Workplace strategy: change the boss with facts

Identity is the premise of change, and performance is the last word. This is the consensus of the world's bosses and the entry point for changing the boss.

Last weekend and several business managers gathered together. They talked about one topic at the same time: how to change the boss? Because the boss does not change, the enterprise is hard to change.

Xiao Zhang is the deputy general manager of a newly-employed private enterprise. In order to change the chaotic and disorderly situation of production, under the leadership and promotion of the factory, the factory set up the project material control department and strictly implemented the order review. However, the good times did not last long, and frequent insertions disrupted the normal production order. Sometimes in order to protect an order, it is necessary to delay a series of orders; in order to catch the order, the workers often work overtime, the workers complain, and some simply resign and leave. To this end, Xiao Zhang repeatedly asked the boss to ask for restrictions on the insertion of orders. The boss is one sentence: Is such an important customer not inserting a single line?

There is no such thing. Mr. Liu, as the manager of an export enterprise planning department, is suffering: due to incomplete customer order information and frequent changes, the mixing process and packaging process are seriously unsuitable, and semi-finished products and finished products are piled up in warehouses and workshops. The planning department requires the business department to constrain customer order information and change behavior. The business department says: Customer is God. The boss is a business person, and he is also on the side of the business department. The boss supports the boss. The business department ignores the production situation, has a single delivery, the information transmission is dragging and dropping, and the order is changed at will, resulting in low internal production efficiency and the plan is ineffective.

Such phenomena are common in daily management activities. There is a truth here to understand that the boss will not be convinced by the truth, the boss will only be changed by the facts.

To this end, provide a few suggestions:

First, less reasoning and more facts.

During the period of coaching a company's management change, the author implemented a management model for performance appraisal on a daily basis, which was initially opposed by bosses and executives. So, we first choose to do a pilot in a workshop. As a result, the workshops that carry out the daily assessments have significantly improved their per capita output value, production efficiency, and employee income compared to other workshops that perform monthly performance appraisal. After the results of the assessment were announced, other workshop supervisors found the boss to unanimously request the implementation of the daily assessment.

Second, use the data to change the boss.

A ceramics company often disrupts production plans due to the insertion of the boss. The subordinates are afraid of this.

The author asked the Planning Department and the Finance Department to do a statistical analysis of the recent insertions. In order to guarantee an order, the loss of mold, downtime, and other orders were delayed by 100,000 RMB. When these statistics were placed on the boss's desk, he was shocked. The consequences of random insertion were so serious. Since then, the boss has taken the lead in strictly prohibiting the arbitrary insertion of orders, and the special circumstances are handled according to the plug-in control operation process.

In an export company, we asked the planning department to conduct detailed statistical analysis of the company's delivery delays, mold opening fees, etc. due to untimely customer order information, order changes, and information errors from January to April this year. The statistical results prove that 20% of the planned delays are directly related to the customer.

To this end, we help companies develop terms that govern customers:

1. If the customer information is incomplete, do not reply to the exact delivery date. When is the information complete and when the delivery is confirmed.

2. The cost of mold opening due to customer order changes is borne by the customer.

3. The customer information is complete, and the company promises to guarantee the delivery of the customer.

At first, the boss and the business department people worried that the customer did not cooperate. After a period of communication and running-in, the customer's cooperation degree is getting higher and higher.

They know that such constraints are helping them and they are a win-win situation.

Third, prove yourself with performance.

As a successful person, the boss is not easily changed by his subordinates. Therefore, only by changing yourself and making achievements can you gain the approval of the boss.

Identity is the premise of change, and performance is the last word. This is the consensus of the world's bosses and the entry point for changing the boss.