"Consensus Management" New Realm
Creeds, mottos, etc. are often the sublimation of the consensus and goals followed by the organization. Through the establishment of consensus, the organization establishes the team's management principles. For example, the creed "Out of many, one" passed by the U.S. Congress during the Revolutionary War.
Establishing a consensus-based management model is not easy. To build a palace of "consensus management", four pillars need to be forged: investment and enthusiasm; manage first and then manage; walk around and participate; positive attraction.
1. Supervisor’s investment and enthusiasm
主管必須有設定目標的能力並保有內在的熱情。目標是領導者激勵追隨者的打火機，點燃他們心中的火焰。1成功的人看見目標，而不被細節鎖住。領袖對人和所承諾的都有熱情，追求卓越，就像列王紀中挑戰巴力假先知的以利亞，他祈求上帝降火燒盡祭品，證明耶和華為惟一的真神。以利亞無懼敵人眾多，向上帝呼求：「上帝，證明我說的話吧！」結果火焰裂天而降，燒盡祭品。以利亞義無反顧，對其許諾有強烈熱情，是領導人的典範。2
當領導者「不只是為保持現狀而奮鬥」3，而是具備高過眼前一切的胸襟，能描繪出工作更高的價值，熱愛生命，樂於分享自己，予人盼望4，就會令人樂意跟從。
Supervisors with character can become good role models for their subordinates if they can demonstrate commitment and enthusiasm in their management duties.
2. You must first "manage" before you can "manage"
The starting point for supervisors to build consensus is to understand that they must first "manage" before they can "manage".
「理」的能力首在解決組織現有的難題5，包括了解當下狀況，且運用「三點見效」策略：設立停損點、找出癥結點、翻轉痛點（這部分將在實例一「請假共識公約」中說明）。
Secondly, before new measures and tasks are implemented, a buffer period should be established to take effect, handover and completion. For major changes, first seek the opinions of "key people" in a low-key manner; when adjusting work positions, start by asking senior personnel "Do you want to change?" If you have suggestions, you can ask everyone's opinions on the spot; if there are no opinions, follow up with individual interviews in advance. Adjust and execute according to your wishes. You can refer to previous examples when working on projects, but there must be changes so that the team can get used to the changes so that they can maintain the momentum to move forward.
Managers need to have insight, understand the problem, and be able to lead the team to complete the task in a feasible way.
3. Take action, walk around and participate
常言道：「帶兵要帶心。」評估組織動員能力的強弱，在於「你能不能帶得動你的人。」掌握共識管理的領導人要走在隊伍前面，因為你無法從後面去推一條棉繩；但只要從一端拉起，就會拉得動。這是主管的帶頭作用。除此之外，主管也需花功夫和部屬相處，關注他們，以身作則，活出你所說的樣子。6
When an organization makes a mistake and a project or project must be "knocked out and redone", it must be related to a lack of management effectiveness, like a screw being loose. "Moving around and participating" can avoid or reduce errors.
Good managers do not treat their subordinates as tools, but as integral members of the team. Cowboys in the American West chase and shout after the cattle, and the shepherd dogs cooperate with the chase on the flanks to drive the cattle to the next grazing land. The Bible describes the shepherd "having let out his sheep, he goes ahead, and the sheep follow him." (Refer to John 10:4), and also said, "Lead me beside still waters" (Reference Psalm 23:2). The cattle in the former lack direction and are just livestock. The cattle collide with each other and injuries are inevitable. The shepherds of the latter "call their sheep by name and lead them out." (Refer to John 10:3) Although the sheep are weak, they can be led to the next green pasture by the shepherd's firm leadership and gentle care. This is a picture full of spiritual beauty. Doesn’t Heavenly Father also call us by our name?
主管須身體力行，常常走動參與，才能認識你的羊，帶得動你的團隊。7
▲The appeal of a leader is reflected in how many supporters there are behind him. Therefore, managers must know their sheep (team) and they must also let the sheep know themselves.
4. Positive attraction, encouragement and concentricity
How strong a leader's appeal is can be seen by how many supportive people are behind him/her. Therefore, it is not enough for a supervisor to just know his/her sheep (team); the sheep must also know him/her.
