联想、戴尔等全球名企ceo谈员工激励之道（Lenovo, DELL and other global enterprises CEO talk about employee motivation）

联想、戴尔等全球名企ceo谈员工激励之道（Lenovo, DELL and other global enterprises CEO talk about employee motivation） 联想、戴尔等全球名企ceo谈员工激励之道(Lenovo, DELL and other global enterprises CEO talk about employee motivation) Lenovo, DELL and other global enterprises CEO talk about employee motivation Lenovo, DELL and other global enterprises CEO, talk about employee motivation, 2008-12-20 15:11:08 A year's plan starts with spring. Want to let you in the new year the enterprises strive for further improvement, or a thorough promotion, in addition to the right decision, organization and management properly, improve morale and morale of staff motivation is also very important. The morale of the rainbow is invincible, we won the world's top secret CEO on staff motivation. Identify different levels of motivation Liu Chuanzhi, chairman of China Legend Group The challenge we face is how to mobilize the enthusiasm of 3 distinct groups: managers, middle managers and employees on the pipeline. We have different expectations for each group and each needs different incentives. Our management team needs a sense of ownership. Many of China's state-owned enterprises face a particular conundrum: they can't allocate shares to senior management. We took an unusual approach; we reformed the ownership structure and made Lenovo a joint venture, so that we could share the stock among all the managers. In addition, senior managers need to be recognized, so we give them the opportunity to speak to the media. To this day, none of our senior managers has switched to another company. Middle managers want to be promoted and become senior managers, so they tend to be most responsive to challenges, to seize opportunities, to demonstrate and hone their talents. We set high standards for middle managers and allowed them to make their own decisions and implement them. If they work well, they will get very good returns. Workers on the assembly line need a sense of stability. If they work hard and diligently, they can get bonus ahead of time. We also link the performance of the group with the company or department and link individual performance to the group. For example, we sometimes let teams decide how to allocate bonuses to the entire group, and the company provides only general guidelines. Step up speed to overcome difficulties Hank Maconnell, chairman and chief executive officer of Pfizer Inc. Moving towards a goal quickly, especially when the process is fraught with difficulties, can often arouse people's initiative. Knowing that the company is committed to rapid decisive action can encourage creative thinking and concerted action. In 2000, we were deeply aware of the merger between Pfizer and Warner pharmaceuticals. We successfully bought Warner, but we got a company whose morale was down because of the merger war. At the first meeting of the transitional group, I stressed the need to build a new company quickly, especially before our biggest competitor solved its acquisition problem. It's an ambitious plan: when the two companies agree to merge for just 5 months, look for the best way to combine Pfizer and Warner and prepare to operate as an integrated company. Time is very tight. The usual course of our agreement is of no use at this time. So we allow relevant people to act quickly and allow them to make mistakes - as long as their actions are in line with our basic principles: to keep the integrity of the company, respect for others, etc.. The importance of speed allows everyone to throw aside resentment and the battle of spheres of influence. In the American sales team, for example, more than 200 salespeople from both companies made recommendations for improving their business and policy, and almost every one was adopted. In the end, hundreds of transition teams from two talented companies formed a seamless new Pfizer that was fully operational in a few hours after the final document was signed. Encourage risk-taking Ross Pillari, deputy general manager of BP oil company Helping others to try what he thinks is risky is the most difficult. In the early 90s of last century, I was in charge of BP's American retail business. Lord Brown, CEO of the company, asked me to run the BP research and engineering company to make it more commercial. Brown thought I was the right person, but I thought the idea was bad. I am a businessman, not a scientist; in my opinion, I do not have the ability to lead a group of mathematicians and geologists. Why do I have to accept a job that is almost impossible and take risks in my career? Brown didn't try to persuade me. He asked me to talk honestly about what the job would be for me and my company. He also made clear that it would not allow me to take all the risks personally. As a result, I accepted the new position, and we succeeded in turning the research institution into a more business minded company. Personally, this is probably the most pioneering job of my career. This experience tells me that you can't and do not want to eliminate all risks. But you can help others get into a slightly uncomfortable area and achieve extraordinary results. The best thing to do is to openly and honestly discuss the possibilities of success, define responsibilities and responsibilities, spread risk across the entire team and the company, and give support in full confidence, no matter what the outcome may be. Care about small people Herb Baum, chairman and CEO of DELL People who are at the top of the company and earn the most money tend to forget how hard life is at the bottom. The company will be encouraged if a leader can feel the attention of his employees at the bottom. The first time I served as chief executive officer in the Quaker State company is headquartered in Pennsylvania, the oil city of the town. In this small town, the employees of the company live a frugal life, and every 1 dollars they earn are important to them. I remember hearing from these people that they would have to buy more than three, even the most basic necessities of life -- even the children's shoes. After hearing this, I returned the car I had allocated from the company. Today, employees at the bottom of the company depend on income from $20 thousand to $45 thousand a year to support the family. Last year, they should receive bonuses of about $500, while top management bonuses are many times as much as they do. So I applied to the board of directors, asking for 155 dollars from my bonus, 1000 dollars per person. For me and most CEOs, $1000 isn't worth mentioning, but it's a lot of money for people who support their children to go to school or pay for their parents' medical bills. If you control your desire for money, and employees see that. They will be very loyal to the company and will work very hard. At present, the company's natural rate of cuts has dropped to its lowest level in 11 years, and as everyone is satisfied with the work, we will have another good year.