In the process of working, the directors sometimes organize training courses for employees both inside and outside the company by inviting the top teachers in the market, including those who are good at theory, talk or play. to the veterans of the battlefield. By default, by providing such good sources of encouragement, such essential knowledge, employees from low to senior levels will see their work, their work opportunities at the company. is meaningful and will try our best to strive for the colors of the flag or sometimes just for the pride of the professional environment….
However, different from their "happy" judgment, employees are happy after studying, but they do not apply, worse, they even ask to go to a bigger place to work. Worst of all, they opened a similar company to the old company to compete in the same industry!
When it's time for a promotion, as is a default, people raise a salesman to the position of teamleader or supervisor and hope that due to the higher level of benefits, with an open future, employees will actively think and make informed decisions on behalf of the boss, and at the same time take the initiative to do and take responsibility if something bad happens.
As a result, the newly promoted, because there was no one to guide, did not dare to move for fear of disobeying the brothers below while still acting hard in front of the boss. Over time, I became the mentality of always taking care of covering up my brothers' mistakes to avoid being scolded by my boss!
All of the above animations happen because we assume that employees will take the initiative to work if they find themselves drawing only “good things”. However, today's initiative is becoming more and more "rare and hard to find" and not easy to create if we don't pay attention to create it in the first place.
How do employees “really proactive”?
It is possible to create initiative in employees if we know how to influence them. There are some very simple measures that I have seen in successful companies that I have met.
Divided into 3 active levels as follows:
Level 1: Actively working: From the lowest employee level onwards, “normative behavior” should be concretized as simple as possible and described in a way that cannot be further elaborated in the process. It can be frustrating at first, but over time it becomes a habit and becomes automated software in the minds of workers.
Over time, this will become the norm and workers will be passionate about showing off their skills rather than seeing it as a yoke around their necks. In addition, it is necessary to have a labor discipline of the "iron and stone" category. Whoever violates the process must be fined, but it cannot be considered as a beautiful medal worn on the shirt of the business.
Level 2: Actively thinking: That is when they know what they are allowed to do within the limits of their rights. When they understand how their actions are expected to produce specific results? Increase sales or stabilize and fix the team? Expand the number of customers or increase sales to each other? In short, the boss needs to clearly define the area where they can act and let them know clearly the indicators or evaluation criteria that the boss will use to evaluate the quality and quantity of their work.
Unfortunately, this is sometimes not made clear, so I still sometimes see many companies talking about the concept of KPIs, but in the end, it just stops at general descriptive adjectives: " good”, effective, etc. If we do well at this level 2, even though we are limited to specific behaviors, employees can still have corrective creativity within the allowable range.
Level 3: Actively responsible: Ownership is highest if employees are trusted, empowered, and exercised that right every day. There are times when the boss assigns employees to be directors but does not dare to let them know how the company loses and profits, where the source of goods is, who the specific customers include, etc. All because they are afraid of delegating too much power. people will have too much self-control and become indiscriminate.
In successful empowering companies that make subordinates have a sense of initiative and responsibility that I have met, the boss even shares shares and confidential information with his manager. They make the manager see that he is working with a brother, no longer distinguishing between master and servant but arguing like family members. At this point, it doesn't matter if the business owner is present or not, because he already has someone who may not be as talented, but is like his copy in terms of dedication to the work there!
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