Management rules are establishing principles, which may help to leaders to improve efficiency, motivate employees, as well as enhance overall business performance.
A barrel with an uneven mouth, the amount of water it holds is not the longest plank on the barrel. But the shortest plank on the barrel. In order to make the barrel hold more water (improve the overall effect of the bucket).
What is needed is not to increase the length of the longest plank, but to work to fill the shortest planks on the barrel in turn, which is the famous “barrel” rule of management…
{1} The barrel rule:
A wooden barrel with an uneven mouth, the amount of water it contains, does not lie in the longest wooden board on the barrel. But in the shortest wooden board on the barrel. In order to make the barrel hold more water (improve the overall effect of the bucket). What is needed is not to increase the length of the longest plank. But to work to fill the shortest planks on the barrel in turn, which is the famous “barrel” rule of management.
The same is true of enterprise management; in order to improve the efficiency of enterprises, we must pay close attention to weak links, otherwise the overall work of the unit will be affected. People often say that “learning from strengths to make up for weaknesses“.
That is, the purpose of taking strengths is to make up for weaknesses, and it is difficult to improve the overall effect of work by only learning from strengths without making up for weaknesses.
{2} The “one-minute” management rule:
At present, many Western enterprises have adopted the “one-minute” management rule and achieved remarkable results. This includes a one-minute goal, a minute’s compliment, and a minute’s punishment. Specifically:
1. “one-minute goal”
Requires everyone in the enterprise to write down their main goals and responsibilities on a piece of paper at any time, and each goal and its test criteria should be clearly expressed within 250 words, and a person can read it in one minute. This not only makes it easier for everyone to know why and how they do it, but also regularly checks their work performance accordingly;
2. “One minute praise”
Means that the leader should spend a short time to praise the performance of employees in time. Which can prompt each employee to clarify what he does, work harder, play a motivating and spurring role, fully stimulate the enthusiasm and creativity of employees, and make them continue to develop in the direction of perfection.
3. “One-minute punishment”
That means that for things that should be done well but have not been done well. The leader should criticize the relevant personnel in time, point out their mistakes. Then remind him how you value him, and what you are dissatisfy with is his work here and now.
In this way, the person who did the wrong thing can be willing to accept criticism, achieve the effect of “punishing before and after, treating the disease and saving people”. Avoid the recurrence of similar mistakes.
{3} The “hot furnace” rule:
The “hot furnace” law not only vividly expounds the authority of the rules and regulations. But also vividly describes the principles that need to be mastered for punishment:
- The hot furnace is red, and you know that the stove is hot and will burn people without touching it. Which is the warning principle of punishment. Leaders should always educate their subordinates on the rules and regulations, warning or admonishing them not to violate the rules and regulations, otherwise they will be punished.
- Whenever you encounter a hot furnace, you will definitely be burned by fire. Which is the authority of the rules and regulations. That is to say, as long as you violate the rules and regulations of the unit, you will definitely be punished.
- When you touch a hot stove, you are immediately burned, which is the principle of immediacy of punishment. The punishment must be carried out immediately after the wrongful act occurs. There must be no delay in the mud and water, and there must be no time lag in order to achieve the purpose of correcting the wrongful act in a timely manner.
- Whoever touches the hot stove will be burned, which is the principle of fairness of rules and regulations.
{4} The “goldfish bowl” rule:
The goldfish tank is made of glass, the transparency is very high, no matter from which angle to observe, the situation inside is clear, this is the “goldfish bowl” law of management. The “goldfish bowl” rule is applied to management, which requires leaders to increase the transparency of rules and regulations and work.
With transparency in various rules and regulations, the leader’s behavior will be placed under the supervision of employees.
Which will effectively prevent the leader from abusing his power, thereby strengthening the leader’s self-discipline mechanism.
At the same time, while employees perform their supervision obligations, their sense of ownership and responsibility will be greatly improved. The spirit of dedication, love and innovation will also be sublimated.
{5} The “South Wind” Rule:
The “South Wind” Rule, also known as the “Warmth” Rule, is derived from a fable written by the French writer La Fontaine:
the north wind and the south wind are more powerful, see who can take off the coat on the pedestrian. The north wind first blew people cold, and as a result, pedestrians wrapped their coats tightly in order to resist the north wind. The south wind blows slowly, and suddenly the wind is beautiful, and pedestrians feel warm as spring. Then begin to unbutton and then take off their coats, and finally the south wind wins.
This fable illustrates a truth: warmth is better than cold; flexibility is better than rigidity.
Leaders use the “South Wind” rule in management, that is, to respect and care for employees. Take employees as the foundation, have more “human touch”, less official frames, try their best to solve the practical difficulties in employees’ daily life. So that employees can really feel the warmth given by leaders, so as to stimulate their enthusiasm for work.
