How Do I Become a Planning Supervisor?

Failure to plan is tantamount to plan failure.

How to manage without planning

Without proper planning, competent management cannot be achieved. In this book, Gold demonstrates the core nature of management: planning is so important that all decision-making, execution, supervision, and teamwork work around it. And tell us how to effectively set management goals and formulate management plans. Planning is the basis of management and the premise of all project operations. Excellent managers and department heads are masters of planning. Similarly, the only secret to building an excellent team and growing it is to learn to plan and then implement it in place. No matter what career, department or any job you are facing, you should know "plan first".

In the book, Gaode explains to us a new "management action system" created by him, the purpose of which is to help each manager establish an efficient working mechanism and reform his own ideas. The author also introduced us a large number of mid-to-high-end cases of Fortune 500 companies, analyzed and summarized the relationship between planning and management in different fields in an easy-to-understand manner, and introduced a lot of practical methods. The author also conducted a detailed analysis of the differences and operations of large enterprises, large teams, large departments and small enterprises, small teams, and small departments. Managers at different levels can learn valuable experience from the book.

Gaode, founder of Gaode Survey. For the past ten years, he has been engaged in management consulting, providing professional training services to thousands of companies worldwide and government departments in many countries. Especially in management planning, decision-making and execution, the author has rich experience, and many middle and senior managers of Fortune 500 companies have accepted his guidance. Author of best-selling books such as Brainwashing and Faith.

Part 1 Learn to make plans to be the five problems that managers often encounter / 002
"I'm always stuck in decision making!" / 012
The first step to becoming a Master of Planning: Changing Management Awareness / 017
A good team is in charge, it is planned out / 021
The purpose of Part 2 plan: The plan allows managers to be deliberate and unsuccessful.
Help yourself to persist, then persist / 034
Avoid scourge with rigorous plan / 038
Make everyone a link on the chain / 044
Improve the input-output ratio of management / 053
Better for customers / 060
Part 3 The core principles of planning: what can and can't make a clear and attractive prospect / 068
Reliable steps / 072
Taking into account everyone's interests / 075
Fully Mobilizing Resources / 078
Must be executable / 080
Part 4 Macro Plan: Formulate the development strategy of the company. Excellent managers have an overall vision / 084
Master the industry cycle and reduce the difficulty of management / 091
Make a Persuasive Vision Plan / 097
Macro plan to grasp the four principles / 103
Part 5 No plan can ignore details. Managers must prevent micro-duration / 108
Develop schedules for different stages / 114
Emphasis on process control: controlling the project from beginning to end / 118
Putting Safety Management in the First Place / 122
Taking into account the psychological factors of the performer / 124
Part 6 Managing Time with Efficient Plans Perfect Time Planning: Improving Efficiency and Achievement / 132
Improve management processes and optimize schedules / 136
Save Our Meeting Time / 139
Managers should do one thing at a time / 143
Strictly limit "event time" / 146
Preparation of weekly work list / 150
Part 7 Use a complete plan to ensure execution

sequence

Forewarned is forearmed, without prejudging the waste. This sentence illustrates the importance of planning. Every manager wants his team to do the company's business step by step and avoid accidents. But we also know that few people can do this all the time-at least in the eyes of managers themselves, this is a very difficult goal.

In September 2014, I went to an industrial park in Hangzhou to participate in a local entrepreneur forum. The dozens of entrepreneurs attending the conference are members who we are going to invite to Los Angeles to participate in the "Entrepreneur Management Training Course", and also received 100 corporate executives from the American business community. At this symposium, we talked about management issues the most. Among them are not only billions of large corporate executives, but also mall rookies that have risen rapidly in recent years. These people are good at business, they are a good hand in business, and they are smart negotiators. However, the internal management of the company is relatively helpless. It doesn't know how the team should lead, nor how to plan the business.

One of the most frequently asked questions is: "How do I manage my business today when the economy is undergoing a major transformation?"

Many managers now face such problems. They feel that the business is not difficult to find, but the management is difficult to do well, so they often make small achievements in big business and grind big opportunities into small opportunities. An executive said to me, "In the past ten years, I started from scratch and founded this company, defeated countless opponents, and accumulated assets to the level of today. I can also be regarded as a successful entrepreneur. But when I met internally, I ca nt figure out any management issues. I think I have nt learned the core skills after being a manager for so many years!

He is a hands-on boss who goes to the company headquarters and the factory below to work every day, take the lead in work, and get up early and return late. The amount of work that he needs to deal with is very large. He strives to personally review and give guidance. He is busy with the management team, but the problems facing the company have not been resolved because of this hard work: important. My business is coming up but not delivered in time; customers often complain; the main line of the business is unclear, the product positioning is unclear; the brain drain is severe; the capital chain is often broken ... As an operator and manager, his confusion persists: "Why do I work so hard to manage the company?"

