New leadership art

Author: Zhang Peichi
Publisher:
Publish Date: 2006-07-01
Features: Humanized Management Mechanism: The profit-sharing mechanism is crucial for company operators. If employees' livelihoods are primarily generated by the company, they will inevitably view the company as their life. Therefore, it is essential to closely align the interests of subordinates with those of the company. This will help you gain the enthusiasm and hard work of your employees.
In the UK, there was an incident where, on a weekend evening, a despicable terrorist secretly placed several timed bombs in the storefront of Spencer Company. After the explosions, not only did Spencer Company suffer significant losses, but several neighboring stores were also damaged. The explosion caused panic and alerted all employees of Spencer Company. The next day was a day off, which was usually a prime opportunity for the store to operate. However, Spencer Company was in a bind and couldn't open for business. In some companies, employees might dismiss the situation, thinking it's the leaders' responsibility to clean up the mess. But in this case, without any call to action, employees spontaneously arrived early at the store to clear the chaotic scene. While neighboring stores were just beginning to clean up, Spencer Company had already started welcoming customers and officially resumed operations. People couldn't help but ask: Why did the employees of this company behave this way?
In fact, if we understand the management methods of the company's leadership, we can easily find the correct answer. It is the management mechanism that closely links the tangible interests of subordinates with the overall interests of the company—where one suffers, all suffer; where one prospers, all prosper. There is nothing more motivating for employees than this.
Spencer Company is one of the largest retailers in the UK, selling clothing and food, and is also one of the companies in the UK that pays the most attention to employee welfare. However, the company's welfare is not the bread of a charity, forced upon you. The welfare is designed to motivate employees to work actively. As long as employees' interests are closely tied to the company's prosperity, they will treat the company as their own life, fully mobilizing their enthusiasm and maximizing the company's growth.
Spencer Company has always been concerned about and valued the welfare of its employees. The management views each employee as an individual, and each HR manager is responsible for the welfare, skill training, and other aspects of the employees they lead. This ensures that every employee in the company receives attention and truly embodies a people-centric approach.
To boost employee morale, the company built a high-quality staff canteen and provided multiple breaks during working hours, ensuring employees had ample energy to focus on their work. Every year, the company allocates substantial funds to increase employee bonuses and welfare. This is a considerable expense, but the management does not believe that such generous contributions only make subordinates see the company's care and attention. Instead, they believe that only by running the company well and doing their own jobs can employees earn substantial benefits.
Under this operational philosophy, Spencer Company successfully achieved its thriving business. This is the work method that closely connects the company's profits with the interests of its employees, significantly enhancing the company's cohesion. Regardless of their position or workload, employees from top to bottom take pride in working at Spencer Company—a valuable intangible asset.
For company operators, this is a simple principle: if employees' livelihoods are primarily generated by the company, they will inevitably view the company as their life. Therefore, closely aligning the interests of subordinates with those of the company will help you gain the enthusiasm and hard work of your employees.
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