We all wish to improve our skills.
There are three crucial stages in this
process.
What makes an excellent employee?
What does it take to be a good manager?
What makes a good boss?
How to be an excellent employee
There are over 101 ways to assess an
employee's performance. The most important thing to look at is how much
responsibility he accepts and how much commission he provides.
"I'll do as much as you give me,"
is a famous saying. Don't say that about the employees. "I can get as much
money as I want," they would declare.
Why? This is due to two fundamental
business logic.
First and foremost, pay is the cost of
employment.
You may believe that your pay is a price
tag, a measure of your worth, and this way of thinking is both typical and
incorrect.
Salary is a price for a job that is defined
by its importance.
The vice president of sales is almost
probably paid more than the front desk. It makes no difference if you graduated
from World Top Universities or have read 500 books.
The position determines the salary, and the
work defines the responsibility. The rationale behind wages is that the greater
the commitment, the greater the value delivered, and the higher the posted
price.
As a result, good employees will seek
opportunities to take on more responsibilities. To earn more money, focus on
more vital tasks.
Second, the position's price is decided by
the least expensive option.
Behind the position are not just internal
company duties but also external competitors.
In China, hiring a part-time auntie is relatively
inexpensive due to a plentiful supply; in the United States, moms must care for
their children while housekeeping and fathers must mow the roof and cut the
lawn. Because babysitters are scarce, hiring aunts is too expensive.
The higher the price, the more limited the
supply. This is a straightforward economic principle.
This remark may seem poignant, but the
truth is that the least expensive option chooses your compensation.
Those staring at you might be better than
you, asking for less and ready to step in at any moment, allowing the boss to
replace you without hesitation.
As a result, good employees will seek
opportunities to acquire rare and irreplaceable skills.
We can only gain a more prominent place in
the future by building skills, assuming responsibility, and achieving results.
People frequently ask me how I can go
further. Do you approach your supervisor and ask him directly?
You've now put your manager in a difficult
position: what if you don't perform well?
A prudent boss would never take such a
risk.
As a result, from the boss's perspective,
the employee must take the initiative to demonstrate his skills so that he is
not concerned.
When you're level 5, complete some level 6
stuff ahead of time to show the boss that you're not in danger of being
promoted.
As a result, if a level 6 position becomes
available, you will be the first to apply.
This ascending trajectory is known as
"post-recognition." Furthermore, the majority of promotions are
"post-recognized."
However, ratification presumes that you
have the bravery to accept responsibility and the strength to deliver results.
So, what does it take to be a good
employee?
This transitional stage is about continually improving one's abilities. Everyone is a golden goose capable of laying golden eggs, and the so-called growing is the process of raising this goose to become fat.
"When a monk strikes the bell for a day," says an old Chinese proverb.
However, this sentence is not appropriate. This is a negative statement.
Be a diligent sweeper, not a monk who rings a bell.
Develop like a sponge and train like a fighter. You can be obscure at first, but you'll be a blockbuster once someone notices you.
What does it take to be a good manager?
A manager's quality could be measured from 84,000 different perspectives. However, the amount of governance is a critical consideration.
Why?
Because executives must deal with increasingly complex human hearts, the game of hearts between people's hearts may consume each other, reducing the overall efficiency of the business.
The ability to create a reasonable and self-operating system is a significant indicator of a manager's skill.
I frequently use the example of monks
dividing oatmeal.
How do you split a bucket of oatmeal between seven monks?
Does a lottery select the porridge division? As a result, I can only eat enough oatmeal that day if I divide it.
Do you think it's suitable for monks with high morals to split porridge? As a result, everyone goes to great lengths to satisfy bribes.
Make a three-person porridge committee and
a four-person selection committee. As a result, everyone got into fights,
wrecked each other's platforms, and couldn't eat fast enough.
Finally, take turns dividing the porridge; the person dividing the porridge must wait for the others to pick before taking the last bowl. As a result, it's reasonable.
System design is a significant issue that managers must deal with.
Because a sound system can turn bad people into good people, and a flawed system can turn good people into awful people.
Managers must learn to do
"management" with "governance."
I regularly tell my coworkers that we must rely on rules, logic, and procedures to operate on our own. This prevents the workplace from becoming cluttered while I'm away on business half of the time.
The term "governance" refers to the link between responsibility and right. Determine axioms, infer theorems, optimize continually, and implement them with zeal.
As I previously stated, there is just one
hypothesis in the law of responsibility and rights: those who create the most
significant value profit the most.
With my little experience and IQ, I deduced all institutional systems based on this assumption.
Any institutional arrangement (theorem) that contradicts the only axiom must be due to my lack of experience and IQ.
I'll apologize for my error and then thoroughly revise the best institutional setup (theorem).
You can quit me resolutely if I refuse to correct myself.
As a result, a good manager may
"govern" and "manage" employees by utilizing responsibility
and rights.
What makes a good boss?
A boss's quality could be measured in 101
ways. The values, though, are possibly the most significant aspect.
Values are a type of dividend that only a
few corporations can receive. This influences the company's direction and
whether the leader is worth following.
Ali's salespeople were once undergoing
training. By the way, Jack Ma took a look.
He discovered that the training instructor
was instructing him on how to sell combs to monks using various methods.
After listening to it for 5 minutes, Jack
Ma became enraged and fired the training teacher.
Selling a product to clients who don't need
it, according to Jack Ma, is a trick, not a sales trick.
Similarly, during a Xiaomi internal
meeting, Lei Jun mentioned that he had interviewed a guy who was excellent and
had a near-perfect resume. When I worked for a major supplier, I took over for
$9 million a year and then grew the firm to $200 million in four years.
I can turn straw into gold bars, claimed
the man. This is my strength.
You do not share our values, Lei Jun
stated. People that deceive users are not needed.
Lei Jun addressed everyone at an internal
meeting, "We work like farmers every day, and we reap what we sow."
We don't do naughty stuff. Even if that person is well-known in the
marketplace, this is not our way of thinking.
What exactly is genuine material? What does
it mean to have users as friends? Is your friend still your friend if he sold
you a straw for gold one day?
Are we accustomed to a life of mystery? Is
there a corporation that is truly deserving of your trust?
This is its worth.
And this kind of value, when applied to
specific business activity, means providing genuinely excellent products and
services and being genuinely user-centric.
On the internet, there's a joke going
around. Let's have a good chat, said the butcher to the pig. I'd like to hear
your honest opinions.
Tonight, do you want to be cooked, steamed,
or stuffed into sausages? I am your servant.
Master, I don't want to be eaten, said the
pig. Off-topic, off-topic, muttered the butcher. I'm curious as to how you'll
be consumed. I serve you, and I pay attention to you.
We used to tell users that I am very
attentive, that I am good for you, that I will give my heart and lungs to you,
and that I will focus on you, but now we want to say, "I want to eat
you," "I want to make money."
We may have overlooked that monks do not
require combs and that straw should not be sold as gold bars.
In business, this kind of value can be
summed up in a single sentence:
Consumer benefit is the beginning point for
every firm.
This is the kind of devotion and faith that
a good manager should have.
Final words
As a result, to improve, we should go
through three transitions.
What does it take to be a good employee?
Accept accountability and produce outcomes.
What does it take to be a good manager?
Governance is used to manage the situation.
What makes a good boss? Take advantage of
the dividend with solid values and establish yourself as someone worth
following.
Each step represents a significant
advancement.
Our primary service is to help people grow.
Success, money, and failure are all by-products.
If you are dissatisfied with your progress
and wish to accelerate it, you may be close to taking the next step.
