1. The barrel rule
Focus on the weak links in your team
The amount of water in a barrel that has an uneven rim does not depend on the longest plank, but on the shortest. In order to fill the bucket with more water (to increase the overall effect of the bucket), it is necessary not to increase the length of the longest board, but to fill the shortest one in turn, which is known as the “bucket” rule of management. Enterprise management is the same, to improve the efficiency of enterprises, we must pay close attention to the weak links, otherwise the overall work of the unit will be affected. People often say that “learn from each other”, that is, the purpose of taking long is to make up for the short, only take long without making up for the short, it is difficult to improve the overall effect of the work. Project Management Alliance
2. Herd behavior
Improve your judgment and don’t blindly follow suit
Herding refers to the idea that people are often influenced by the majority and follow the thoughts or behaviors of the majority, also known as “herd effect”. Sheep are a very disorganized organization, and usually rush blindly around together. Once one sheep moves, the other sheep will rush on without thinking, regardless of the Wolf ahead or the better grass not far away. Therefore, it is a metaphor that people have a herd mentality, which is easy to lead to blind obedience, and blind obedience often makes people fall into deception or failure.
3, “hot stove” rule:
Everyone is equal before rules and regulations
The law of “hot stove” not only vividly expounds the authority of rules and regulations, but also vividly describes the principles to be mastered in punishment :(1) the hot stove is red, and you don’t need to touch it to know that the stove is hot and will burn people, which is the warning principle of punishment. Leaders should often educate their subordinates about rules and regulations, and warn or admonish them not to violate rules and regulations, otherwise they will be punished. (2) Every time you touch a hot stove, you will definitely be burned by the fire, which is the authority of the rules and regulations. That is to say, as long as you violate the rules and regulations of your organization, you will be punished. (3) When you touch a hot stove, you are immediately burned; this is the principle of immediacy of punishment. Punishment must be carried out immediately after the wrongful act, without delay or delay, so as to correct the wrongful act in time. (4) No matter who touches the hot stove, he will be burned. This is the fairness principle of rules and regulations.
The Goldfish bowl rule:
Increase the transparency of management
The goldfish bowl is glass, transparency is very high, no matter from which Angle observation, the situation inside is crystal clear, this is the management of the “goldfish bowl” law. When applied to management, the goldfish bowl rules require leaders to be more transparent about rules and practices. With the transparency of various rules, regulations and work, the behaviors of leaders will be under the supervision of employees, which will effectively prevent the abuse of power by leaders, so as to strengthen the self-restraint mechanism of leaders. At the same time, the staff in the performance of supervision obligations at the same time, their sense of ownership and responsibility has been greatly improved, and dedication, love and innovation spirit will also be sublimated.
5. South Wind
Sincere and warm staff
Also known as the law of warmth, it comes from a fable by The French writer La Fontaine about the strength of the north wind and the strength of the south wind in a contest to see who can pull the coat off a passer-by. The traveler wrapped his coat tightly to protect himself from the bitter cold which first blew from the north wind. The south wind blew slowly, and suddenly the wind was bright and sunny, and pedestrians felt warm as spring. They began to unbutton their buttons, then took off their coats, and finally the south wind won. This fable vividly illustrates a truth: warmth is better than cold, flexibility is better than rigidity. Leaders should respect and care for employees when applying the “South Wind” principle in management, and take employees as the center. They should be more “human” and less official AIRS, and try their best to solve the actual difficulties in daily life of employees, so that employees can truly feel the warmth given by leaders, so as to stimulate their enthusiasm for work.
6. The Hedgehog Rule:
Keeping a proper distance is more manageable
The “hedgehog” principle states that two sleepy hedgehogs embrace each other because of the cold. But because each body is long thorn, thorn how also sleep uncomfortable. So they went some distance, but too cold to bear, and came together. After several twists and turns, the two hedgehogs finally found a suitable distance, where they could get each other’s warmth without being pricked. The Hedgehog principle is the psychological distance effect in management and interpersonal communication. Psychological research suggests that to do a good job, a leader should keep a close relationship with his employees and gain their respect by doing so. Maintain a certain psychological distance with employees, not only can avoid jealousy and tension between employees, but also can reduce their flattery, flattery, bribery and other behaviors, prevent employees from fraternizing, eating and drinking, and lose principle in the work. As a matter of fact, seeing flowers in the fog and seeing the moon in the water gives people the feeling of “beauty of distance”, so does management. A leader who was originally admired by his employees will often reveal his shortcomings due to his “intimate relationship” with his employees. As a result, he will unconsciously lose his seriousness, which is not conducive to his further management. In addition, the “hedgehog” law, also enlightens us close collaboration between each other is necessary, between employees, between managers and employees, managers, although everyone has its own characteristics and individual character, in their own way but in the work is not desirable, “makes difficult to garland, the paddle ship” is this truth. The work of the line affairs Bureau is a thousand and one, bureau leaders, middle-level cadres, managers, regional bureaus, departments and offices should perform their respective duties and responsibilities, based on their own posts, and play their roles. At the same time, we should pay attention to the division of labor, do not separate, do not take charge of everything, in place and not offside, and effectively form a joint force and play the role of a team.
