Why can't management do everything? Truly effective management only does this one thing!

Why is management not comprehensive? Because this is an actuarial investment game

Have you ever had this illusion: a good boss should arrange everything clearly, and if the employees don’t do well, it means that the management is not in place.

But to be honest -Management is not a relay race of "taking care of every detail", but a gamble on "returns".

Every management action is like placing a bet. If you make the right bet, your performance will soar; if you make the wrong bet, not only will your work be in vain, but you may also lose the support of your employees.

So, let me put it bluntly:Management is not about fairness or comprehensiveness, but about return on investment (ROI)!

What is "doing everything"? It's actually the most expensive management trap

On the surface, does “taking care of everything” sound very responsible? It seems that only a good manager can arrange everything, no matter how big or small.

But what's behind it? Have you ever calculated this?

If you want to motivate employees to do something, do you have to give them bonuses?

If you want to standardize the process, do you need to hire people to train you?

If you want to improve customer satisfaction, do you need to have more people to monitor on-site services?

There is a cost behind every “little more” you do.

But company resources are limited.

If you spread the resources evenly, the result will be——No one got anything done, but everyone worked very hard.

Is it familiar?

“Taking care of everything” leads not to efficiency, but to fatigue

We are not supermen, nor are we philanthropists.

For a company to survive, it depends on profits, not sentiment.

Many bosses habitually think "I have to take care of this and that", but the result is often:

Everyone is busy running around, but no one is really pushing for the key points.

And those actions that can bring real results are buried in a pile of insignificant details.

At this time, your management is not strategy, but "daily work of a firefighter."

You are busy, but the company is standing still or even regressing.

Management is an ROI game, not an emotion game

Here’s a cruel fact:

Employees don’t need to be “taken care of” and companies don’t need to be “comprehensive”. You just need to find the actions that are most worth investing in.

Good management theory is simple -Any management action must bring more than three times the return to be worth executing.

Less than three times? Don’t move yet.

Why?

Because resources are scarce and time is even more limited.

If an action cannot produce a triple return, then it is not worth your "thinking" at all.

Management, in the final analysis, is aleverGames:

Small actions can generate big profits, this is what is called good management.

For example: Is it worth training a salesperson?

A sales performance is mediocre.

You plan to provide him with special training, with an investment of 5000 yuan.

How do you decide whether this investment is worthwhile?

There is only one answer:Can this sale bring in more than 15000 in additional profit in the next three months?

If you can, do it.

If that doesn't work, even if he smiles at you as bright as the sunshine every day, you can ignore it for the time being.

Sounds a bit grim?

But management is not about emotion.It's a cold, hard numbers game.

There is a pile of triple return "treasures" hidden in the company, but you can't see it

The bigger problem is that you don’t want a high ROI, but you don’tThere is no time to look for high ROI things.

Why?

Because every day you are pulled around by all kinds of little "things to take care of" things.

The customer complains, you apologize.

The process is stuck and you go to coordinate.

If an employee is late, go and have a talk with him.

You are like a top, spinning non-stop.

But please ask:

Can these things really bring you triple returns?

If not, why are you doing it?

It's like going out to pan for gold but moving stones every day.

Of course there is gold, but you don't have the hands to dig it.

Find high ROI actions

Others will only teach you how to write systems, how to design assessments, and how to improve communication efficiency.

It all sounds very "professional", but what happens after it is implemented?

It often turns into a bunch of illusions on PPT.

Good management isIdentify, screen, and implement management actions that can deliver more than three times the return.

You don't need to be a "perfect" manager.

You just need to learn to "grasp the key levers".

Do less and make more money.

This is the ultimate answer to modern management.

The essence of management is never to "do more" but to "do it right"

In our time, there is no shortage of systems or methods.

What is missing is——A breakthrough in thinking.

When you start to use ROI to judge every decision,

When you are used to looking at every action with a "results-oriented" approach,

You will find that you don’t need to “cater to everything” at all.

You just have to hit the nail on the head.

When managing, don’t be an all-round superhero, be a precise sniper

As a manager, I don't seek to please everyone or solve every problem.

I only focus on one thing:

Minimize the effort and create the greatest results.

这 是科学, but also art.

Management is not a job of "taking care of people";Tools to amplify results.

Every resource should hit the target as accurately as a missile.

As Peter Drucker said: "Efficiency is doing the right thing, and effectiveness is the whole meaning of management."

Summary

• Management is not about everything, but about actuarial investment
• Every action must bring more than three times the return to be worth doing.
• Resources are limited, don't waste them on small things with low returns
• Find those high-leverage actions to leverage the entire company's profits
• The ultimate goal of management is to do less but make more money

Stop being the “nice guy” or “firefighter” in the company.

Start now withROI thinking reconstructs your management logic.

Don't ask for quantity, but ask for accuracy.

This is the starting point of winning.