add a human face to your own business, entwining your personal story with your brand’s story. This is needed in business planning.

2)Incompetent customer service which distorts positive feedbacks

Positive feedbacks are the key to take your new business into the next stage. Systems that double as positive feedback cycles can likewise help you generate customer trust. For example, when your business is the subject of a glowing review, you attract new sales, which lead to fresh reviews, which lead to additional sales, and so on. Look to establish such feedback cycles through social media, press coverage, and word-of-mouth. There are a number of ways to quantify feedback loops. Find those apps and keep track, if you do get a negative feedback do not look away instead take it as a constructive criticism and build yourself from it.

Gathering and analyzing such data, and additional related data, could help you identify feedback cycles to develop. As a young company, one of the most important things you can do is simply deliver a great customer service experience. Customer service extends beyond the product or service you sell  it is the end-to-end experience for your consumer. It determines whether one purchase becomes several repeat sales, or whether that customer looks elsewhere to solve his or her pain point. Actions as simple as answering questions and concerns through email, phone, and social media can help you build both customer trust and your sales base.

3) Lack of information, data and statistics

One of the biggest reason why people do no trust new brands is because they tend to be vague and pushy in term of delivering content. Content is a powerful tool for connecting with new users who have no idea who you are. This gives you a chance to slowly introduce yourself but here is where most new business fail as they get aggressive in self promoting. Blogging regularly can show that you’re invested in your business and your customer’s problems  which is always a good sign for consumers but do not over do it.

Instead of bombarding with unnecessary informations focus on producing good quality content that can help consumers get more familiar with your brand. Take it a step further by sharing personal experience by using your product or services and develop a distinct brand voice. Both of these things will show the personality behind your brand and help people feel like they really know you and can trust you.

This is further aided by encouraging discussions that allows you to connect with people. Even if users only leave a quick comment, this gives you a valuable opportunity to talk to them one-on-one, establishing a personal relationship through their screen and inviting them to revisit the conversation again.The more customers know about what they’re about to buy, the more likely they are to actually go ahead and purchase it. Being specific instead of being general about the description of your product. If you are selling coffee state what coffee it is. For example, instead of coffee, Brazilian coffee sounds much better. Some things that you can consider adding to your product descriptions include exact measurements of the item, weight of the item, product ingredients/manufacturing materials, warranty information and any special product features and their benefits

Adding many images and videos as possible to demonstrate the product quality and how it can be used also helps. This allows people to envision it in their own lives, and the clearer they can see it, the more likely they are to believe you can deliver what you promise you will.

4) Provide no sense of security to the buyer

You always have to make sure that your site itself looks trustworthy. Cyber security is a huge issue in today’s world so if your business involves online purchasing bare in mind with consumers are wary about giving anyone their credit card information. So, they way to overcome this is make sure your site has protection. For example, use security-boosting apps, by display security badges on your store or use plug in like the McAfee Secure plugin and so on.

You can create multiple payment options. This will make consumers feel a little more comfortable about buying from you. For example, like offering PayPal. PayPal acts as a secure financial gateway that many customers prefer to use, feeling it adds another layer of protection. One study even found that while customers trust their primary banks more overall and didn’t like to deposit funds into PayPal, 69% of those surveyed believed that PayPal was better at protecting their financial information. If you’re able to offer payment options that users trust more, they’ll trust you more, too.

5). Poor accounting and financial tracking

Uncontrolled spending and poor money management are among the biggest problems for new businesses to fail. Startup owners mistakenly assume that if you build it they will come, and justify their expenses on the belief that the product release will bring in all kinds of sales. But there are no guarantees that customers will buy your product. Not knowing where the money is going is just setting the stage for an epic fail.

If your accounts is in complete chaos, chances are your finances aren’t too far behind. From insufficient capital when getting started, to cash flow problems induced by bad inventory management, your account back is most likely not in a good way.

To make set your business up for long-term success, it’s absolutely critical that you track every penny coming in and out of your small business. A major key to a successful startup is controlling finances. And one way to do this is through bootstrapping, or paying your own way by stretching resources as much as possible. This should be your first option for funding if at all possible.

6) Failure to understand the customers and their needs

Ask any successful business owners and they would tell you, the best way to increase revenue and is “get more customers.” While that is definitely a major way to add revenue, it isn’t necessarily the quickest or most efficient. We all know that it’s infinitely easier to sell something to someone who’s already bought from you than it is to a stranger. Your past customers already know, like and hopefully trust you. Beyond that, they understand the significance of what you offer and have proven themselves to be action takers.

However, small businesses you are just starting hence customer is and should always be your first priority. Think from the shoes of your customer and strategies yourself from there. Always remember give enough attention to customers.Listen to their feedback and understand the demand. Put in extra effort in tracking your customers buying pattern and social media always helps in this case. You can compliment your existing products or services to increase customer value, provide  additional benefits to your buyers by focusing a portion of your efforts on those you’ve already won over, you can decrease costs while increasing revenue. Best of all, you can begin to see results almost immediately.

If you find your new business can use some work in any of these areas, now is the perfect time to get started. If it seems too overwhelming to refine multiple aspects of your company at once, try starting with what’ll have the biggest impact and work your way back from there.

 

HOW TO BUILD TRUST WITH CUSTOMER?

Here’s a clearer break down of trust in sales context as follows:

  • Engage: “I heard no return policy may be an issue for you, is that right?”
  • Listen: “Wow, that’s interesting! Tell me more about it.”
  • Frame: “It sounds like what worry about the most is the price of the product.”
  • Envision: “But, think about how you would look once we helps you get this fix?”
  • Commit: “What if we were to do a product demonstration ?”

Bond building leads to trust building. Remember to build a bond out of credibility, trust and loyalty and it would keep your customer base loyal and strong and grow bigger.

