The core elements of team management: no performance-based, no bonuses, let the secret of steady performance be revealed

Stop struggling with performance incentives! This article reveals the secrets ofE-commerceHow the boss does not rely on performance or bonuses, but relies on Kazuo Inamori's management wisdom to allow the team to steadily achieve performance and double the growth.

The actual and efficient management method actually relies on "doing the right things and using the right people". Click in now to see how to do it!

Do you also think that the ultimate secret of management is "pay enough and make employees work hard enough"?

Wrong, dead wrong!

I used to think so too, but ended up losing both the wife and the army.

Performance is not everything. Hiring the wrong people is a real disaster.

Some bosses, with the e-commerce dream in their hearts, have vowed to implement the "high performance, high return" management approach.

Commission? Yes!

Bonus? Lots!

Profit sharing? Go for it!

At the beginning, the employees were indeed very motivated and happy, thinking that they had discovered the "perpetual motion machine" for the company's growth.

What was the result? Within a year, the team was disbanded, key members left, and some even started playing "number games" to get more commissions, which really buried themselves.

While crying and wiping my tears, I saw Kazuo Inamori's book.

Kazuo Inamori's method: Without giving incentives, you can move towards success?

Many people felt confused when they first heard Kazuo Inamori say “No need for incentives, just pay a fixed salary”.

What? Employees can work without bonuses? Are you kidding me!

If you are at the end of your rope at this point, you may be forced to try every possible means.

However, they completely copied Inamori's approach and for two years, all employees received fixed salaries, no performance bonuses, no KPI rewards or penalties, and even the year-end red envelopes were pitifully small.

guess what?

The company did not collapse, but became stable!

Without incentives, how can an e-commerce company be supported?

To be honest, I was a little nervous at first.

If we don’t pay them, will the employees just lie down and give up? Will they just give up?

But surprisingly, the team's morale did not collapse.

They began to communicate proactively, brainstorm, and focus on "getting things done."

It’s not because of the money, but because they can see the impact their daily efforts have on the business.

Performance is not the core of management. It is only when the direction is wrong that we have to "motivate" desperately.

Later, KPI and OKR were introduced, not for the purpose of “performance first”, but to quantify “the right things”.

E-commerce bosses, stop using “performance” as a panacea!

It’s like a boss who makes 2000 million yuan a year comes to consult us. He has been troubled for several years because he has not been able to break through the bottleneck and thinks it is because the incentive system is not well done.

When we talked, we found out that his problem was not performance at all.

They set the wrong goal!

Only sales and profit targets are set every month. As a result, employees plunge into short-term sprints and try their best to be "diligent", but end up doing many things that are beneficial in the short term but harmful in the long term.

How to save this company?

It was suggested that they had a particularly simple meeting.

There was no talk of money or performance, only three issues:

1. How much more traffic can you increase through this link?
2. How much can your position improve conversions?
3. How many new products can you produce?

We changed "sales target" to "incremental target".

Everyone suddenly let go of the pressure of "achieving performance" and their minds became active.

Half an hour later, new methods emerged like springs, and efficiency was improved by more than a little.

We told our boss: "As long as we continue to focus on growth, it won't be a problem to increase our turnover by 3% in 6 to 50 months."

Hiring the right people is more important than paying them money.

During the management consulting process, we found that the common problem of most e-commerce bosses is not a lack of incentives, but "hiring the wrong people."

If you hire a gardener who doesn't know how to dig holes, no matter how much fertilizer he uses, he won't be able to grow good vegetables.

If you let a creative person stare at a spreadsheet all day, he will only collapse, not grow.

Real management is to put the right people in the right positions and let them do the right things.

The root of management is business, not the system show in the office

Why do I always emphasize “starting from business”?

Because a company does not grow by relying on HR systems, it grows by relying on business!

In summary:

“Performance is an auxiliary tool to enable employees to perform effectively, and it is definitely not an engine to drive business growth.”

If the direction is wrong, no matter how strong the performance is, you are still rushing towards a cliff.

If the direction is right, there is still time to correct it even if it is executed slowly.

What is performance? It's just the accelerator, not the steering wheel!

Performance is at best a "throttle" device that can accelerate but not determine the direction.

If you take the wrong road, you will hit the wall if you step on the accelerator.

The essence of e-commerce management has never been who runs faster, but who runs right.

Therefore, here we must hammer on the blackboard and emphasize the following points:

Don’t be misled by “performanceism” anymore.

First clarify the business direction and the logic of employing people before talking about KPI and OKR, otherwise it will be just empty talk.

Summary: 3 things e-commerce bosses must understand

• First, performance is not everything, direction is more important than rewards.
• Second, hiring the right people is more important than giving them money. The wrong people doing the right things = wasted time.
• Third, management should formulate strategies around business goals and not use systems as a shield.

management is哲学, not a punch card tool

Many people regard management as a bunch of SOPs and assessment forms, but in fact, that is just the surface.

Truly high-level management is the refinement of cognition and the embodiment of entrepreneurial philosophy.

You need to have a vision and insight, and you must dare to break the routine and reshape the direction.

As Kazuo Inamori said: "The essence of management is to lead people to pursue the right things together."

So, stop staring at the performance chart and look up and ahead - are your people and your things right?

👊

I hope every e-commerce boss can become a philosopher of business rather than a slave to forms.