Should There Be "Backbone" Employees Who Have Problems?

A salesperson with super ability is the first in performance and the champion in income. But there is something wrong with his personal qualities. Should he be promoted?

This is a problem that puzzles many business managers.

I have five principles in employing people. The first principle is moral principles.

I have said in many places that a person without moral bottom line will destroy a company.

Here I would like to borrow Inamori Kazuo's words: "we should choose the road that should have gone, and we would rather lose and persist."

What is the road?

The moral bottom line.

Morality simplifies business. When you choose a moral bottom line, you will simplify many things. "

To distinguish people from morality, bad guys must be driven away so that it will be easy to judge how to use this person.

But people don't think about it. They always think how much money I can give him and how much they can keep him.

If we only consider these fur and not understand human nature, we can not solve the problem at all.

What is human nature?

The answer is too complicated, or there is no answer at all.

Like many companies now pursue the theory of "nine personality", dividing people into 9 types is very complicated.

In fact, human nature can be distinguished from a very simple and fundamental point of view that everyone can easily identify, such as men and women, smart people and stupid people.

These distinctions are very simple, but after understanding these distinctions, management becomes very easy.

Taking men and women as examples, gender differences have a huge impact on management.

One of my trainees has been hanging around for several years, and the market can't do it. What can I do?

I asked him if he led the sale of a man or a woman, and he said it was a woman.

I told him that the problem might be here.

This is indeed the case.

While another student, who is complains of too many customer service complaints, I suggest that he go back to see if the company is mostly a male customer service customer. If this is the case, then the problem of increasing the number of female customer service staff will soon be improved.

When we understand human nature, management will become very easy.

How to select people, how to know people, how to get people together, how to employ people, if these problems are solved by human nature, you will feel that management is as simple as distinguishing between men and women.