This is how an e-commerce businessman leads his team: a letter every month to build relationships with employees

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The author of this article is Zhong Jiqi, the general manager and co-founder of Johomy Supernet Co., Ltd.. Thank you for your permission to publish. I would like to express my gratitude.

Because of Eddie’s suggestion, I have implemented a “monthly letter” mechanism for employees in the company’s management since last year. Because employees are not asked to write daily reports, and all performance in the e-commerce industry can be presented online through numbers, there is no need for employees to report back in order to know the specific results and progress. The point is, I don’t want to see it, but if I do, I will be out of touch with some general or back-office employees. Therefore, I decided to implement a “monthly letter” mechanism so that everyone can talk to me directly.

The interesting things begin like this…

At first, this letter became a monthly work report, but after I reflected on it, I felt that I had basically 100% control over these things, and I really didn’t need to spend time reading them. Therefore, I encourage employees to chat with me and share their thoughts or what they want to achieve.

Unexpectedly, this letter began to turn into a wish: from ovens, aluminum ladders, light tubes (surprise?) to microwave ovens (with electromagnetic wave-proof cloth outside)… Oh my God! Do I need to pay for these things within a month before I can purchase them? Am I so stingy? Therefore, I remind everyone again that some things can be repaid in time. You don’t have to wait for a month!

Next, letters from colleagues begin to review work efficiency, and the arrows may point to certain process and communication problems. Because during this process, I communicated with the team that our common goal is to “do not enter the office without entering the office.” Therefore, communication and efficiency between each other are very important. After all, we need to have both to achieve it, right?

Then, every month, based on the feedback from my colleagues, I selected the two or three most important things to solve. When everyone saw that the situation had been corrected and the results were really achieved…well, the “monthly letter” suddenly had nothing to write!

So, I can’t write this or that, so what should I do? Some people began to report that this letter was as painful as menstruation once a month. They didn’t know what to write? Therefore, I told everyone at the monthly meeting that I am actually very good at talking! Well, I just gave an example of “fruit fly” and talked about it with everyone for ten minutes. Then, in the meantime, I actually sent letters to employees every one to two months, and things seemed to be turning around again.

After receiving everyone’s letters this month, I suddenly felt a sense of accomplishment…

Well, everyone is starting to talk about the future. In the past, employees regarded this mechanism as a review and a “standard report”, but in fact they didn’t get much sincerity. However, after constant adjustments and adjustments, everyone also knows how reasonable I am as a manager (I speak for myself), how “open” the topic is, and how I really use effective ways to achieve and improve the things reported by everyone in the letter.

After that, everyone began to have a new imagination about this team and even the future of the company! I can also imagine my state at that time, so what touches me is that everyone has this company in their future blueprint. Not only do they hope to grow with the company, but they also look forward to sharing the dividends of growth with the company. Well, I think, this is “trust”, right?

When I reply to everyone’s letters every month, it’s like an in-depth communication. I look forward to and am happy to receive these letters. What’s even more happy is that when I reply to these letters, it’s as if they are sitting across from me and talking. This is a simple and effective way, and the team seems to be united more easily, so although we are still executing some very difficult things, with strong team support, everything is invincible.

The process of training a team is very hard, but the fruits are really sweet. Most of my colleagues in the stratosphere are senior managers, bosses and entrepreneurs. Everyone has their own great way of leading a team, but I think everyone should be in the same mood. I share my own methods and look forward to receiving feedback from my friends.

★ Photo Credit: unsplash.com

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