{6} The “Hedgehog” Rule:
The “Hedgehog” Rule is about: Two sleepy hedgehogs, hugged together due to the cold. But because they all have thorns on their bodies. The thorns make the other uncomfortable to sleep. So, they left for some distance, but they couldn’t stand the cold, so they huddled together.
After several tosses, the two hedgehogs finally found a suitable distance, which could get each other’s warmth without being pierced. The “hedgehog” law is the “psychological distance effect” in management and interpersonal communication.
Psychological research believes that in order to do a good job, leaders should maintain close relationships with employees. In doing so, they can gain their respect.
Maintaining a certain psychological distance from employees can not only avoid jealousy and tension between employees. But also reduce their flattery, flattery, bribery and other behaviors, prevent brothers and brothers with employees, eat and drink indiscriminately, and lose principles at work.
True management
In fact, looking at flowers in the fog and looking at the moon in the water gives people the feeling of “distance beauty”, the same is true in management. A leader who is originally admired by employees often makes his shortcomings visible because of his “closeness” with employees, and as a result, he unknowingly loses seriousness.
Which is not conducive to further management. In addition, the “hedgehog” law also enlightens us that close cooperation between each other is essential. Between employees, between managers, between managers, although each has its own characteristics and personality, but it is not advisable to fight separately at work.
“It is difficult to become a forest alone”, everyone rowing a big boat is this truth.
The work of the line bureau is very complicated. All bureau leaders, middle-level cadres, managers, regional bureaus and departments and offices must perform their own duties, assume their own responsibilities. Base themselves on their own posts, and play a role, at the same time. They must also pay attention to the division of labor without dividing the family. Making up for the platform without taking care of the task. Not offside in place, so as to effectively form a joint force and give play to the role of the team.
{7}”Frog Principle”:
There is a famous “frog principle” about “problem management”. Which says that if a frog is thrown into boiling water, the frog will definitely jump out immediately. But if a frog is put into cold water to gradually warm up. The frog will unknowingly lose the ability to jump out until it is scalded to death by hot water. This principle is used to describe the two natures of problems in enterprises, namely explicit problems and implicit problems.
People’s reaction to explicit problems is like a frog’s reaction to boiling water, and corresponding measures will be taken immediately to nip it in the bud in time.
Hidden problems are not easy to find due to their own invisibility, and often when they are discovered, they have caused serious losses to the enterprise.
This enlightens us that many line obstacles are the cumulative result of some inconspicuous small problems, some objective. But also subjective, related to the paralysis of some of our line operators in the tour or with the work, allowing some small problems to develop freely for a long time, and eventually causing a disaster that affects the smooth flow of the line.
“Three feet of ice, not a day’s cold”, so we must always pay attention to potential problems, rather than waiting for small problems to become bigger and crises to come.
{8} The Catfish Effect:
The Catfish Effect comes from an old legend. That fishermen in a small fishing village make a living by catching sardines, a lazy fish, in the deep sea. However, due to the distance between the fishing spots and the land. When the fishermen bring the fish back to the fishing village, most of them often die. It is difficult to sell them at a good price.
There was only one fisherman, and the fish he brought back to land were all alive and always sold for a good price. But he never let people see his fish tank. It wasn’t until after his death that curious villagers discovered that it turned out that there was always a catfish in his fish cabin.
Since catfish live by preying on sardines, catfish will constantly chase sardines in the fish tank. As a result, some old and weak sardines are eaten, but other sardines are alive because they are always swimming.
The sardines caught by other fishing boats stand still, and as a result, most of them die.
This legend tells us a simple truth: “born of worry, die of happiness“. If an enterprise lacks vitality and competitive awareness. There is no pressure to survive, just like “sardines”. In the “fish cabin” to eat and drink, will inevitably be eliminated by increasingly cruel market competition.
The same is true of an employee. Who is satisfying with the status quo for a long time and does not want to make progress. It will inevitably become an outcast of the times.
{9} “Walking” management:
This management method belongs to the most typical flexible management, the purpose is very clear. That is, the management of the enterprise should often go deep into the grassroots. The masses of employees, experience public opinion, understand the facts, and mingle with employees.
So as to enhance the affinity of the leadership. The cohesion of the enterprise, stimulate the pride and self-confidence of employees. Play the ideal effect of unity, unity and common progress.
“Walking” management enlightens us:
A leader who is busy all day and does not leave home is by no means a good leader. A leader who does everything is not a good leader, only by cutting off the “back of the chair”. Liberating from the office, and going deep into the grassroots. The masses of employees, can we achieve twice the effect with half the effort.