A new employee of a stone factory went to the shop for an internship, mainly to learn how to talk with customers, negotiate prices, and form orders. The employee has been internship for nearly two months and has mastered basic communication skills. More recently, something like this happened. New employees sell a stone to customers for 320 yuan per square meter. For this type of stone, there is basically no profit in selling this price. Under normal circumstances, this kind of order is never allowed. However, the employee still placed such an order. So the supervisor asked the employee: "You know the reserve price. Why do you sell this stone at such a low price?" The new employee explained this: "The last time you did not set such a single stone, is it 320 yuan per square meter?" The supervisor heard this explanation and laughed and laughed. Yes, less than half a month ago, she did set such a single stone, and it was selling 320 yuan per square meter. The question is, why do you sell such a price, and new employees simply don't know what the reason behind it is. For stone processing enterprises, limited by the stone specification board, the specifications of the stone that customers need to buy vary widely. In order to meet the needs of customers, it is inevitable that there will be stone scraps of various sizes remaining on the fixed specification board. Then, for small-sized scrap stone, it means that the stone is basically treated with waste. If the size of the stone that the customer needs is exactly the same as the size of the scrap stone, then selling more than one board means that you will earn more money. If you can't sell it, you can't bear to throw it away. The pile-up site is also a headache. Moreover, it is necessary to adjust and manage the stone processing site according to the actual situation. Among them, the more difficult to handle is the scrap stone. For a stone enterprise, in general, when selling stone, part of the waste scrap cost will be shared with customers. In other words, the customer has actually paid for the scrap. In summary, it is not difficult to imagine why the scrap can be lower than the usual price, and sometimes even the root cause of the purchase price or the purchase price below the purchase price. Let's go back to what happened at the beginning of the article. The new employees are selling to the customers far below the normal price without knowing the situation. So where is the problem? First of all, for ordinary employees, especially for new employees, how to avoid such problems in daily work? One of the things we often say is that we want employees to be conscious, proactive, and daring to deal with problems. This is not a problem. However, many times we have done things and we are not thankful. Where is the reason? That is not the way to deal with the problem. The "two-eighth rule" applies at all times, and it can also do good things for everyone, saving time and providing effective methods. However, many people generally understand it as serving customers and doing daily performance management. In fact, it is also very suitable in daily work. The core of the "two-eighth rule" is the key to grasping the problem, and most of the time is to do the main thing. What is the problem? What is the main thing? Many ordinary employees, especially new employees, are not clear or understand. So how do you know? In addition to the usual observation, careful thinking, but also need to master some skills. What is this skill? Do the usual routine work, and generally this kind of work will not go wrong. Where problems will occur, they are generally unconventional, especially abnormal. So what is the abnormal situation? Usually selling this stone is 380 ~ 400 yuan per square meter, but suddenly sold to 320 yuan per square, the basic and the factory price is almost the same. This requires a high degree of attention. Thinking with your heart is to think about this anomaly. At this point, you should consciously go to the bottom, not by imagination, let alone others do, you can do the same. Then, if you think about it in this way, it is easy to make mistakes. There is a case where a new employee comes to a trading company. After entering the company, he found that an old employee basically did not run outside the business, was late for work every day, and was playing games during work hours. The new employee reflected this phenomenon to the boss. The boss responded politely to the new employee. But the new employee is still constantly reflecting, and the boss will eventually ignore the new employee. The new employee felt that this company would be like this, and he would complain about the situation to the old staff. The old staff said in a mysterious tone: "You are young, you are still very tender! You know, the old staff who played the game all day, but the son of a certain director of our city. It is him, which is brought to our company every year. The business volume is more than half!" After the new employees listened, they suddenly realized. In other words, any abnormal phenomenon of the company needs to be followed by us. Doing things with heart, from a small point of view, is to pay attention to details. In the big respect, it is to grasp the key, especially to catch some abnormal phenomena that you feel in your daily work. Don't use simple logical reasoning, you can do it, why can't I do it? Others can play games when they go to work. Why can't I? Then, individuals may fall into crisis and make various mistakes. So, for managers? How do you deal with this problem. As a supervisor, we are able to blame our subordinates for this responsibility. This is not entirely the responsibility of the subordinates. The reason is, have you taught your subordinates? Is there a special education for anomalies when normal education is provided to employees? If you don't do it, you can't completely blame the subordinates. After all, everyone's ability to handle different things is different. However, many of our supervisors have a simple way of thinking, that is, they explore and grow up themselves because they grow up like this. If you manage your subordinates in this way, you need to pay a lot of "learning costs." To grow, employees need to learn. There are many kinds of learning. The lower cost is that the employees have strong learning ability, followed by the masters, and the third is to learn and grow in daily groping. However, in many cases, relying on daily learning and growth requires a price. 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September 26, 2018