What are the barriers to action?

You're in the wrong place because of a management problem.

In my opinion, there are four main obstacles.

The first obstacle is the communication barrier, because the subordinates are unable to clearly explain the strategic intent, the desired goals, the implementation path and the critical control points to the subordinates, the subordinates often take their own actions according to their own understanding, resulting in the strategy being misinterpreted.

The second obstacle is the decomposition obstacle, in which the overall strategy is simply decomposed vertically and lacks horizontal coordination in the process of downward decomposition. The result is sectoral barriers and beggar-thy-neighbor barriers.

The third obstacle is the resource barrier, which cannot effectively combine the required resources and the tasks undertaken in the allocation of resources, resulting in the failure to proceed smoothly due to insufficient resources in the implementation of some key nodes, which in turn affects the overall process.

The fourth obstacle is the tracking obstacle, the lack of an effective tracking and review system, resulting in the inability to understand the implementation status in real time in the process, and the inability to carry out effective cause analysis and take corrective measures.

The above four points are based on my nearly 10 years of consulting experience.

1.Failure to truly grasp the value of the target;

2。hesitation, unable to weigh the pros and cons;

3。Get used to the guidance of others, spur and urge;

4。misjudging the current situation and opportunities;

In the end, the opportunity was missed, the fighter plane was delayed, and the opportunity to realize the ideal was missed.

Managers assign a task to employees, and employees have a fear of the task, and do not find a suitable method, and lack the confidence and determination to win, which will eventually lead to poor implementation. Therefore, in order to implement it properly, it is necessary to remove obstacles on the road to implementation, build confidence, make up your mind, and find the right way.

People often say, "Difficulties are like springs, if you are weak, you will be strong." In the process of implementation, there are conditions to go up, and there are no conditions to create conditions, this sentence is enough to express the determination and courage to face difficulties and face difficulties.

As an enterprise manager, we must have this kind of courage, with this kind of courage, there is no mountain that cannot be crossed, and there is no problem that cannot be solved.

Although there will be many unexpected difficulties in the implementation process, as a business manager, we must keep one thing in mind: do not persist until the last second, and never give up easily.

Managers should focus on solving the three major obstacles that affect the team's execution to ensure the team's combat effectiveness.

Obstacle 1: Cultural factors.

The three cultural factors that have the greatest impact on execution are human factors, ambiguous culture, and acquaintance culture.

Humanistic factors emphasize the ability of the first, the system of the second, although in the early days of the establishment of the enterprise, the ability to achieve the glory of the enterprise with super personal ability, but with the development of the enterprise, the expansion of the scope of business, the role of the ability to become more and more obstacles to the development of small and medium-sized enterprises. For example, seniority will greatly affect the cohesion of the team. Therefore, it is necessary to eliminate the humanistic culture and bind each member with a system.

The characteristic of ambiguous culture is ambiguity, for example, in the enterprise, employees often use words such as "maybe, probably, almost" to perfunctory inspections by superiors, which can easily lead to inadequate and incomplete implementation, which will seriously affect the team's execution.

Acquaintance culture refers to special treatment based on estrangement, just like after driving a car violation, you can ask an acquaintance for a favor and avoid fines and demerit points. If the company is full of acquaintance culture, then when employees do not perform well, as long as there is the care of acquaintances, they can escape punishment, so that the enterprise will be unfair, and the enthusiasm of the team will be greatly reduced. We must establish a corporate culture of "everyone is equal in front of the system", and punish those who fail to implement it according to the system.

Obstacle 2: Institutional factors.

A system with loopholes is more likely to lead to human errors, we must strengthen the system process, reduce the errors caused by human factors, so that the strategic decision-making of the enterprise is implemented under the protection of the system.

Obstacle 3: Manager level factors.

Managers must put the right talents in the right positions to maximize the value of talents. And when people do what they are good at, their motivation will be higher and their creative performance will be maximized. This is also an important measure to ensure that implementation is in place.

All in all, as long as an enterprise has a strong executive team and constantly overcomes the obstacles that hinder execution, it can have the core competitiveness to win.

Executive function refers to the ability to establish goals, formulate and revise plans, and implement plans to carry out purposeful activities, and is the ability to comprehensively use knowledge and information. Executive dysfunction is associated with damage to the frontal-subcortical circuit. When performing dysfunction, patients are unable to make plans, perform innovative work, self-adjust according to rules, and make overall arrangements for multiple things.

During the inspection, it is not possible to complete a more complex task (e.g. the Tower of London test) as required. Executive dysfunction is commonly seen in vascular dementia, Alzheimer's disease, Parkinson's disease dementia, progressive supranuclear palsy, dementia with Lewy bodies, and frontographic dementia.

Some researchers believe that "executive function is a cognitive model that consists of the output elements of the effector, including inhibition, work memorization, and organizational strategies necessary to respond". This view only lists some of the components of executive function, but does not further explain the substantive issues of how executive function is acquired, the various components of executive function, such as what functional relationship exists between planning and self-awareness. In addition, many researchers are very aware of the role of working memory in the development of executive function, and believe that changes in the actual capacity or functional capacity of working memory will directly lead to different manifestations of executive function, and propose the "working memory theory of executive function".

It is true that the development of various aspects of executive function depends largely on the development of working memory, but it is clear that the limitation of working memory capacity alone cannot explain all the phenomena of executive function. Some people also combine working memory and inhibitory control, believing that executive function includes inhibition and working memory, and proposing "working memory and inhibition theory of executive function".