Here are few tips to how to create that bond:

1.Engage the client in an open discussion about the issues that are key to them

Listen to what is important to the client and earn the right to offer solutions. Avoid selling a solution that isn’t in the customer’s best interest. Sometimes you just don’t have the right solution at the right price. If that is the case, it is always best to be honest with the customer, instead of proposing something which you know will not fully deliver the outcome the customer is looking for.

2.Take personal risks to explore sensitive issues

You probably know the objections prospects have to buying your product or service. Address those head-on in your marketing materials and on your website.The more honest and forthright you can be when you take on possible objections, the more your prospects will notice and appreciate it. Articulate a point of view and give customers more options and reason to buy in your products rather than just emphasizing the fact they should invest in.

3.Envision an alternate reality or solution 

 Do not promise what you cannot deliver . New businesses find it very difficult to say no to the customer about anything. Telling the customer that a certain solution with specific features and benefits will be delivered by a specific deadline, when you know you can’t deliver, is a recipe for disaster. So, include win-win specific descriptions of outcomes and results and Clarify benefits and it make clear what’s at stake.

4. Be tangible about future states

Commit to actionable next steps that imply significant commitment and movement on the part of each party. . Always honor the relationships and finally make promises and keep them. Above all, you must do what you say, when you said you would do it.  This one skill alone will put you head and shoulders above your competition.

5. Provide proof 

You probably know the objections prospects have to buying your product or service. Address those head-on in your marketing materials and on your website.The more honest and forthright you can be when you take on possible objections, the more your prospects will notice and appreciate it.

 

 

 

 

The 5 Keys to a Successful Marketing Career

Constant Social Media notifications!

Emails, emails and more emails!

Client crises on a weekend or national holiday!

These are just a few of the issues marketer has to deal with in a daily basis. As you can see, marketing as a profession, isn’t exactly a very work-life balance friendly. It has a tendency to become very consuming if you don’t establish and enforce strong boundaries to prevent intense world, it is going to  take over yourself and life. The worst part of it all, is when you think you have done all you can yet the result isn’t showing. That shows that maybe you need to take a step back and analyse what is the problem and come up with the solutions.

Secret to Success

Here’s some tips I come with my personal experience on how to rebuild yourself as an individual to excel better at work.

1.Have a Positive Attitude

Stay Positive

Positivity is the way to life especially when it comes to working in an intensive field like sales and marketing you need to have always an positive mind. When a client rejects you, or you are not reaching your target, DO NOT LOSE HOPE! Instead, learn what attitude is, what aspects of your life are controlled or directed by your attitude, how to determine your attitude at any given moment, and what specific strategies make a positive attitude a permanent habit in your life. This helps you to grow as person and produce better results at work.

2.Believe in Yourself

Believe in capacity

Understand what is your potential through a simple process of identifying your personal talents and abilities. You can do this by developing an academic strengths and personal interests to create personal fulfillment and joy in what you do. When presenting an idea or talking a client make sure to have faith in what you are saying. Confidence is the key here. People are only going to buy your things if you have confidence in your words. Self believe leads to customer trust.

3.Set and Achieve Goals

Set a target

Being goal driven and ambitious takes you places. First, recognize the difference between a wish and a goal. Make a commitment, plan and take action, and recognize completion. Don’t put way too much pressure on yourself. This is where people go wrong. The set target way beyond the reach and stress out when they cannot reach the goal. So, be practical and take one step at a time. Set your a goal and works towards that direction.

4.Use your Creative Imagination

Creativity leads to success

Extend your physical ability to accelerate problem solving and goal achievement in all areas of your works. In marketing and sales field, it is important to use your creativity. Let your imagination run wild and come up with new ideas, strategies and methodology and be bold in trying them out. Luck favors the brave. So, put in the effort and take the step up.

5.Be Persistent!

Work against time

Track your own progress. Make sure you see improvement! If you don’t, then it is just a sign that you are not putting in enough effort and you need to change up your game plan. Develop the focus and determination required to succeed, create an attitude of gratitude as the access to fulfilling your dreams. In this field, persistence is the foundation. You need to  take your imagination and then turn it into exactly as you planned. It may not turn out how you want it to the first time, but when you add persistence to the equation it will only be so many attempts before you achieve perfection.

 

So, there you go. These are my top 5 strategies to how to be successful the marketing and sales field. It is simple yet we tend to foresee it due to the intensity of the field. Don’t let that get in your way and remember what is goal and work towards that.  

Here a few more things you should pay attention to better a marketer.

  • Have a clarity of purpose and direction
  • Show  commitment and interest in your work
  • Get inspired by outstanding performance of others
  • Establish a dynamic communication with your clients and customers
  • Build a good relationship with everyone

 

俞敏洪:谁把自己当老板看,谁“死”得最快!

从中关村一间小平房到新东方航母,从大学教师到企业家、投资人,俞敏洪的管理哲学是什么?梳理不同阶段的创业心得,俞敏洪认为,创始人的首要能力就是要找到一批志同道合的人,然后带领他们朝着一个方向努力。这个过程会伴随权力、利益和人情的纠葛,但创始人必须心慈刀快,对待思维、利益不一致的员工,不能陷于人情而强留。

我看公司,首先看创始人是否有领导魅力,一个极具影响力的创始人的公司最后更容易成功。

创始人的首要本领就是要找到有同一目标、志向和精神的人,并带领这帮人朝目标走。新东方现在已经有30000多人,如果让他们复述新东方到底是什么,他们说的大概八九不离十,不会说出相反的东西。