Consensus management is "two-way communication" that goes back and forth. The author encourages Christian supervisors to let their subordinates understand their thoughts and share their passion for work and spiritual vision most of the time.
要和部屬建立患難與共的情感，除了身體力行，走動參與外，主管還必須用正面肯定的態度講述同仁正在做的事，有決心去改變辦公室消極的工作態度，對大家所追求的目標及所在乎的事，要用自信熱切的方式不斷提醒。主管與部屬「立場一致而且堅定不移」的態度，可以推動團隊往主管所希望方向走。8
When supervisors are willing to communicate, subordinates have rules to follow, and colleagues have a set of standards to measure their performance in the office, they will be willing to pay the due price to comply.
領導者不去面對或不做困難的事，終究會帶來麻煩9。我會去規劃並執行過去想做但失敗的事，或接受建議做新的嘗試，來激發團隊的求勝心。
However, this approach does not come without a price. Sometimes the proposal will be rejected by the superiors and criticized by other departments. When morale was low and things were setback, I persisted in daring to be different. I encouraged everyone with the ancient Greek Spartan motto "I Choose": "I choose what you don't want to do, so I can complete it for you." What is impossible.” I often inspire everyone to pursue courageously and selflessly, believing that “it is God who works in you both to will and to do of His good pleasure.” (Philippians 2:13)
Only with positive encouragement from a good leader will your sheep recognize your voice and be willing to face challenges with you.
Example 1: Consensus Convention on Asking for Leave
I have served as a supervisor in three large units in Taiwan and the United States. The three large units have a common feature, that is, they have a considerable amount of grassroots manpower. The most representative form of grassroots human resources management is vacation management.
After taking office, I found that all three units lacked clear vacation regulations, and even those regulations were not fully disclosed or implemented. The result is that colleagues are rushing to ask for leave (for example, if there is a big sale on air tickets). As for routine leave arrangements, because there is no way to understand the overall leave situation, colleagues are always uneasy before their supervisor approves it.
On the other hand, supervisors do not have manpower control targets as a basis for accurate refutation. Over a long period of time, they have formed the concept that "if you ask for leave, you must be accurate, and if it is not accurate, it is unreasonable." Therefore, people who are preparing to go abroad often buy air tickets first, book a hotel and then ask for leave. There are endless situations of "cutting it first and telling it later". Due to this vicious cycle, when manpower is tight, supervisors can only tearfully grant leave. In the event of a "force majeure" emergency, manpower deployment is even worse.
I first understand the problem and set a stop loss point: stating that all approved holidays will take effect unless they cause extreme human difficulties.
Secondly, the crux of the problem of being unable to control leave is that the leave situation is not announced, and no one knows the leave status of others. In addition, the supervisor has not set an upper limit for the number of people who can take leave at the same time. Therefore, although colleagues have leave, they can only try their luck as to whether they will be allowed to take leave. Or guess the mood of the supervisor. In this regard, I drafted a preliminary "Consensus Pact", solicited everyone's opinions, and began to formulate new measures. Set up a buffer period of one to two weeks before the new measures take effect, waiting for colleagues to be fully aware of them.
New measures are by no means a whim, but "real". In addition to establishing credibility, it can also first allow colleagues to adapt and adjust their original vacation plans. "After the new regulations come into effect, everything will follow the new regulations. But starting from today, during the grace period, you should discuss it with me before submitting the leave form before it takes effect."
In order to reverse the pain point, as a supervisor, I call on everyone to support the consensus agreement on leave. It is in the interest of everyone, including myself. Because there will be no vacation without work, you should prioritize tasks before taking a vacation to remind everyone that "improper vacation arrangements will make people who take vacations feel uncomfortable and make those who stay unhappy." It is appropriate. A good vacation arrangement will allow those who take vacations to get what they deserve, and those who stay will be happy to take over.
One month after the implementation of the leave consensus agreement, the results were unexpectedly good because everyone benefited. What colleagues deserve is guaranteed by the system; there is no need to be suspicious when asking for leave, and there is no need to look at the supervisor's face or mood. As long as it complies with the convention, it is almost always allowed; there is only one reason for not allowing leave, and that is whether it complies with the consensus convention.
