The Long­est Toe Learns Pain First最长的脚趾先知疼

Special Focus - - SUCCCESS - 文 |陈春花By Chen Chun­hua

One winter morn­ing, I could not start my car en­gine. The ho­tel guard asked me if I needed any help, and said that he could call the ho­tel fleet for help.

I said,“It’s early and cold. Will they come to help?”

His an­swer was re­ally in­ter­est­ing,“I am au­tho­rized to call the gen­eral man­ager as long as a guest needs help.”

This is the rea­son why this 5-star ho­tel in Qing­dao can be ranked as first class. Most prob­lems guests ex­pe­ri­ence can be well solved here, be­cause the ho­tel has au­tho­rized its front-line staff to uti­lize any re­sources nec­es­sary.

“The long­est toe learns pain first.” The front-line staff know the guests’ needs best be­cause they are in di­rect con­tact with guests.

Be­ing a man­ager, if you can give the front-line staff easy ac­cess to re­sources when com­plaints are re­ceived, they will be able to give timely so­lu­tions.

Hier­ar­chi­cal dif­fer­ences are in­evitable for most com­pa­nies in the process of their devel­op­ment. On one hand, the man­age­ment layer, which is in­sen­si­tive to the guests’ needs con­trols the re­sources and has the au­thor­ity of de­ci­sion-mak­ing. On the other hand, though the ex­ec­u­tive layer knows much bet­ter about guests’ de­mands and de­sires, they have nei­ther ac­cess to re­sources nor the power of de­ci­sion.

One im­por­tant rea­son for the em­ploy­ees’ poor ex­ec­u­tive abil­ity is that they don’t un­der­stand the con­cepts of ad­min­is­tra­tion. The lack of re­sources or au­thor­ity makes them un­able to re­al­ize their own so­lu­tions. They have to spend time com­mu­ni­cat­ing and ne­go­ti­at­ing with su­pe­ri­ors; this not only leads to a worse cus­tomer ex­pe­ri­ence, but also de­creases real achieve­ments and end re­sults.

The gap be­tween re­sources and guests is ex­tremely dan­ger­ous. There­fore, ad­min­is­tra­tors should ei­ther get closer to guests them­selves or de­cen­tral­ize their au­thor­i­ties.

Once I served as a con­sul­tant and

冬天的一个清晨,我的汽车无法启动,酒店的门卫于是上前询问我是否需要帮助。我问他怎么帮忙,他说可以打电话让车队里的人来帮忙。我说:“这么早,这么冷,你能叫得动他们吗?”他的回答非常有意思:“只要是客人的问题,总经理我都可以叫来。”

这就是这家青岛五星级酒店服务堪称一流的原因了。它能够为顾客解决问题,因为它的一线员工有调动酒店任何资源的权力。

“最长的脚趾最先知道疼。”一线员工,因为处在和顾客直接接触的最前线,因而他们最清楚顾客的所想所需。

作为管理者,如果你能够给一线员工充分的资源使用权,他们就能够在第一时间为顾客解决问题。

我们很多公司在规模壮的过程中,不可避免地产生了层级。一方面,管理层不能感受到顾客的需要,却拥有最多的资源和决策权;另一方面,一线员工最清楚顾客的所想所需,却没有决策的资源和权力。

员工的执行力差,一个很重要的原因就是,员工不了解管理者的想法,也没有足够的资源和决策权来实现自己的想法,最后只能把大量的时间花在频繁的上下级反复沟通和协调上,不仅牺牲了客户的感受,能够真正创造成果的时间也少之又少。

