"Generally speaking, the primary reason for executives defect to the enemy is that the original company has no room for career development." CEIBS Professor of Management, Executive Education Academic Advisor Mobley (WilliamH.Mobley) to tell " Financial Times, "" such as executives see the company's prospects, their lack of challenging work and so on. "
Beijing New Oriental School, the former president of humic is an example. After leaving New Oriental, founder of a new channel of humic
Education Cultural Development Corporation. The new channel object of courses and the new Eastern exactly the same part of the teaching staff and even come from New Oriental, and Mr Yu form a close combat situation. Turning to the reasons for leaving New Oriental, the humic complained "no voice."
Why executives have defected to the enemy?
Appears in Mobley, executive Enemy Another reason is that poor relationship with higher management, the so-called Road of different non-phase plan. Woerfugang. Bernhard reason sadly left the Daimler. Chrysler, and Mercedes-Benz CEO Schrempp inextricably linked.
By the end of April this year, Bernhard and the company's other eight members of the board of supervisors, on Schrempp buy stake in Mitsubishi and Hyundai performance after the challenge, and signed a deal to impeach him. When Schrempp secure his own position, leaving Bernhard is not surprising.
Companies lack an effective incentive mechanism, is also executive "Enemy," one of the reasons. "For executives, if income does not meet their targets, companies lack a fair mechanism, while competitors just have this condition, executives may therefore leave." Mobley said.
Executives Enemy Wind calm As high-ranking executives, their every move with the company's fate. "Executive's departure could mean the loss of important strategic business lost a major customer, as a result of vacancies for the financial crisis." Mobley think. This is contrary to the competitors.
Therefore, executives found the "Enemy" and wishes, if you want to leave corporate executives, naturally make every effort to retain. Huang Shiyou proposed business exchanges with executives, preferably through a third party. "It can get real information, to understand the real reason he left, and put forward corresponding measures."
Huangshi You think that once the talks fail, executives "collaborators" for the company's daily operations will not have much impact. "But because this crisis is very sensitive to the most is the psychological impact, especially in the lower ranks." He said, "well-known companies such as CEO's departure will cause the stock price shock, low morale."
In this case, Mobley proposed corporate executives or the board first thing to do is remain calm. After the crisis, almost all employees will unconsciously look to the principal leaders who focus on high-level expression of each movement and will cause employees of all kinds of speculation. Therefore, if the senior management of panic, general staff more alarmed.
Then, corporate executives or the board to communicate with staff on this issue and reduce their uncertainty. If corporate executives do not speak easily lead to the most senior corporate staff indifference, or has a hidden secret of speculation. In addition, to as far as possible to fill the relevant positions, reduce the power of blank time. Of course, this is based on the company based on the succession plan for the organization.
In the company's employees, most vibration is probably subordinate executives left the company. "Company executives should promptly go to the first line of the staff to understand the mood and the circumstances and staff, and to hear their proposals to prevent executives away to follow these people." Mobley said.
Take preventive measures But no matter how good crisis management, executives "collaborators" would mean a loss to the company.
Mobley that executives "collaborators" to a certain extent can be prevented. "Considering that many of the competitors, executives collaborators get more space for professional growth, corporate executives could be given more challenging work, more responsibility." Mobley said. Enterprises themselves should also have growth and development and to enable executives feel the future of a vast space.
Secondly, the design of a catch up with market incentives, such as performance-based pay system, such as stocks or shares. "Not only pay a competitive compared with rivals, but also help the company retain executives." For example, instead of 200 executives each year donate the shares, as the executive after 5 years of service to his 1000, if the executive would not be an option to leave halfway. I am a professional writer from Chinese Manufacturers, which contains a great deal of information about $keyword_li, welcome to visit!
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