7. The Frog Principle
Always be aware of a crisis
There is a famous “frog principle” about problem management, which states that if you drop a frog into boiling water, it will jump out immediately. But if a frog is placed in cold water and gradually heated, the frog will unconsciously lose the ability to jump out, until it is scalded to death. This principle is used to describe the existence of two kinds of nature of the problem in the enterprise, namely the explicit problem and the implicit problem. People react to overt problems as frogs react to boiling water, taking immediate action to nip them in the bud; However, the hidden problems are not easy to be discovered because of their concealment. When they are discovered, they have caused serious losses to enterprises. This reveals us that many line obstacles are the cumulative results of some insignificant small problems, some objective, but also subjective, related to the carelessness of some of our linesmen in the tour or with the work, allowing some small problems to develop freely for a long time, eventually resulting in a disaster affecting the smooth line. “Rome wasn’t built in a day,” so it’s important to keep an eye on potential problems, rather than waiting for minor problems to get bigger and crises to strike.
Catfish effect
Competition is the magic weapon of efficiency
The catfish effect comes from an old story about fishermen in a small fishing village who make a living by going deep into the ocean to catch sardines, a lazy fish. But because the fishing site is far from land, most of the fish caught by fishermen are often dead when they return to the village, making it difficult to fetch a good price. There was only a fisherman who brought his fish to land alive and always fetched a good price, but he never let anyone see his fish hold. It was only after his death that curious villagers discovered that he always kept a catfish in his fish tank. Because catfish is to catch sardines for a living, so catfish will keep chasing sardines in the fish hatch, and some of the old and weak sardines are eaten, but other sardines are always swimming, so they are alive to the shore. Most of the sardines caught by other fishing boats are still and die. This legend tells us a simple truth: “born in hardship, die in peace and happiness”, if an enterprise lacks vitality and competition consciousness, there is no pressure of survival, just like “sardines”, in the “fish cabin” to eat and drink, will be eliminated by the increasingly cruel market competition. The same is true for an employee, who is content with the status quo for a long time and does not want to make progress, is bound to become an outcast of The Times.
Political leaders should become “catfish”, as the saying goes, “soldiers bear a bear, a bear nest”. If the leader of a company or department is not passionate, it is a pipe dream to expect the people under him to be passionate. The most common situation is that the leadership is not in the state of work, the staff must be up and down, overstaffed, lack of innovation and initiative, day after day, year after year, is bound to become a pool of backwater. On the contrary, there are no weak soldiers under a strong general. If the leadership itself is a dynamic, “catfish”, then, through reorganization discipline, standard system, the transformation process, the rational allocation of jobs and people, goods, and to those incompetent “sardines eat,” away, make the capable of “sardines” get positive incentives, so that the whole organization presents a thriving scene. So, as a leader, if your company doesn’t have passion, first of all, don’t blame your employees, but reflect on whether you have passion. Only by becoming “catfish”, can employees be affected and the vitality of the entire organization be mobilized, so as to make the collective power more powerful and overcome the enemy.
9. “walking” management
This management mode belongs to the most typical flexible management, the purpose is very clear, is to require the enterprise’s management to often go deep into the grass-roots and employees to understand the public opinion, know the truth, and become one with the employees, so as to enhance the affinity of the leadership and the cohesion of the enterprise, stimulate the pride and confidence of the employees, Play the ideal effect of unity and common progress. “Ambulate” management enlightenment us: a busy all day, never leave the door of the leadership is not a good leader, and every detail, hands-on leadership is not a good leader, only cut off the “back of the chair”, liberated from the office, in-depth grass-roots and employee masses, in order to get twice the result with half the effort.
10. Broken Windows
Rectify and remedy ongoing problems in a timely manner
If a window in a house is broken and no one fixes it, soon other Windows will be broken inexplicably. One wall, if some graffiti is not washed off, soon, the wall is covered with messy, ugly things. A very clean place, people will be embarrassed to throw garbage, but once there is garbage on the ground, people will not hesitate to throw, feel ashamed. This is a very strange phenomenon