I have done a lot of investigations on this issue at home and abroad. There are not only Fortune 500 companies like GE, Siemens and Panasonic, but also emerging companies like Xiaomi and BYD. Many team leaders work diligently every day, but in the end, they find that they have not managed their own department, and have not shown the proper control over the business and projects. What's wrong with their management? In recent years, through the study of more than 40,000 management cases worldwide and the summary of problems found during training, I think the biggest mistake these managers make is the neglect of the plan-too much emphasis The metaphysical management model ignores the ability to make practical plans based on the company's own situation.

When you learn to plan, you create a template for yourself. It is very effective in solving practical problems in our management. What is planning? What is its relationship with management? For example, this troubled boss, how should he solve the problems he faces?

First, he needs to make a management plan to manage his direct reportsthe heads of various departmentsnot front-line employees. He has to let the middle-level executives around his different needs, come up with a solid solution to choose, and then make the final decision by himself. Based on teamwork, he came to make big, planned decisions.

Second, he must know how to formulate a business management and control plan to guide and standardize the production arrangements of the factory, and then let the managers in the following links make corresponding production plans based on this guidance plan, as well as the market, Working principles of the sales department. It can be said that this is the operating foundation of the enterprise and the lifeline of the cause. From order to raw materials, from processing to sales, from advertising to after-sales, the entire process should be strictly implemented in accordance with a large plan to achieve step by step.

Finally, he has to make a reasonable time plan for himself, and devote all his time to what he should do as the boss, instead of wasting a lot of time in all the trivial aspects. This is actually our requirement for all managers in the field of time management-you are responsible for grasping the framework of enterprise management and controlling the direction of enterprise development, so that everyone on the ship of this enterprise understands what should be done now and what should be done in the future .

As for how to become a well-known manager, many management books now explain to people one after another, introducing various fashionable concepts and theories. Managers also go for training everywhere, but all have little effect. The bottom line is that they deviated from the essence of management. Management is not a high-level discipline. It is closely integrated with the actual business of our company and is highly targeted. In particular, managers need to have excellent "big plan" capabilities: the perfect integration of decision-making, planning, management, and execution. In the end, a good situation of strong and effective "big management" was created.

If managers do not plan, the company will not have a sense of direction, and it will lose its efficient execution. The manager's mind determines the order, prospects and reliability of the actions of the subordinate team, which will definitely affect the process control of the work and the quality of the product. A thriving company, the people responsible for managing it don't know how to develop in the future? You can hardly imagine such a scenario, because it can have disastrous consequences. Lack of planned management will cause internal chaos, and will also cause employees to lose their sense of belonging, and then the team will fall apart.

At present, China's economic structure is facing a huge transformation, and the economic situation has become extremely grim. This is obviously a greater test for managers. How many companies survive has become an extremely important issue and a dilemma faced by managers.

In the face of a crisis-ridden future, can you point out a bright direction?

Can you give them a sense of stability when facing a heart-wrenching team?

In the face of a wolf-like opponent, can you formulate a reliable strategy to lead your subordinates out of the siege?

Especially at this time, you will understand the importance of planning for managers! This is where our decision-making and action power comes from, and our future destiny is also determined by it. In this book, I will explain the significance of planning for management through real cases from various industries and how to solve practical problems through plan management. I hope that everyone who is engaged in management can find a specific solution suitable for them and formulate long-term management countermeasures accordingly.

Gaud

Practical rules for managers to "plan"

Time Rule : Manage your time first, and then make a management plan

Profit rule: All plans are for profit

The law of data: value data, but do not be affected by numbers

Communication rules: did you communicate before planning?

Incentive rules: Without incentives, there is no plan for implementation

The right rule: choose the most suitable person to execute the plan

Team Rule: It takes a team to complete the plan. Every effort must be made to improve your team ability.

The Law of Integrity: You must implement the integrity management of the team

The rule of caution: Think about what you missed before you announce your plan

Law of release: relax, then come back

The overall rule: Prioritize the overall schedule

Effectiveness rule: the purpose of the plan is to improve efficiency and save time, not the other way around

Law of authorization: formulate authorization plan and use the system to manage authorization

Meeting rules: All meetings that can be replaced by phone or email should be cancelled

Focus on the law: to ensure your own concentration, to do things from beginning to end

Simplification rule: make the simplest workflow, because the more efficient the easier

The Law of Goals: Discover and set unique goals, not follow others

Law of continuity: the purpose of the plan is to make the growth of the company continuity

Discussion rules: allow maximum debate, make the best plan in the discussion

The principle of opinion: If your opinion is correct, you must insist on your opinion ^[1]