01
station position, decision attitude
Li Bin is the team leader of Class A in the stamping workshop of the first branch of the automobile. He manages a team of 30 people. His usual work is relatively ordinary. The performance of the team is also in the middle of the production system, which is not very prominent.
One day, the general manager inspected the workshop and found that the sanitary condition beside the laboratory adjacent to the stamping workshop was not good, so he asked the accompanying assistant to notify Li Bin who was on duty to arrange for personnel to clean the place.
Li Bin did not understand, and asked the accompanying assistant, why is he responsible for the hygiene of the office? I was unwilling to lead people to do a good job of hygiene there.
After the Minister of Production heard the news, he talked to Li Bin and said that the more areas that were not clearly allocated, the more he must rush to manage them. It is said that Li Bin’s position is low and his thinking is narrow. Therefore, he has no enthusiasm for work, especially when there is no clear instruction. It depends on his own attitude. Initiative is a very important practice in work.
Li Bin thought about it for several days, and his attitude improved obviously. He understood two principles:
1. The more you take on, the faster you grow.
2. As the height of the station rises, it is all trivial.
Since then, Li Bin has promoted a proactive working atmosphere in the team, and his management level has quickly upgraded. That year, Li Bin’s team won the title of annual outstanding team awarded by the company. Because of Li Bin’s bold actions, good spirits, outstanding performance, and super fast progress, Li Bin was promoted to workshop director in the second year.
02
Can managers remain silent?
Xiao Yang is an administrative director of the Immigration Department. He is usually busy with many chores and rarely does step-by-step tasks, because administrative management is responsible for the company’s large and small administrative affairs, such as security, systems, meetings, and logistics.
One day, Xiao Yang found some problems in the canteen. The canteen contractor did not pay attention to hygiene, so he talked to the canteen owner and asked the staff canteen to be cleaned every day to ensure that the staff table and the small dining room table, chairs and benches were clean and hygienic. The boss also promised that he would do a good job.
One day, two teachers who came to the company to do environmental audits went to the cafeteria to have a meal at noon. They walked into the guest restaurant and found that the table was not clean. They asked the system engineer responsible for the audit, does your company attach importance to environmental hygiene? The system engineer present blushed all of a sudden, knowing that the teacher had something to say, and could not answer, so he quickly found sanitary tools and quickly cleaned the restaurant.
Later, the system engineer reported the matter to the general manager, and the general manager asked Xiao Yang, the administrative supervisor, and asked what was going on? Xiao Yang said that he had talked to the cafeteria owner the day before and asked him to clean up the hygiene.
The general manager asked Xiao Yang two questions. First, are there any rules and regulations that require the canteen to meet the daily hygiene standards? The second is that Xiao Yang’s conversation with the cafeteria boss was a private communication. Is it effective?
Seeing that Xiao Yang was obviously unable to answer, the general manager knew where the problem was.
As a manager, if you always want to solve problems in private, you will be incurring dereliction of duty that cannot fulfill your mission. An important principle of public management is that managers do not do obscure work, but are sound, colored, and powerful. Only by coming out can management be effectively improved and decision-making can be implemented in place.