我自己的一个标准是,每周至少在公司发声一次,就是为了强化新东方的文化、精神、团队凝聚力,以及表达我作为创始人,想听到什么声音。

创始人无法把团队每个人的情绪都照顾到,但可以让他们都朝着一个方向努力。

价值观不一致,不必强留

经常有人问我:你为什么选择这几个人做你的朋友?原因无非是这个人刚好在你身边,刚好和你最契合,实际上这就是合伙人的概念。

我刚开始创业的时候,家人、亲戚们都在身边,能方便地协助我,我也很自然地依靠他们,当时的“分包责任制”也极大地激励了大家努力工作,做出业绩。

但后面不规范的家族管理,越来越阻碍公司发展,如果仅因为碍于人情而强留他们,只会让公司死翘翘,这是所有人都不愿看到的。所以我引进了外部人才,有了新的合伙人。

新东方上市后,许多人希望通过资本重组,把自己的股份套现,大赚一笔,但这不是我想看到的。如果这时候我还一定要把这些合伙人强留在公司,认为这才是公司健康发展的标志的话,那公司最后的结果还是死翘翘。

因为大家已经完全合不来了,思维不一致,利益不一致,共处共事只会带来矛盾与冲突,使公司偏离轨道,走向灭亡。

在企业发展的不同阶段用不同的人

有一些创业团队,四五个人、七八个人喝顿酒,吃顿饭就凑成了,每人拿10%到20%的股份,说哥们儿我们开干吧。到最后发现,整个团队是乌合之众,要么没有真正的团队分工,要么没有良好的团队合作和未来发展机制。

过去两年,我对这样的创业团队进行过跟踪,最后发现其中80%的都散架了。但有一种团队很稳健,就是创始人先独立创业,随着项目需要不断引进人才。

如果新东方刚成立的时候就用王强、徐小平这些从海外回来的人,这个公司可能会很快死掉,因为我无法领导他们,也付不起让他们满意的薪水。

刚成立新东方的时候,用的都是家族成员,比如我的姐夫,我老婆的姐夫,等等。当时没有什么所谓的现代化结构,工作也不用计算时间,也不需要监控你的财务,因为都是亲人。

但是一直这样下去,就会出大问题。比如不利于管理,随着新东方的发展壮大,公司不断引进外来人才,家族成员的文化水平和管理经验都不足,却还要乱插手,其他员工很容易没有尊严感,不管是职业经理还是老师,他们都长久地忍受这种情况。

我深刻意识到家族成员会变成新东方的发展障碍。基于此,我到国外把大学同学、中学同学招回来,他们从才气到能力,都盖过了我的家族成员。借助他们的力量,我把家族成员清理出了新东方,成功将新东方推进了新的发展阶段。

后来,新东方要在美国上市,单凭我自己是完全不可能的,必须要找一个顶级的美国上市专家,开出顶级的工资,才能保证顺利上市。所以我去美国面试了4个人,用4个晚上无限制地聊,把这个人到底有什么样的能力聊出来。

最后选中的那个人,长相很难看,但是很聪明,这个家伙的中文名叫谢东萤,后来作为CFO,在新东方待了10年。

这么多年过去了,新东方一直在不断转型。现在又开始结构调整了。我们发现以一个大公司的形式开拓事业,效率非常低,无法应对外界的变革和创新。

所以新东方又打散了原来的组织结构,施行独立创新公司的机制。凡是新项目都独立出去做,未来新东方可能会发展50家和教育相关的公司,新东方不100%绝对拥有,只占控股股份,比如40%或50%。

达到人情和利益的平衡

企业的发展要平衡好三大块儿——权力、利益和人情。

当初我请朋友们回来共建新东方,每人分管一个领域,自己赚钱自己花,所以没有利益上的冲突,人情与利益兼顾。后来,新东方的事业不断发展变化,使得原有的利益格局被打破,需要重新进行公司化改造,个人的利益面临重新分配。

任何人面对利益变动,都会有心态上的失衡。比如有些部门,原来的地盘没了,新的地盘还没分到,心里落空;外面的管理人员引进来,下面的人员成长起来,“老人”地位削弱,等等。

我早期管理新东方时,总是在利益和人情之间找平衡点。但最终,我决定把利益放在第一位。当时我意识到,最重要的是留住手下的好老师。假如我提供的东西超过了别的地方能提供的,好老师留下来的可能性会比较大。在这个基础上再给他们人情,就是锦上添花。

后来,在新东方经过股份改造引发的高层危机之后,我不得不正面处理与徐小平、王强的利益关系。这时候我意识到,需要建立一个新的组织结构,各归其位,才能把每个人的特长发挥到极致。

在以友情为基础的结构里,你不能下命令、不能指挥,只能通过友情来权衡利益和权力,很可能形成一个矛盾圈和是非圈。这个问题如果得不到及时解决,新东方很可能做不下去。最后,我们做出决定,请徐小平离开董事会。

大企业的内部管理十分复杂,很有必要借助制度对员工的行为加以规范,这是企业发展的必然规律。因此,新东方上市之后,创业元老一一退出了管理层,迎来了更加职业化、专业化的经理人团队。这是超越了兄弟情谊,更多依赖切切实实的利益拼建起来的崭新结构。

现在,我喜欢新东方的人为了利益来和我叫板,因为他对自己价值的估计,和我对他价值的估计都有可能存在失误,叫板能帮助我们双方达成平衡。

谁把自己当老板看,谁死得最快

这是一个所有关系都重新界定的时代。我在深刻地思考一个问题:我和员工到底是什么关系?

