This is a book about management methods, which is aimed at the post-90s generation. It seems strange, but it is not strange at all. I believe that in the near future, there will be books for the post-00 generation. Strange to say, because, when it comes to management methods, why should the post-90 s be listed as the object? Not surprisingly, it's because the post-90s generation is really different. The original effective management methods were used on them, but they didn't work.

Therefore, the author Han Qingfeng's writing ideas are very clear. He first gives real cases to help readers understand what the post-1990s performance is, and then analyzes the reasons behind the performance. The author focuses on the analysis of values, and the author writes:

This reminds me of the TV series "One Servant and Two Masters" I watched recently. In the play, the hero Yang Shu lives for others all his life, while his 18-year-old daughter Yang Shumiao lives for himself. It is precisely because of the different values that conflicts frequently occur between father and daughter. This is true in the family, in the unit, and between the manager and the managed, isn't it?

The solution given by the author is "light management", which prevents intergenerational "war" through a series of steps such as softening conflicts, diluting authority and strengthening boundaries.

The first type: softening the conflict. To put it bluntly, you should deal with emotional problems first, and don't ignore the demands of employees. For example, employees born in the 1990s submitted a proposal to you for adoption, so you should communicate with them in time, rather than ignore it.

The second type: dilute authority. To put it bluntly, don't make yourself a thing, mom. The experience we have accumulated for many years can be done in other ways now. Don't think you are great. Take the initiative to understand and adapt to the post-90 s communication style, otherwise you may not even find employees in the future.

Third, strengthen the border. The first two types of concessions are for the progress of the third type, that is, to make the post-90 s have a correct sense of role. With a correct sense of role, there will be planned behavior.

The author summed up the characteristics of the post-90 s with the words "indifference" and "fearlessness", which can be said to be very accurate. It is precisely because of this special feature that unusual management strategies need to be adopted.

The first is the selection process, which adopts the strategy of "catering to habits and giving priority to interests".

The author's suggestion is to enhance the attraction of the post through "redesign" and make the work interesting and meaningful; Find a suitable channel, such as Weibo, the effect of recruitment may be better than traditional channels; Making good use of conflict situations, investigating and handling methods ... this reminds me of my classmates working in Tencent. Every time I see her basking in her "happy time" in the "Goose Farm" in a circle of friends, I will sigh that it is no accident that a big company can become a big company.

Secondly, the induction training link adopts the strategy of "focusing on Italian and French, persuading and transforming".

Treat new employees with emotional input and treat them as one of their own. When training, we should teach students in accordance with their aptitude, guide them according to the situation and complete career shaping. There are too many dry goods here. Please buy them.

Secondly, the daily management link, using the strategy of "maintaining prestige and building trust, focusing on combing".

"Sense of existence" means that after the managed person and the manager have established a full trust relationship, the managed person begins to respect the manager. With trust, we can "focus on things but not people" and help employees grow up; With trust, managers can become coaches of employees and eliminate obstacles in employees' mentality; With trust, managers can decentralize with the managed; With trust, the managed can abide by the rules.

How to establish a trust relationship? The strategy of "removing obstacles and changing hearts for hearts" is used.

What we need to get rid of is stereotypes. Don't always think that you will muddle along after 90. What needs to be removed is the noise in communication. When the manager and the managed can listen and talk well, communication is natural. "Heart for heart" means using psychological contracts and informal organizations to help the post-90s gradually integrate into formal organizations.

Finally, how to make the post-90s self-manage effectively and use the strategy of "standing in the front line and making good use of the team".

"Standing on the front line" refers to thinking and solving problems with tree thinking. "Making good use of the team" refers to using the team to resolve the post-90 s individualism.

Finally, how to retain the work passion of the post-90s generation and adopt the strategy of "meeting their wishes".

To put it bluntly, it is through direct satisfaction and timely satisfaction that the post-90 s get internal incentives. Let the post-90s have a sense of participation, and turn "flexibility" into a privilege, such as temporarily not punching in after finishing, and not going to work in the morning during the World Cup. ...

I have to say that this book is full of dry goods. If you are a manager, buy one immediately and get rid of the post-90 s for 20 yuan. If you are born after 90, buy one quickly and find that your problem is more important than anything else. If you are a post-90 s parent, buy one quickly, and you can also "deal with" your post-90 s at home.