一(yi)把(ba)(ba)(ba)(ba)手(shou)(shou)(shou)(shou)和二(er)把(ba)(ba)(ba)(ba)手(shou)(shou)(shou)(shou)的(de)(de)(de)區別非常大(da)，一(yi)把(ba)(ba)(ba)(ba)手(shou)(shou)(shou)(shou)和二(er)把(ba)(ba)(ba)(ba)手(shou)(shou)(shou)(shou)有天壤之別。一(yi)把(ba)(ba)(ba)(ba)手(shou)(shou)(shou)(shou)主要(yao)用(yong)腦，時(shi)時(shi)刻刻在想，下一(yi)個月、下半年、明(ming)年、后年實(shi)(shi)際上是(shi)(shi)在做未(wei)來(lai)(lai)(lai)規劃。怎么樣讓門店(dian)(dian)(dian)變得(de)(de)永續發展。所以(yi)(yi)一(yi)把(ba)(ba)(ba)(ba)手(shou)(shou)(shou)(shou)要(yao)做門店(dian)(dian)(dian)的(de)(de)(de)流(liu)程、項目(mu)流(liu)程、客戶(hu)思(si)維、員(yuan)工(gong)思(si)維、晉升(sheng)、股份、拓客引(yin)流(liu)、培(pei)訓大(da)綱、干部任用(yong)、店(dian)(dian)(dian)長工(gong)作細(xi)則、員(yuan)工(gong)工(gong)作細(xi)則、總監工(gong)作細(xi)則等(deng)等(deng)方案。一(yi)把(ba)(ba)(ba)(ba)手(shou)(shou)(shou)(shou)搞的(de)(de)(de)是(shi)(shi)決策(ce)經營，二(er)把(ba)(ba)(ba)(ba)手(shou)(shou)(shou)(shou)搞的(de)(de)(de)是(shi)(shi)經營管理(li)細(xi)節落地，一(yi)把(ba)(ba)(ba)(ba)手(shou)(shou)(shou)(shou)說的(de)(de)(de)多(duo)(duo)做的(de)(de)(de)少，二(er)把(ba)(ba)(ba)(ba)手(shou)(shou)(shou)(shou)要(yao)做的(de)(de)(de)多(duo)(duo)還要(yao)說的(de)(de)(de)多(duo)(duo)，因(yin)為(wei)(wei)要(yao)糾錯(cuo)，一(yi)把(ba)(ba)(ba)(ba)手(shou)(shou)(shou)(shou)會清楚目(mu)前門店(dian)(dian)(dian)的(de)(de)(de)生存狀況(kuang)，但二(er)把(ba)(ba)(ba)(ba)手(shou)(shou)(shou)(shou)只會清楚局面，就會造成(cheng)二(er)把(ba)(ba)(ba)(ba)手(shou)(shou)(shou)(shou)老覺得(de)(de)老大(da)很(hen)辛(xin)苦，覺得(de)(de)一(yi)把(ba)(ba)(ba)(ba)手(shou)(shou)(shou)(shou)很(hen)閑。實(shi)(shi)際現實(shi)(shi)社會壓力(li)(li)，一(yi)把(ba)(ba)(ba)(ba)手(shou)(shou)(shou)(shou)哭的(de)(de)(de)時(shi)候，你沒有看(kan)見。就拿疫情來(lai)(lai)(lai)說，很(hen)多(duo)(duo)老板因(yin)為(wei)(wei)疫情而倒閉，他們去找(zhao)誰哭呢？很(hen)多(duo)(duo)高(gao)管創(chuang)業當老板以(yi)(yi)后，才知道(dao)一(yi)把(ba)(ba)(ba)(ba)手(shou)(shou)(shou)(shou)的(de)(de)(de)心酸和壓力(li)(li)。所以(yi)(yi)二(er)把(ba)(ba)(ba)(ba)手(shou)(shou)(shou)(shou)要(yao)緊(jin)緊(jin)的(de)(de)(de)團結在老板的(de)(de)(de)周(zhou)圍，要(yao)互相借力(li)(li)，互相乘涼(liang)，共同進(jin)步，共創(chuang)未(wei)來(lai)(lai)(lai)。
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