以前,我会不假思索地认为自己与员工就是雇佣关系,员工除了到我这儿来工作,还能到别的地方工作吗?他们到别的地方工作,能拿到比这里更高的工资吗?我是老板,员工要老老实实工作,千万不要把关系搞错了,这是我原来的思维。

但现在我看着这些员工,这些任课老师,觉得他们是我的老板,关系全部倒过来了。如果他们不愿意选择在我这儿工作,其他出路也非常多。毫不夸张地说,中国现在做得最好的教育培训机构有一半以上是从新东方出走的员工创办的。

我常常想,如果我比这个时代早走一步,在几年前就把他们看作合作者而不是雇员,把这个关系重新定义,那么很多新东方的老师可能会留在新东方内部创业,而不是出走创业。

某种程度上,团队力量大于公司力量,我需要建立一个平台,把所有有能力的人集中起来,整合资源,促进双方正向流动。我参加过很多企业关于组织结构的讨论,它们现在要么转型,要么解体。

新东方发展的过程就是不断解体、重组,并产生新的组织结构的过程。新的结构很像蜂窝,每个人在里面都有一个自己的窝,在窝里都感觉很安全。这些人合在一起作为团队的力量,远远大于组织结构本身的力量。

现在很多人已经留在新东方,创立了自己的工作室,而我共享他们的成果。新东方成就了这些群体组织,这些群体组织又反过来成就新东方。

这也是一个弘扬个性才能够生存的时代。

在处理人与人之间的关系,与朋友交往时,谦虚没有错。在创业有了成绩,把更多利益让给员工,而自己少拿一点,这样的谦让也没有错。

但如果你在展示才华、彰显能力时还谦虚谦让,那就只有死路一条。

为什么?因为当你尽可能把自己的才能隐藏起来的时候,你的竞争对手正在不断地宣扬自己。

在这个一切关系都重新定义的时代,谁把自己当老板看,谁死得最快;谁把自己当雇员看,谁这辈子最没出息。

 

作者:俞敏洪  来源:正和岛(ID:zhenghedao)

张一鸣:期权不是关键,核心是能否给员工提供超额回报!

来源 | 正和岛、笔记侠等

导语

人才流失是企业最遗憾、最头疼的事。员工是企业的核心竞争力,阿里的员工忠诚度极高,江湖传闻他们“全是疯子,挖不动”。今日头条创始人张一鸣曾扬言,“BAT挖不动我们的人才”。他们是如何做到的?

 

阿里巴巴

马云曾经说过,如果把战略分为人的上半身和下半身,那么上半身就是使命、愿景、价值观,下半身就是组织、人才、KPI。上下半身的配合很关键。

因此,公司里面的奖金制度、工资制度,所有的制度必须跟使命、愿景和价值观吻合。

阿里巴巴有四种奖励方法,工资、奖金、红包、股权,形成一套很完善的激励机制。然而,很多企业都不搞这些东西,或者工资奖金乱发一通,员工的心理非常微妙,如果处理不好,往往带来反向作用。

工资,是指公司买一个员工时间的费用。阿里巴巴的员工工资是互联网行业中等水平,工资并没有高于同行业其他企业。

奖金,是员工的表现超越了公司对他的期望值才发的,并不是每个人都有。阿里巴巴的奖金是按照“271制度”算出来的。

什么是“271”制度?

在阿里巴巴,任何一个团队都有一个“271”的排名,甚至每一个层级都在贯彻“271制度”。

“271”制度中的“2”,是指团队中的表现最好的20%,“7”则是占据团队大多数的70%,而“1”是团队中排在最末尾的1%。

“271”既是纵向的、团队内部的“271”,也是横向的、同一级别的“271”。比如副总这个级别有10个人,也要很明确:谁是副总中最优秀,表现最好的20%,谁是最差的10%。

晋升、奖励、激励都与“2”有关。在阿里巴巴,“271”中的“2”要拿掉整个激励盘子的20—50%。比如说一共有10个人,要奖励10万元,第一第二名就要拿掉10万奖金中的4—5万。

而“1”的奖金肯定不用谈了,工资也不用加。如果做得不好的人还发奖金、加工资,就相当于给全公司发出一个错误的信号,后果非常严重。

红包是阿里巴巴在年终奖、股权激励、13薪之外,在取得“特别成绩”的年份发放给员工的特别激励。

马云认为,如果整个公司有一件特别鼓舞人心的事情,就应该发红包,红包是所有人都有。这样能激发员工“赢”的心态。

2010年春节,阿里巴巴首次给员工发放支付宝红包。此后,除了2014年,几乎每年都给员工发放红包。

股权,是对一个人潜力的投资。如果你觉得一个员工很担忧前景,那么就应该把他接下来的五年都要买下来。在阿里巴巴,有些人工资很高但没有股权,有些人工资比较低但股权很大,因为是公司看好他接下来的五年。

除了完善的激励机制,阿里巴巴还对员工进行价值观的考核。

原阿里总裁关明生曾经说过,“价值观对我们至关重要,它管辖我们的行为,是我们的DNA。价值观不是一个主观的道德观念,价值观是游戏规则,没有对错,是必须遵循的游戏规则。价值规则是我们的凝聚力。总之,价值观对我们来讲是生死攸关的,是我们生存的基础,我们会为之付出一切。”

阿里巴巴的价值观有六个关键字:客户第一、团队协作、拥抱变化、诚信、激情、敬业。被称为阿里巴巴的“六脉神剑”。

价值观管辖行为,支持一个企业的使命、目标、行为。阿里巴巴的绩效考核50%考业绩,50%考价值观。如果两个员工一样的业绩,但是其中的一个价值观考核不及格,那他是不会受到重用的。

 

今日头条

今日头条在短短的几年里一鸣惊人,并且大有可能跻身互联网第一梯队。

今日头条非常重视如何选人、用人、留人,公司认为要“和优秀的人做有挑战的事”。有挑战的事其实就是复杂度不断增加的,需要和优秀的人一起做。

通常而言,大公司的员工往往就会成为行业竞争对手觊觎的目标。那么,怎样防止员工被挖走?人才制度应该如何设置才能吸引优秀人才加入并保证留存率?

