高校问答樊凡的歌曲普通朋友:英文翻译!
来源：百度文库 编辑：高校问答 时间：2024/05/08 17:26:56
What about the superstar -- the super salesman... or super purchasing agent... or superstar engineer. If he's really a superstar and you're really concerned that you'll go under if you lose him, make him an equal partner. (After all, you've just defined that you don't have a business without him.)
If you decide that he's just not quite that much of a superstar, then do what we alluded to earlier. Face up to the fact that you're not going to be able to keep him. Money will, at best, keep him only a short time. Unless you can keep him stimulated and challenged -- which is unlikely unless you have a very fast growing company -- it's just a matter of time until you lose him.
So help him make it as an entrepreneur. Encourage him and help him to spin out on his own, doing what he's doing so well for you, for a group of companies -- hopefully still including yours. That way you're likely to retain access to his talent. Otherwise, he's gone -- possibly to both your and his detriment.
One caution in all of this: This system encourages employees to make their own decisions. But you can't ask people to make their own decisions -- and then come down hard on them when they make a bad decision. They're going to make mistakes. In a sense, you want them to make mistakes -- people learn from their mistakes, not from their successes. But you're going to have to live with and clean up after their mistakes.
But the alternative is you making all the decisions -- and you don't have time for that (and there's the legitimate question whether all your decisions really would be "better"). In any event, your "job" is figuring out what the company should be doing in the future -- both internally and externally -- not in handling all the day-to-day details. It's awfully hard to see the forest when you're in the middle of it.
Conclusion
Maintaining employee motivation is just not that difficult if 1) you recognize that you can't "buy" it, and 2) you think about your employee's needs at least as much as your own. Would that more companies recognized these simple truths!
If you decide that he's just not quite that much of a superstar, then do what we alluded to earlier. Face up to the fact that you're not going to be able to keep him. Money will, at best, keep him only a short time. Unless you can keep him stimulated and challenged -- which is unlikely unless you have a very fast growing company -- it's just a matter of time until you lose him.
So help him make it as an entrepreneur. Encourage him and help him to spin out on his own, doing what he's doing so well for you, for a group of companies -- hopefully still including yours. That way you're likely to retain access to his talent. Otherwise, he's gone -- possibly to both your and his detriment.
One caution in all of this: This system encourages employees to make their own decisions. But you can't ask people to make their own decisions -- and then come down hard on them when they make a bad decision. They're going to make mistakes. In a sense, you want them to make mistakes -- people learn from their mistakes, not from their successes. But you're going to have to live with and clean up after their mistakes.
But the alternative is you making all the decisions -- and you don't have time for that (and there's the legitimate question whether all your decisions really would be "better"). In any event, your "job" is figuring out what the company should be doing in the future -- both internally and externally -- not in handling all the day-to-day details. It's awfully hard to see the forest when you're in the middle of it.
Conclusion
Maintaining employee motivation is just not that difficult if 1) you recognize that you can't "buy" it, and 2) you think about your employee's needs at least as much as your own. Would that more companies recognized these simple truths!
什么样的巨星--超级推销员. 超级代理或购买. 巨星或工程师. 如果他真有巨星,你真担心你,如果你走在了他,使他成为平等的伙伴. (毕竟,你只是确定,你没有他的营业). 如果你决定,他只是不那么多的巨星,那么我们提到过. 面对这样的事实:你不能挽留他. 钱,在最好的情况下,将他的时间很短. 除非你能留住他,刺激和挑战--这是不可能的,除非你有一个非常快速成长的公司--只是一个时间的问题,除非你失去他. 帮他做使它成为企业家. 鼓励他,帮助他失去自己,做他的好你这样做,一组公司--包括你还是希望. 这样,你可能会获得保留才华. 否则,他的消失--可能是你和他都不利. 所有的人小心:这个系统鼓励员工自行决定. 但你不能要求人们作出自己的决定--然后来打击他们,使他们一个错误的决定. 他们会不会犯错误. 从某种意义上讲,你想让他们犯错误--人们痛定思痛,从他们没有成功. 但你必须去面对和清理后的错误. 但是选择是你作出的所有决定--你没有时间,(有正当大家决定是否真的会"更好"). 在任何情况下,你的"工作",构思是应该做哪些公司未来--内部和外部--不是处理所有的日常细节. 这难得一见别人当你在森林中. 结论 维护职工的动机,只是没有那么困难,如果一)认识你,你不能说"买",2)你想想你员工的需求至少不亚于自己. 将有更多的公司认识这些简单的真理!