要么,管理者去贴近客户,要么,管理者把权力资源下放,资源和客户脱节是非常危险的事情。

有一次,我与一个公司的片区总经理一起到基层做完市场调研之后,分公司经理和业务员希望这位总经理能抽出时间与当地的一个大客户见面。

因为他们一直力图与这个大客户合作,但是谈判进行了八个多月,还没有打动对方,所以,分公司希望片区总经理能够亲自出面帮忙。于是,我和这位总经理一起去见了这位大客户。

极富戏剧性的是,当片区总经理了解这个大客户的需求后,当场就答应了对方的要求,并在20分钟内就签下合同。大家一片欢呼,称赞总经理能力过人,而我却非常难过。

我在想,如果这个片区总经理能及早地贴近客户,或者放权给下属,就不会白白浪费大家8个月的宝贵时间了。

很多企业的经理人员常常停留在财务领导层面,总是在不断地分析财务报表,不断地进行数据分析,对于市场

con­ducted some grass roots mar­ket­ing re­search with an area gen­eral man­ager. When the re­search was done, the branch man­ager and the sales­men said that they hoped that the area man­ager could ar­range to meet with a po­ten­tial big cus­tomer. Our lo­cal team couldn’t im­press the cus­tomer and ne­go­ti­a­tions had con­tin­ued for more than eight months. The gen­eral man­ager granted their re­quest and I went along with him.

It was a dra­matic event when the con­tract was signed within twenty min­utes after our area gen­eral man­ager had un­der­stood and sat­is­fied the de­mands of this ma­jor cus­tomer. Ev­ery­body cheered and praised him for his ex­cel­lent abil­ity; how­ever, I felt sad about it.

I was just won­der­ing: if the gen­eral man­ager of this area could have got­ten closer to the guests ear­lier, or if he could have del­e­gated some of his pow­ers to sub­or­di­nates, those pre­cious eight months could have been saved.

Many man­agers stay at the lead­er­ship level, an­a­lyz­ing fi­nan­cial state­ments and other data for­ever. They have no sub­stan­tial feel­ing of the mar­ket. On the other hand, our mar­ket­ing staff just stays at the per­for­mance anal­y­sis level. Con­cen­trat­ing on their salary and the rel­e­vant poli­cies, they ac­tu­ally care lit­tle about the guests’ real needs as well. Such a sit­u­a­tion is very dan­ger­ous to an en­ter­prise’s sur­vival and devel­op­ment. The key to manag­ing an or­ga­ni­za­tion is to make the au­thor­ity

equiv­a­lent to the re­spon­si­bil­ity, and com­bine the work­ers with the re­sources. If you make your em­ploy­ees re­spon­si­ble for some­thing with­out giv­ing them cor­re­spond­ing pow­ers, you will only find that they have seem­ingly poor ex­ec­u­tive abil­i­ties.

Ac­cord­ing to Sam Wal­ton, you should share what­ever you know with your em­ploy­ees. The more they know, the more they will pay at­ten­tion to; and once they do that, they will be­come un­stop­pable.

It is cru­cial for an or­ga­ni­za­tion to trans­form its ad­van­tages on pro­fes­sional op­er­a­tions into healthy com­pe­ti­tion in­volv­ing its em­ploy­ees.

Many en­ter­prises think highly of tal­ents, es­pe­cially “the su­per sales­men”. This was a good con­cept in the early stages of mar­ket­ing; how­ever, in the fierce com­pe­ti­tion nowa­days, any spe­cific su­per sales­man no longer ex­ists. In­stead of count­ing on the per­sonal ca­pa­bil­i­ties of the sales­men, an en­ter­prise would bet­ter off ex­ploit­ing its or­ga­ni­za­tional abil­ity to help its front-line staff.

(From Busi­ness, is­sue 5, 2017. Trans­la­tion: Wang Xiaoke) 却没有实质性的感觉。而我们的营销人员又只是停留在提成管理层面,只关心销售收入和销售政策,只关心提成管理而不关心顾客需求。

这对企业长期生存与发展是非常危险的。组织管理的关键就在于,把权责对等,把员工和资源做组合。如果你仅仅给了员工责任,却没有授予他对应的权力,极有可能会造成员工执行力差的表象局面。

山姆·沃尔顿曾经说过:“与你的员工分享你所知道的一切,他们知道得越多,就越会去关注;一旦他们去关注了,就没有什么力量能阻止他们了。”

让组织的专业运作优势成为员工的竞争力,这是一个企业非常关键的能力。

很多企业非常在意能人,非常在意超级营销员,这在早期营销中是一种好方法,但是在现在非常激烈的竞争中,并不存在特定的超级营销员,更不能够过分依赖业务员自身的能力,一定要传递组织能力来帮助一线员工。

(摘自《商界》2017年第5期)

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