张一鸣认为,人才机制主要包括三个要点。第一是回报,包含短期回报长期回报;第二是成长,他在这个公司能得到成长;第三,他在这个公司精神生活很愉快,他干起事来觉得有趣。

除此之外,核心还是有效的激励策略。第一点,就是要提供最好的ROI(指投资回报率)。

很多公司把人才当成耗损的成本。尤其是比较节约的CEO会想,我花很少的成本找到了这个人,挺好的。但是优秀的人才有更好的回报,核心关键不是看成本,是看回报和产出。

所以,公司的核心就是要通过构建好的配置,配置好的生产要素,让公司有最高的ROI,并且给每个人提供好的ROI,所以公司的核心竞争是ROI的水平而不是成本水平。

只要ROI好,薪酬越多,说明回报越好,这跟投资一样。今日头条的HR部门至少每年要对市场薪酬做一次定位,保持市场薪酬在业内领先。当然如果人力成本很高,反过来要求公司必须能把这些人配置好,发挥好,但这正是一种进取的姿态。

二是回报要保持足够高的天花板,任何时候都能吸引创造超级价值的顶级人才加入奋斗。

今日头条成长起来后,在招人时经常遇到一个问题,常有候选人说,今日头条已经发展得比较久了,最好的加入时机错过了。

这是一个很严重的问题。人才是公司最核心的竞争力,如果大一点的公司,好的人才都不加入而去选择创业公司,那后续的竞争力就有限了。

一般早期公司都使用期权制度,给工程师很高比例的期权,但是到了后期肯定给不出那么高的相对比例,因为人多了。如何解决这个问题呢?

张一鸣认为,期权不是最关键,期权无非是有可能获得超额的回报,有可能财务自由。所以核心其实是有没有提供超额回报,有没有让他有机会上一个台阶的回报。

因此,今日头条重点把激励放到提高年终奖的比例上,公司一直在内部强调,希望非常突出的人能够有机会拿到100个月的年终奖。

这样要让员工知道,任何时候加入今日头条,回报都能非常非常高的,并且平台资源非常好,这要比去创业公司有竞争力。

前置的股票期权核心奖励的不是员工的业务能力,核心是奖励他们的投资能力。一个人的回报基本上取决于他在什么时候加入什么公司,要现金多还是要股票多。

可能业务非常好的人,他可能经济条件不够好,加入的时候要求多现金,后来即便他业务干得非常好,回报也会少很多。

在有条件的情况下,更希望把更多的激励放到事后,放到年终,把更多的激励换成与个人贡献相关而不是与投资眼光相关。

互联网创业时代,越来越多的公司是人力驱动型,员工才是公司的核心竞争力。因此,企业要在激烈的市场竞争中立于不败之地,如何用好人才、留住人才至关重要。

Why Mental Health at Workplace Matters?

Don’t you feel sometimes all you want to do is just to  take some time off and focus on yourself both physically and mentally  instead of just work and work and more work?

Stress is a common mental health issue.

If you do, it is a sign that you are suffering from mental health depression at work!

 

Mental health is one of the last remaining taboos in the workplace.  Yet according to World Health Organization one in every six workers experience depression, anxiety or stress at workplace and this is a significant portion of the workforce. It also appears as if attitudes towards mental health in the workplace remain in the dark ages where 56% of employers say they wouldn’t hire someone with depression. Globally, more than 300 million people suffer from depression, the leading cause of disability, with many of these people also suffering from symptoms of anxiety. A recent WHO-led study estimates that depression and anxiety disorders cost the global economy US$ 1 trillion each year in lost productivity. Unemployment is a well-recognized risk factor for mental health problems, while returning to, or getting work is protective. A negative working environment may lead to physical and mental health problems, harmful use of substances or alcohol, absenteeism and lost productivity. Workplaces that promote mental health and support people with mental disorders are more likely to reduce absenteeism, increase productivity and benefit from associated economic gains.

 

What are the work related risk factors for health?

There are many risk factors involved for mental health that may be present in your working space that even you may not be aware of. .Most of these risks are interrelated which are mostly interactions between for example type of work, the organizational and managerial environment, the skills and competencies of employees, and the support available for employees to carry out their work.

Risks to mental health include:

  • inadequate health and safety policies
  • poor communication and management practices
  • limited participation in decision-making or low control over one’s area of work
  • low levels of support for employees;
  • inflexible working hour
  • unclear tasks or organizational objectives

Risks may also be related to job content, such as unsuitable tasks for the person’s competencies or a high and unrelenting workload. Some jobs may carry a higher personal risk than others. For example, first responders and humanitarian workers, which can have an impact on mental health and be a cause of symptoms of mental disorders, or lead to harmful use of alcohol or psychoactive drugs. Risk may be increased in situations where there is a lack of team cohesion or social support.

Bullying and psychological harassment at workplace also known as “mobbing” are reported as the most common cause of work-related stress by workers and present risks to the health of workers. They are associated with both psychological and physical problems. These health consequences can cost the employers big time  in terms of reducing productivity and increasing staff turnover. They can also have a negative impact on family and social interactions and personally too.

 

How to overcome Mental Issues at Work?

Work together to overcome mental issue at work

1)Creating a healthy workplace

A healthy workplace can be described as one where workers and managers actively contribute to the working environment by promoting and protecting the health, safety and well-being of all employees. A healthy workplace should firstly, protect mental health by reducing work–related risk factors and also promote mental health by developing the positive aspects of work and the strengths of employees and lastly address mental health problems regardless of cause.

2)Supporting people with mental disorders at work

Organizations have a responsibility to support individuals with mental disorders in either continuing or returning to work. Research shows that unemployment, particularly long-term unemployment, can have a detrimental impact on mental health. Many of the initiatives outlined above may help individuals with mental disorders. In particular, flexible hours, job-redesign, addressing negative workplace dynamics, and supportive and confidential communication with management can help people with mental disorders continue to or return to work. Access to evidence-based treatments has been shown to be beneficial for depression and other mental disorders. Because of the stigma associated with mental disorders, employers need to ensure that individuals feel supported and able to ask for support in continuing with or returning to work and are provided with the necessary resources to do their job.

