In recent years, the children's amusement industry is experiencing a booming period, and its market is expanding. Many people who are targeting this business opportunity are considering entering the army of amusement industry. But in the complicated market, there are also several happy and sad. Among them, management will be the key factor that determines success or failure. The following are some of the experiences of successful store managers, summarized by the successful ones, and shared with the practitioners here.
To cultivate a good store manager, the investor must first be a good store manager. Do not recruit a store manager directly from the outside, but train yourself. During the training of the store manager, you can become the store manager yourself, so that you can grasp the changes in the passenger flow and fluctuations in the performance of the park. Avoidance of processes; can establish direct contact with shopping malls and regular customers to facilitate the formation of a comprehensive monitoring system after handing over the park to the store manager; can have a deep understanding of the quality and integrity of each employee and form a training echelon.
A good store manager first has good quality, integrity, diligence, fairness, and no selfishness. There is no way to train, but to find people with such good quality potential, and then dazzle them. Secondly, execution is needed. Paradise is a business. Only action can make good results appear, especially franchised stores. Sometimes, it is not that the franchising company does not give support, but that the franchisee thinks it is more accurate and refuses to execute The requirements of the company, I have personal experience. Finally, there must be creativity, of course, this creativity can be cultivated. If a store manager has the first two qualities, as long as he leads and guides the store manager after each action, pay attention to the passenger flow and sales changes before and after the event, think and summarize, and allow the store manager to make mistakes in innovation. A good and innovative store manager will appear.
1. As a store manager, how to manage "strong personality" employees?
Solution: If the supervisor feels that the employee's personality is strong, the supervisor's personality is often weak. Employees have strong self-esteem, but they have some abilities. For employees with “strong personalities”, supervisors can adopt two strategies. One is to change the tough personalities of employees in order to soften them. Furthermore, only the ability of employees is used, but his qualities are not reused, and the “strong target” is gradually “tamed” through the strategy of “target management”.
2. Employees are susceptible to external temptations. How to improve employees' ability to resist temptations?
Solution: Employees are tempted not only for money, they may have gained some respect in your company, but they may not be reused. If the value orientation of employees differs from the company, it is inevitable to have new ideas. If employees do it for you, it's hard to entice outsiders. If employees are doing it for money, there is no other way than to raise it. If your management charm is greater than the charm of money, it is most reliable to use management charm to eliminate outside lures.
3. It's too difficult to find trusted employees today. Is there any way to quickly identify employees' loyalty?
Solution idea: If it is too difficult to find a trustworthy employee, the boss is likely to be uneasy about any employee, have low trust, and have a "paranoid" personality. To identify employees quickly, the boss must first have the ability to identify himself. I do n’t know myself.
4. How to make employees say more and do less?
Solution idea: Dayu's management thought in water management is to reward good and not criticize bad. Negative incentives tend to hurt employees' self-esteem. For the purpose of protecting themselves, employees will spend a lot of time and energy to justify themselves. In order to make employees who talk more do less, they should be more rewarded and encouraged, and less criticized and punished employees who talk more and do less. Once "do more and talk less" has become a team culture, people who "say more and do less" either become "do more and talk less" or fall off the team by themselves.
5. If employees with different abilities use the same goals for management and assessment, the enthusiasm of employees with low abilities will be discouraged; if they are evaluated with different goals, the enthusiasm of employees with high abilities will be traumatized, what to do?
Solution: The internal competition mechanism is often easy to make the stronger and the weaker. A team cannot use two sets of standards. The reality is that there are weaknesses and strengths. It is better to use the strong to the weak and use the "strong to help the weak" in the team. The concept of "strong and weak integration" group, the strong and weak opposition to strong and weak mutual assistance.
6. Can employees who are not reasonable use "management charm" for management?
Solution idea: The employee who does not speak of reason and reason actually emphasizes the "reason of reason" in his mind. He is likely to be dissatisfied or untrustworthy with his superiors. For such an alternative employee, he should use "management charm" for management. But the general "management charm" cannot be used. Otherwise, it is not only ineffective, but also very dangerous. This requires managers to work harder to improve their management charm.
7. How do you, as a supervisor, help employees who are generally “self-righteous” in their abilities to work in a realistic and practical way?
Solution: Self-righteous people are generally capable but face-saving, self-esteem is strong, most of them are high-minded, and they are somewhat disdainful of people and things. If managers are more powerful, they will often see their negatives. This type of employee usually has the skills and desires the boss to have specific requirements instead of just suppressing them. They should be less critical, less blameful, and more encouraged and praised. Give them opportunities to grow and match their abilities with their positions. This is a basic strategy to promote their ability to improve, and also a chance for their bosses to improve their management charm.