How To Make Good Use Of Airborne Management For Small And Medium Sized Enterprises

No matter what is good, you are not invited.

There is a real situation in a family. company At the management meeting, when discussing the sales situation of the company, the airborne sales director put forward all kinds of difficulties faced by the current work, especially in all aspects, which could not provide strong support and cooperation. The chairman of the company immediately responded by saying, "if anything is good, you will not be invited."

This is neither right nor right. Yes, it is very frank with the chairman. The boss has admitted that the company is not everything right now, and has taken concrete measures to bring in a paratrooper to improve the present situation; but conversely, the overtones of this sentence are a little different: the company's present situation is like this. Please come to the end and don't talk to me about the conditions, and let alone no shit to Lai Mao hang. The first half is positive, and the latter half needs careful analysis.

To be specific, this overtone has some implications for survival of the fittest and defeat of the enemy, and the adaptability of airborne troops, or vice versa, is a key issue in the introduction of talents from outside. In the process of rapid development, SMEs must introduce a group of external managers. Of course, managers of their own businesses are also very necessary, and the two are not contradictory. What I want to discuss here is how to make good use of airborne managers.

Adaptability is itself a contradiction.

In many cases, the adaptability of paratroopers is a problem mentioned more frequently, that is, a paratrooper should be adaptable and able to adapt quickly to the new environment (industry, management mode, development stage, management style and corporate culture difference). Of course, many enterprises pay great attention to the matching of various aspects when choosing managers, but in fact, matching is always relative, and it is impossible to find a high level manager from a company that is similar to itself.

Stop, stop here. What else do you mean? In fact, when most small and medium-sized enterprises recruit managers from outside, they always hope that these airborne troops will be able to manage higher levels. Therefore, a manager should often be drawn from a larger scale, more competitive and higher management level.

That is to say, to some extent, it is not necessary for airborne troops to adapt. enterprise Instead, it is necessary for airborne troops to transform the enterprise. Of course, it must be admitted that due to the difference of management levels, the influence and the extent and extent of transformation of different people are different.

Excessive emphasis on adaptability is problematic. Therefore, as a business level, when importing managers, we must think clearly about the purpose of introduction: is it implemented according to the existing mode, or is it allowed to bring some new things to a certain extent to transform a certain part? This is a fundamental problem. Don't overemphasize the adaptability of airborne troops. A failed Paratrooper is not his own problem.

Just as many enterprises are introducing outside talents, they often want to form a catfish effect, so that catfish can stir up a pool of lifeless sardines, and if too much emphasis is placed on adaptability, it is undoubtedly hoped that catfish will become a lifeless sardine.

How to make good use of Airborne Administration person

To make good use of airborne troops, we should start with the following aspects:

1., provide full confidence.

It is the truth that the so-called "doubtful person" is not used and the employer is not doubtful. Before using the person, we should fully investigate and not let the unsuitable person occupy an important position casually. Once we make a decision, we must fully trust it, which is the foundation of all subsequent actions.

Some people also say that it is necessary to use doubtful persons and people to suspect that this is mainly from the perspective of strengthening supervision. New people are conditional, monitoring is necessary. {page_break}

2. establish reasonable expectations.

It is easy for all the parties to come up with unrealistic expectations for the introduction of talents, especially those with high backgrounds and expensive expenses. This expectation is enough to put the manager to death and death, because everyone always puts him under the magnifying glass and microscope to observe him.

We should also know that the achievement of a manager's performance is often the result of the comprehensive function of the organization system. Apart from the organizational platform, an able person can only be disappointed and inactive, especially a middle-level manager.

3., give appropriate and relaxed assessment period.

Many business owners are very anxious and eager for performance. For example, I saw a private enterprise in Zhejiang, facing the problem of poor export, RMB appreciation and profit space compression, hired a professional manager to try to turn to the domestic market. This is totally different from the manufacturing capability of enterprises, and requires more design and research capabilities and market marketing capabilities. Obviously, this transformation takes time. But the boss of this business wanted speed, and soon lost confidence in waiting. There are problems of communication between them, and there are reasonable expectations ahead, but it is very necessary to give both parties a reasonable assessment period.

4. give support, especially at the beginning to help them coordinate.

Specific job support is very necessary, for example, in the early stage to help them do some necessary coordination, and establish necessary communication channels between paratroopers and other managers. This is in essence a necessary means of bringing a paratrooper into your management system. And I'm sorry, in many enterprises, there are paratroopers and initial management groups.

5. initiative to remove obstacles

It is easy for enterprises to introduce external managers, which may cause some obstacles themselves. For example, there may be an unsuccessful candidate in the enterprise, and the paratroopers should have a team or a subordinate relationship. This is a common occurrence. As a boss, don't think it's enough to reach a consensus among the top executives. Communication with the "stakeholders" listed above is also very important. Top managers should take the initiative to clear up these potential obstacles, instead of sitting on them as landmines, waiting for airborne troops to trigger.

6. allow and support its modest change.

The changes initiated by airborne troops should be allowed and supported as long as they are within controllable limits. For a paratrooper, initiating change requires courage and deliberation. Now the so-called new official takes office three fires. More new officials are buying people's hearts and setting up personal prestige. It is for this reason that the reform of airborne troops should be open and not to be stifled by old ideas.

7. incorporate its capabilities into the enterprise operation framework.

The use of paratroopers by paratroopers is the ability of the paratroopers to be incorporated into their operational structure, and only in this way can they really play a role. In the front, we should improve the promotion of its access to the existing management team. What we emphasize here is its reasonable positioning in the management and management team. In the management team, apart from business roles, such as technology, sales and finance, everyone has another role, which is the interpersonal role of management team. For example, some people are good at putting forward new ideas, others are good at coordination, others are good at integrating resources, others can have overall thinking ability, and business owners are decisive. What is the interpersonal role of the new manager in addition to his role in business management?

8. help your manager succeed.

The failure of paratroopers is the failure of the boss, and the success of the airborne is the success of the boss. Therefore, the boss's priority is to help you identify the airborne troops. Therefore, some enterprises, after trying to fail, say that "the key talents should rely on their own training" is very helpless. Without doubt, the overtones of this sentence is that the boss admitted his failure and completely stopped trying.