3)Know Your Rights

The Malaysian Employment Act 1955, states that your employer has to work with you to try to overcome health problems. And don’t forget that it’s in your boss’s own interests to accommodate you. Anxiety and depression, the most common mental health issues, have been estimated to cause a fifth of the days lost to sickness in Britain.

It can be hard talking about such an emotional and personal subject at work, but focusing on practicalities and logistics can take the charge out of it. Try to suggest some concrete things that might help you cope. For example, switching to flexible or part-time hours for a while might give you some much-needed space to breathe. Would the option to work from home some days take the pressure off? Coming into the conversation prepared with potential solutions could make the conversation seem less daunting.If you’re nervous about talking to your manager, or if things don’t go well when you do, it’s worth having a chat to your organisation’s HR or occupational health department – but your line manager should be your first port of call.

 

Here are some guidelines your company can take to create a healthy workplace:

  • Creating awareness of the workplace environment and how it can be adapted to promote better mental health for different employees.
  • Learning from the motivations of organizational leaders and employees who have taken action. 

  • Not reinventing wheels by being aware of what other companies who have taken action have done.

  • Understanding the opportunities and needs of individual employees, in helping to develop better policies for workplace mental health. 

  • Awareness of sources of support and where people can find help.
  • Informing staff that support is available
  • Involving employees in decision-making,
  • conveying a feeling of control and participation
  • organizational practices that support a healthy work-life balance
  • Creating programmes for career development of employees
  • Recognizing and rewarding the contribution of employees.

 

In conclusion, mental health matter because it will only make sense as a  perfect business sense for organizations to create a work culture that supports employees with good mental health. If your employees aren’t feeling well mentally, then they will not feel engaged or committed at work. The more we talk about mental health, the more stigmas get broken down, so don’t suffer in silence. Work’s important, but it’s not as important as your health and quality of life.

5 Unique Personality Traits to be a Great Leader

According to Forbes, nearly one-third of employees don’t trust their management. In addition to this, employers now have to cater to the needs of the millennial generation. On average, after graduating from college, a millennial will change jobs four times before they are 32. Most of them also don’t feel empowered on their current jobs. Main reason to this is because the leader are not able to foster a sense of trust and loyalty in their employees. But, what is great leadership? In business context, great leadership is the ability that to make concrete decisions and inspire others to perform at their most productive and effective leadership.Also, the ability to set and achieve challenging business goals, take decisive actions when faced with challenging business scenarios, outperform the company’s competition, take calculated risks and continue moving forward even in light of failure. Again, what does it take to be a great leader?

Here’s a list of few quality that most inspiring leaders have in common. Which is also what you need to improve and inspire!

Barrack Obama- Charismatic Leader

 

1)Charisma

  • Infectious energy with a passionate drive towards the goal
  • Highly effective at kick-starting their team into action and solution problems
  • Example: Barrack Obama

“We did not come to fear the future. We came here to shape it.” Obama

 

Adolf Hitler- The Commanding Leader

2)Commanding

  • Forceful personalities that are unapologetic in reaching their goals
  • Not over powering just very determined in achieving target
  • Demands strict and discipline
  • Example: Adolf Hitler

“Strength lies not in defense but in attack” Hitler

 

Mahathir Mohammed- The Democratic Leader

3) Democractic

  • Makes everyone in the team feel valuable
  • Acknowledge each individual inputs
  • Creates a dedicated workforce by giving them ownership of the company’s business goals
  • Example: Dr. Mahathir Mohammed

“No one should have extra influence on an organisation. We should always regard ourselves as equals in the organisation, and we should be concerned about each other’s problems.” Mahathir

 

4)Humility

  • Down to Earth and humble to all
  • Lead by example thus showing people if you can do it, so can they!
  • Don’t allow anyone in the team to fall prey to bad moral values and teachings
  • Example: Mohandas Gandhi

” One must be as humble as a dust before knowing the truth” Gandhi

 

5) Courage

  • Boldness is blessed as a virtue
  • Be fearless and lead others to go outside of the box and take risk
  • Have confidence and communicate your idea to the whole team
  • Example: Nelson Mandela

” Courage is not lost of fear.It is inspiring others to move beyond” Nelson Mandela

 

【小米上市】雷军的新“中国式合伙”解读!

2010年1月中旬,小米科技正式成立前夕,雷军在北京海淀区政协会议间隙面试了一个叫孙鹏的年轻人。一个月后,孙鹏从微软离职加盟了这家后来被命名为小米的公司。孙鹏与刘新宇、李伟星等9人一起,成为当时除了雷军、林斌、阿黎和KK四名联合创始人之外的最早员工。2010年4月6日,在海淀区银谷大厦807室,这13个人一起喝了碗小米粥,就开干了。MIUI早期的工程开发就主要由他们完成。今天,这9个人还依然活跃在小米的各个重要岗位上,2018年7月9日小米上市后,粗略估算,每人身价过亿。

创业8年,从小米加步枪到465亿美元市值,是什么成就了小米现象级的商业成就?有人归功于小米的创新商业模式,有人归功于“参与感”的市场运营模式,有人归功于极致单品战略。都对。但追根溯源,“事”在“人”为。小米“现象级”的商业成就,不仅让我们看到了独角兽企业的巨大商业价值和市场潜力,更让我们看到了代表新“中国式合伙”的小米在聚合人才方、资本方与资源方,合心合力打群架打胜仗的能力方面的绝对优势。新“中国式合伙”,代表一种新的组织生产关系。

本文从“合伙人制度”的角度解读小米,以帮助更多创业者了解合伙,在创业的道路上少走弯路。

旧“中国式合伙人”

