Stop the scale competition

 Stop the scale competition

Every manager dreams of having all employees feel a sense of ownership and cherish and love the company. Ultimately, a successful company depends on how much dedication its employees have. As someone once said, "A manager is someone who treats company money as his own, and an administrator is someone who treats company money as company money. Management is about making every employee a manager." So, recently, many companies provide extensive training programs and competitive welfare systems for their employees. But how effective are they really? To solve the problem, you need to face the essence of the problem head-on.

In "A Company with Heart" by John Abrams, co-president of South Mountain, tells a story of making every employee a manager. It is said that in the ancient Roman army, each soldier's daily ration was a large loaf of bread for two soldiers. The problem was that the soldiers often fought over who would get the larger portion. So the solution they found was to have one soldier divide the loaf, and the other choose their portion. John sold his shares in the company he founded to all employees and let them participate as managers.

"In human history, no one washes a rented car."

It is said that a couple who lived on Beanieard Island once built a house. The husband was a writer, and the wife was a judge. When he explained the construction process and handed her the contract, the judge wife immediately signed the last page and handed the contract to her husband. When the husband asked with a puzzled look, "Don't you read it?" the wife replied, "Of course, I should read it. But later. If there's anything you want to change, just call John and change it. So sign it." The husband immediately signed it. The essence of the steady growth of this company for 30 years lies in the fact that rather than competing on a scale, all employees were managers. They became one with the local residents. And they adhered to the basic principle of building a sturdy and beautiful home where their descendants could continue to live. Some people say that South Mountain will also fail like Mondragon. However, Mondragon neglected the essence of corporate management, which is survival and profit generation. And they engaged in a scale competition. As Malcolm Gladwell argues, organizations with more than 150 people begin to incur significant costs in managing them. Engaging in a scale competition makes it difficult to adhere to basic principles. Once you start violating basic principles, customers will turn away. #Stop #scale #competition

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