Example 2: Consensus to pursue excellence
The author has prepared an outdoor celebration with more than 1,500 people. In terms of limited budget and manpower, it is a very large event organized by the organization itself (not commissioned to a professional company). The preparation period lasted more than four months, mobilizing 70 administrative manpower and 200 professional manufacturers. At the beginning of the task, I set the timetable and task grouping based on previous examples, and reminded everyone: although this is an annual event, in addition to daily routine work, we must prepare to "work with one hand and hold the weapon with the other", professionally and Complete tasks with high quality.
I set the activity goal of "confidence, professionalism and elegance", and used goal management, time management, resource management and team management to achieve "things are in place" (setting sub-goals and expected results) and "people are in place" ” (Establishing team leaders, members, supporting manpower and manufacturers), “Making things in place” (distributing work to the team, finding channels and resources, completing it within a deadline, and seeing results).
I put the highest standards in the hearts of every member, and make "pursuing excellence" a habit in everything I do, and constantly reiterate the team's goals until they are completed (a passionate commitment to the goal).
In order to improve the overcrowding phenomenon in the past, I formulated the strategy of "activating 3+1 core operation crowd flow" to disperse the crowds. During the execution process, I fully trusted the team, but I personally followed the example and participated (getting to know my sheep) to avoid mistakes and maintain efficiency and quality.
Since the event venue is vast, there are thousands of details, and new situations may occur at any time, the entire preparation work is more important than anyone can imagine. When I worry about gains and losses because of my pursuit of perfection, God reminds me to pursue excellence, but not to use "flawless" to prove my ability and win the recognition of others, but to return to the original intention of the divine work: no matter what the result, Christ The disciples should become the conduits of the gospel through the execution of activities and dedicate everything to God.
The Lord’s word and grace are with me, allowing me to surrender completely. After the event, it was well received. Not only did it present the reception goal of "confidence, professionalism, and elegance", but many of the highlights of the planning were also praised. It was also highly recognized by other supervisors. What's even more rare is that all the shortcomings of last year were improved. When we trust fully, God sustains us even in the smallest details. During the event’s celebratory tea party, I congratulated the entire team and affirmed that “the pursuit of excellence is in our DNA.” Hallelujah!
總之，「共識管理」不只是一個觀念，更是值得追求的新境界，它要求管理者的投入與熱情，先理再管，走動參與，並正向吸引。共識管理的內涵是源於愛，一位高尚的主管「必須愛你的屬下甚於愛過你的地位」10，讓人們「看到你們好行為，並將榮耀歸給你們在天上的父。」（參考馬太福音5:16）
1. "The Indispensable Qualities of a Leader", written by John Maxwell, translated by Xu Xianguang, Cornerstone Culture Company, Taipei, P19-25.
2. Refer to "Jesus CEO", written by Laurie Beth Jones, translated by Lu Zhiqian and Zhang Sizhong, Think Tank Culture Publishing, Taipei, P32.
3&4. Ibid., P175.
5. Same as above, written based on P118-122.
6. See "Jesus Talks about Leadership" p143, 117; "21 Characteristics of Leaders" p41.
7. See "Shepherd Leadership: Leadership Wisdom from Psalm 23", written by Blaine McCormick and David Davenport, translated by Ge Yaojun, Enlightenment Publishing House; "Shepherd's Management Wisdom: Seven Keys to Effective Management", Dr.Kevin Leman, Written by William Pentak, translated by Li Chengyue, published by Zuzhi Culture Co., Ltd.
8. "Nudge: Improving Decisions About Health, Wealth, and Happiness" by Richard H. Thaler & Cass Sunstein, translated by Zhang Meihui, Times Publishing House, Taipei.
9. Same as note 2, p16.
10. Same as note 1, p155.
John Chen, has worked in major cities in the United States for many years. During his work, he led the team to handle many large-scale events and carried out organizational management transformation. I believe that with love leadership, nothing is impossible in the Lord.