对于创业者来说,合伙创业是最常见的创业方式。但中国人的合伙难,却也是全球公认的管理难题。

中国企业最常见的聚散模式——公司创办之初,合伙者们以感情和义气去处理相互关系,制度和股权或者没有确定,或者有而模糊。企业做大后,制度变得重要,利益开始惹眼,于是”排座次、分金银、论荣辱”,企业不是剑拔弩张内耗不止,便是梁山英雄流云四散。

“哥们式合伙,仇人式散伙”,旧“中国式合伙”总归逃不过这样的命运。

1. 哥们式合伙

在大量的旧“中国式合伙”中:在合伙组织层面,朋友关系与股东关系一锅乱炖。

很多合伙团队都是“三老”合伙创业(老同学、老同事或老同乡),这种有感性信任基础的合伙一方面有利于早期合伙关系的建立,但也给理性合伙规则的建立留下了一堆变数。

新东方股权改制也曾引发合伙危机,俞敏洪发现“在友情为基础的结构里,你不能下命令、不能指挥,只能通过友情来权衡利益和权力”。

在合伙理念层面,“谈利益伤感情”。 

中国是个人情社会,早期股份也通常不太值钱,很多合伙团队早期回避谈论利益,或靠口头承诺简单粗暴分配利益。

在合伙规则层面,回避规则或无规则。

因此,在合伙规则方面,旧“中国式合伙”要么没有规则,要么按照工商局“钦定”的模板简单处理,导致合伙人之间既没有规范的进入机制,也没有退出机制、调整机制与控制机制。

 

2. 仇人式散伙

没有规则的哥们式合伙的结果,就是仇人式散伙。

温和些的,古有宋太祖在打下江山后,将一起浴血奋战的将军们“杯酒释兵权”,但多置良田美宅,还算安享晚年。激烈些的,汉高祖刘邦在打下江山后,对作为左膀右臂共同打江山的大将军韩信等创业元老先是剥夺权利,后卸磨杀驴。

温和些的,今有西少爷合伙人股权战争对付公堂。激烈些的,真功夫合伙人股权战争,创始人潘宇海把合伙人蔡达标送进了监狱。

哥们式合伙,仇人式散伙,合伙无规则无信用,核心圈层的股东神仙们打架,团队很难合心合力,组织命运要么昙花一现,要么生死飘摇。

 

小米的合伙制创新

小米的合伙制创新,是基于新商业文明规则,从而回归企业本质的变革与创新。通过对企业的战略,组织与人的关系进行系统的变革与创新,通过优化组织内部环境,真正能凝聚一批有追求、有意愿、有能力的人抱团打天下,让员工变成“合伙人股东”,把小米的事业变成大家共同的事业。

根据小米“合伙”的成功经验,我们可以将合伙制的创新,即新“中国式合伙”的主要特点归纳为以下五点:

1. 老大有胸怀

雷军到底持有小米多少股份?小米向港交所提交的招股书之前,这一直是坊间讨论的热点。

早间,有过很多的媒体解读与猜测,甚至有“砖家”根据中国工商档案提出,即便在小米完成F轮融资估值高达450亿美元后,雷军还持有公司将近80%股份,并据此预测雷军是中国未来首富。这也符合很多人对雷军持有股份的预期。

但实际情况是,小米是离岸VIE架构,小米真实的股权结构体现在离岸开曼公司,并不体现在国内工商登记层面,雷军一开始只持有公司39.6%股份,加上后来用真金白银投资购买的股票与上市前股权激励增发的股票,雷军在上市前持有公司约31%股份(不考虑股权激励稀释)。 

股权是公司配置核心能力与核心资源的重要工具。如媒体解读,如果雷军个人一开始就持有公司80%股份,这会透支股权资源并影响优秀人才的进入。“人意识到自己的渺小,行为才开始伟大”。雷军一开始只拿39.6%股份,这给未来优秀人才进入预留了大量空间与余地。 

 

2. 团队有参与感

雷军认为,“创业的过程就是拿百分之百的梦想去跟资金分享、跟最优秀的工程师分享、跟最好的市场分享、跟最好的资源分享。创业就是拼图,是分享百分之百梦想的过程”。

创业合伙人股东:“真正”的合伙 

a. 创始合伙人是“老二+老三”,不是“小二+小三”。

徐小平老师曾提出,如果在一个公司里,老大拿着90%的股份,剩下三四个人,每个人拿一两个点,这家公司基本做不大。因为这时候那三四个人的心态不是老二、老三,而只是“小二”、“小三”。

小米有“土鳖+海龟”混搭的8人合伙人团队,除雷军之外其他合伙人最开始总共持有小米45.4%股权。其中,林斌是小米现任总裁,持有25.4 %股份。黎万强是雷军前同事,持有小米7%股份。合伙人最低也拿了6%股份。这是保证小米合伙人团队保持长期稳定的基础。

b. 合伙人的AB身份。

小米创业合伙人都有AB身份,即“创业者+投资人”。一方面,他们以创业者的身份获得了初始普通股。另一方面,在公司后续融资时,他们按照投资方相同的估值,购买小米优先股。

雷军当时对合伙人林斌说,如果你真正热爱一件事并且真正想清楚以后,投资什么都不如投资你自己。林斌一开始有犹豫,但最后还是在微软与谷歌干了15年获得的股票都卖了,换成了小米的股票。大家都在用真金白银参与到小米事业中,与小米共荣共损。

这就是创业投名状。这次,也许会成为他们一辈子最成功的一次投资。

事业合伙人股东:参与感

事情不是做得越多越好,重要事情做对一件就好。

小米的高管与员工,有的通过股权投资获得公司股票,有的通过股权激励获得公司股票。

股权投资。小米早期有个从微软过来的工程师,对雷军说“我在微软干了6年,攒了五六十万,买不起房子,也不想买车,炒股票嫌麻烦。我天天在小米干,我对小米有信心,我能不能投资小米呀”。

