Lead:

For a business to be a sturdy and durable bucket, it must first find ways to increase the length of all boards. Only by keeping all the boards at a "high enough" height can we fully embody the team spirit and fully play the role of the team. In this competitive era, more and more managers are realizing that the ability of just one employee in the organization is weak enough to influence the entire organization to achieve the desired goals. And the best way to improve the competitiveness of each employee and effectively unite their strength is to educate and train employees.

Peter, an American management scientist, put forward a famous "barrel theory".

The barrel theory states that in order for a barrel to be filled with water, each plank must be equally flat and undamaged, and if one of the planks of the barrel is uneven or there is a hole under one of the planks, the barrel cannot be filled with water. It is said that the amount of water that a bucket can hold does not depend on the longest plank, but on the shortest plank. It can also be called the short board effect. No matter how tall a bucket is, the height it holds depends on the lowest plank in it. According to this core content, there are two corollaries of the "bucket theory": first, a bucket can only be filled with water if all the planks on the barrel wall are high enough. Second, as long as there is a piece of water in the bucket that is not high enough, the bucket cannot be full.

Economists often use this phenomenon to illustrate that in economic activity, it is often the weakest link that affects the overall performance and even leads to a total collapse of the whole. Therefore, in the process of resource allocation, in order to achieve the optimization of allocation, it is often necessary to work on weak links.

For a business to be a sturdy and durable bucket, it must first find ways to increase the length of all boards. Only by keeping all the boards at a "high enough" height can we fully embody the team spirit and fully play the role of the team. In this competitive era, more and more managers are realizing that the ability of just one employee in the organization is weak enough to influence the entire organization to achieve the desired goals.

And the best way to improve the competitiveness of each employee and effectively unite their strength is to educate and train employees. Corporate training is a meaningful and practical work, and many well-known enterprises attach great importance to the training of employees.

According to the authoritative IDC company, the total cost of employee training in the United States will reach $11.4 billion by 2005, and GE President McNeill, who is known as the "best manager" in the United States, declared that GE's annual employee training expenses will reach $500 million, and will increase exponentially. Hewlett-Packard has an in-house education program on management practices, and this training program alone costs millions of dollars a year in research funding. They study not only the content of education, but also which type of education is more acceptable to people.

In essence, employee training is to increase the capacity of these "buckets" and enhance the overall strength of the enterprise through training. In order to improve the overall performance of the enterprise, in addition to the training of all employees, it is necessary to pay more attention to the development of "short boards" - non-star employees.

In practice, managers often pay more attention to the use of "star employees" and ignore the use and development of ordinary employees. If companies focus too much on the "star employees" and ignore the general employees, who make up the majority of the company, it will undermine team morale, and the talent of the "star employees" will be unbalanced with teamwork. And it turns out that it's hard for superstars to obey the team's decisions. Celebrities are stars because they feel that they have a different starting point from other people, and what they need is to keep raising the bar and challenge themselves. So, while it's easy to see the glow of "star employees," the non-star employees, who make up the vast majority of the company's population, also need encouragement. Three stinkers, one Zhuge Liang. Incentives for "non-star employees" can be much better than incentives for "star employees".

There was an ECCOM employee who was worried and not very interested because he had a bad relationship with his supervisor and could not be affirmed at work. Coincidentally, Motorola needed to seconded a technician from ECCOM to assist them in marketing services. So, after careful consideration, the general manager of ECCOM decided to send this employee. The employee was happy and felt that he had an opportunity to do his job. Before leaving, the general manager only briefly explained to the employee: "Go out to work, not only on behalf of the company, but also on behalf of us personally." I don't need to teach you how to do it. If you feel that you can't stand it, give a call back. ”

A month later, Motorola called: "What a great soldier you sent!" "I have a better one!" The general manager of ECCOM was really relieved while not forgetting to promote the company. When the employee returned, the head of the department also looked at him differently, and he himself became more confident. Later, this employee made a lot of contributions to the development of ECCOM.

ECCOM's example shows that paying attention to the incentive of "short planks" can make the "short planks" slowly become longer, thereby improving the overall strength of the enterprise. Human resource management can not be limited to the ability and level of individuals, but also should integrate all people into the team, scientific configuration, good steel can be used on the blade. Sometimes the height of the planks is not a matter of the individual, but of the organization.

If a person wants to achieve something, he should also pay more attention to his own shortcomings, because the size of his achievements, like the example of how much water is in a barrel, often does not depend on how many strengths he has, but often on how many weaknesses he has. His strengths only show that he has the ability to do so, and that is not necessarily the reason why he will be successful in this area, and his weaknesses often limit the size of his achievements.

The barrel theory clearly points out the truth that "disadvantage determines strength, and disadvantage determines life and death", so if a person wants to achieve something, he must find his "shortest piece", and once he finds his "shortest piece", he should make up for it as soon as possible, otherwise the loss it gives you may be devastating.