At the beginning of this century, when P&G was just emerging in its own industry, Chad Depre, the president, listened to a suggestion put forward by Neil Michael Rowe, the sales manager-to create a trademark management mechanism within the company, so that different trademarks within the company can compete, "just like trademarks of different companies", which can promote members of trademark departments to continuously expand sales space, innovate commodity advantages and continuously increase brand technology. This competitive mechanism can also make different departments and members of P&G company in a fierce competitive environment, forcing all employees in the enterprise to challenge some difficult jobs. This will greatly promote enterprises to March towards some higher strategic goals.
Indeed, it is not enough for a company to keep improving. It must make some plans to inject confidence into employees so that they can constantly challenge some difficult jobs. Only in this way can we effectively achieve higher strategic goals and promote the development of enterprises.
Paul Galvin, the founder of Motorola, often urges his employees to do seemingly impossible things with grand plans. For example, in the late 1940s, when Motorola entered the TV market, galvin followed the advice of an ordinary employee and made a challenging plan for the TV department: in the first sales year, sales of 179.95 USD must be guaranteed.
A manager complained: "We can never sell so many TVs, which means that our ranking in the TV industry must rise to third or fourth, and our best ranking is only seventh or eighth." Another product engineer said, "We are not even sure whether we can make the cost of TV set below $200, but the price has been set at 179.95. How can we guarantee profits? "
Galvin replied: "We must try our best to get every employee involved in this work." Therefore, through the feedback from employees, he formulated a strict reward and punishment system, forcing employees to study hard and innovate hard to reduce the production cost of TV sets, thus achieving the above goals. At the same time, it also re-examined and formulated a new sales system to urge the sales department to invest more energy in business. In less than a year, Motorola really achieved its sales target. Sales of TV sets rose to the fourth place in the list.
Paul Galvin died on 1959. However, he created a series of internal competition systems. So that the company continues to grow and become a leader in the field of electronic technology. Whether it is a large enterprise or a small company, if you want to make a qualitative leap in your own industry, you must dare to make challenging strategic plans and guide employees to do a difficult job.
Excellent leaders should be good at encouraging employees to bravely challenge outstanding work, rather than compromising with reality and lowering their pursuit. Set excellent goals, combine material rewards with spiritual rewards, and motivate employees to exceed their goals.
Achieving some small goals can't inspire employees' passion at all, let alone any challenges, let alone tap employees' imagination and creativity through it. What can stimulate employees' potential to the greatest extent is the progress made under lofty goals, rather than oppressively adding a little indicators and tasks at a time. Leaders should set goals for each employee through challenging strategic plans and encourage employees to exceed their goals by constantly formulating higher strategic plans. Only in this way can enterprises move towards a higher level.
This idea of never being complacent and always moving forward to more challenging jobs, if rooted in the hearts of every employee, will encourage them to keep learning and improving and eventually become first-class talents.