对于拿员工的钱,雷军一开始有些顾虑。一方面,雷军不缺这些钱,拿了大家钱相当于给自己找了一堆老板,有心理压力。但另一方面,员工的钱虽不多,但大家诚意很大,都看好小米。

雷军被大家诚意感动,决定给早期员工都开放投资机会。一共有75名早期员工投资了小米,其中女员工小管不惜把父母给的嫁妆钱换成了小米股票。这些员工给小米投资了1400多万,于是,雷军给自己找来了75个“老板”。至此,小米成了大家共同的事业。

不出意外,这75个早期员工,在小米上市后将会实现财务自由。

股权激励。小米一开始就预留了15%员工激励股权池,后来由于公司业务与人员快速扩张又加大了期权池。对于后期加入的员工,公司会给到员工三个不同选择:

第一,正常市场行情的现金工资;

第二,2/3的工资,然后拿一部分股票;

第三,1/3的工资,然后拿更多的股票。 

结果,有10%的人选择了第一和第三种工资形式,有80%的人选择了第二种。 这种组合选择方式,一是理解每个员工对公司不确定未来看好或不看好,也理解每个人养房养车养娃面临的不同生活成本与生活压力,二是给到员工自愿选择权,不强制配股;三是愿赌服输,赚了皆大欢喜,赔了无怨无悔。每个人都为自己的自愿选择负责。

股权变现。之前,小米每次融资完成后,雷军都会宣布,公司5年之内没有上市计划。

但是,小米员工的现金收入不高,都希望公司早些上市。为了解决这种长期利益与短期利益冲突,小米中间实行过几次员工激励股权回购变现。即在一定限额范围之内,每个人自愿选择是否变现。这样既缓解了员工短期的生活压力,又可以激发团队继续长期奋斗。 

通过这种方式,一方面减少公司平时的资金压力,另一方面也让选择股票的员工获得了高额收益回报。

 

3. 进入有规则

小米联合创始人黎万强提到,“我看了很多公司,他只跟你说有期权,都是到了临近上市的时候,才跟你说你的期权是多少。但雷总给我们合伙人、核心员工一进来就讲明白,把很多事情都摆到台面上。” 

小米股权发放都有完整专业方案,这样任何股东进入时,股权发放都有方向、有节奏与有套路。股东一开始进入就有清晰明确的规则,包括限制性股权/期权如何成熟,退出如何处理,并通过法律文件落地到位,而不是空头承诺。“有恒产才有恒心”。这样可以解除团队后顾之忧,全力以赴投入创业。

 

4.退出有信用

合伙人有进有出也是创业中正常的一部分。如何处理退出合伙人的权益?实践中有不同做法,有的约定回购,有的约定附条件保留,有的约定综合考虑离职原因与历史贡献公司保留回购主动权。

在小米上市前不久,雷军宣布两个联合创始人周光平与黄江吉从公司退出。对于曾经并肩奋斗过的退出合伙人,小米完全遵守契约规则,保留了两位联合创始人的股份。

在欢送大会后,退出合伙人黄江吉感动微博留言,“感谢我最有情有义的老大雷军,感谢各位小米的战友兄弟们,感谢你们这一班神一样的队友,让我这个幸运的猪能够和你们一起愉快的飞起来。我永远都是小米人!未来,大家只要有任何需要KK能够帮上忙做的事情,只管吩咐。有缘分和大家一起创办小米,永远是我人生最最自豪的事情!无言感激!”退出合伙人周光平与其他合伙人也是好聚好散。

事先互相认可并达成共识的一纸协议,胜过事后的一箩筐道理,好聚好散。 

 

5. 控制有共识

上市后,小米将成为香港主板推行“同股不同权”AB股计划第一单。小米创始人雷军与林斌持有的每股B类普通股都对应10个投票权,雷军与林斌将总共拥有小米超过80%投票权。

其实,在上市之前,小米早已经实行AB股计划。基于对小米业绩与雷军管理能力的信任,所有股东达成共识,小米创始人雷军在上市前持有的B类普通股对应10个投票权。另外,一向“钱多人傻”、一向以全力支持CEO著称的投资人DST还主动把其股票投票权委托给了雷军行使,并自愿提出按照雷军的提议提名公司董事会成员。

 

小米的新起点

7月9日,小米将正式在港交所挂牌上市。这家来自中国的科技独角兽,作为香港资本市场第一家“同股不同权”的上市企业,最终以465亿美元的市值开启资本化的新篇章。是的,在遭遇CDR紧急刹车、资本市场对于小米究竟是不是一家互联网公司的拷问后,小米IPO发行价最终趋于保守,低于此前券商们的预估。

虽然低于预期,但也是属于所有小米人的巨大成功。况且小米未来还具有无限的可能性。雷军说小米是“新物种”,新事物往往伴随争议,但也贵在“新”字。

这个“新”,一方面体现在小米的诞生壮大,为中国移动互联网的普及,乃至小米做“感动人心、价格厚道”新国货给整个中国制造业带来重要的贡献,这是不可否认的。

另一方面,小米的新“中国式合伙”,也是小米的一个实验尝试,也并不完美,但希望可以给创业者一个好的创业范本。合伙创业就像唐僧师徒西天取经,九九八十一难。一难不通关,很可能就是死亡。全部通关,才能取到真经,修成正果。

有人说,小米发展是火箭速度。其实,算上此前在金山摸爬滚打16年、做天使投资人在移动互联网领域播种实验3年与小米艰苦创业8年,因“风口理论”被媒体认为的“机会主义者”的雷军已经为现在的小米足足准备了27年。小米走到现在,已经在路上也取得了阶段性成果,但前面的路还很长。

有人说,雷军是个野心家。如果说雷军把关于软件的光荣留在了金山,那么关于未来的野心则寄托給了小米。

让我们拭目以待。