Diligence can change results

Managing our diligence A company sees that its products have a large market, and the current sales are not bad. Based on the calculations, the plan for doubling sales in the next year is formulated. The sales department believes that this goal can be achieved, but the proposed personnel have to double, and the company approved the request. In one year, the number of sales people in the company has doubled, but the sales performance is still the level of last year. A previously profitable company has therefore become a loss-making company. The boss asked me, what is going on here? Why do people increase their performance without increasing?

One reason I think of is that new salespeople can't bring results immediately, and new sales are not as efficient as old sales. But the problem is that the old sales staff has not changed much. Even if the newcomers' performance is not counted, the old sales should be completed with the same performance as last year. Moreover, the old sales should have improved after one year of tempering, even if not Increase people, sales performance should also increase. In short, if the number of personnel doubles, even if the performance cannot be doubled, it should be increased. Diligence can change results

The real problem is that the sales staff of this company has not been "hardworking" in the past. The number of people has doubled, but the total number of salespeople visiting customers has not increased. On average, the workload of each person has been reduced by half! The increase in the number of people and the reduced workload just offset, so the number of people has not increased exponentially. Bring sales growth.

This is an example of a sales area. In fact, we will find similar problems in other fields: the number of R&D personnel has increased, and the quantity and quality of products have not been improved. The number of finance staff has increased, and the speed of processing bills has not increased. The number of recruiters has increased, and the number and quality of recruits have not changed. The number of customer service personnel has increased, and the frequency and quality of customer service have not been improved. The only effect of adding people is that each person's workload is reduced.

In this way, one of the keys to management is whether we can manage the "hard work" of ourselves and our subordinates. If we can't manage the "hard work", the result of increasing the staff can only increase the cost, not increase the performance. This expansion should not be done as well.

At the company level, I find that there is a direct relationship between the business and the hard work of the boss. If the boss is not diligent, he cannot be a role model for the employee. The company will not operate very well. It is natural for a company that was diligent and then not diligent to start a downturn. I have seen many such examples. Diligence can change results

From a larger perspective, the affluence of a nation is directly related to the diligence of this nation. All wealthy peoples such as Germans, Swiss, Jews, and Japanese are diligent peoples. We Chinese claim to be hardworking and brave. The sharp rise of Chinese wealth over the past 30 years is basically the result of our hard work these years, not the result of our cleverness. Relatively speaking, people in the above-mentioned developed countries are becoming more and more “lazy”, and economic growth is naturally not as good as before. If our Chinese are not as diligent as before, our growth rate will naturally fall.

We all pursue career success. In fact, there is only one way to success. That is diligence, hard work, and all-out efforts. There are no easy things to do in the world, and if there are, there will be fewer and fewer. There is no free lunch in the world, and if it is, it is temporary. The most unreliable in the world is luck, the only reliable is hard work. My past boss, Mr. Roland Berger, the founder of Germany's largest management consulting company, wrote the letter always, "I wish you the luck of the diligent." In his opinion, there is no luck without diligence. Mr. Matsushita Yukio said: "There is no effort to urinate and cannot become a first-class operator." If genius-like characters such as Roland Berger and Matsushita Yusuke help, we as ordinary people have no reason to be diligent and successful. .

If we are neither genius nor diligent, we are only waiting for failure.

Even if we are not genius, there is no problem. We can choose to be diligent and diligent.