People who have this idea actually ignore a very important question: what is this person's ability to perform tasks? According to experience, a person's speech level has little to do with their execution level. Many times, people with very good execution are not necessarily good at communicating with others. But if you want to build an executive culture for your organization, you must choose this kind of person.
So, how can we determine whether a person is a doer? Just pay attention to their work habits. People who do things are usually good at inspiring others. They are decisive in decision-making, can urge their subordinates to finish their work, and are used to continuing to follow up after making decisions.
This problem becomes more obvious when those very smart employees or consultants want to be promoted to higher positions. They usually graduate from the best business schools, and come from the finance, accounting and strategic planning departments of consulting companies or companies. The problem is that they have never tried to motivate others to work in the past, and they don't have enough experience to cultivate their own business intuition.
Can inspire others.
Some leaders only take energy from others, and some leaders can help others create energy. Suppose you are interviewing a very promising candidate-he has a good education, rich work experience and brilliant work performance, but he is a gentle and quiet person-and he just sits there. Such a person sometimes can't get the ideal result in the interview, and if he gets great achievements, he will spend a long time studying his resume before deciding whether to hire him. However, he will not be easily asked to hold any important leadership positions. He will probably hire some people like him, and you usually have to make great efforts to cultivate such people. I hope my subordinates will always be full of vigor and vitality. They came to the office with a smile in the morning, with high morale and ready to meet the arduous task. This kind of person is always full of energy and can greatly inspire the people who work with him-their colleagues will naturally be infected by this emotion, so that the whole team will look full of energy.
We are not encouraging leaders to encourage subordinates through rhetoric. Many leaders think that they can motivate employees through enthusiastic speeches. They often say, "As long as everyone does their best, in a few years, our company will become …" Leaders who can lead the company to achieve its goals can always boost people's morale. Such people can be down-to-earth, focus on some short-term tasks, and realize the long-term development goals of the company by realizing these phased tasks one by one.
Be able to make decisive decisions on difficult issues.
The decisiveness of decision-making largely reflects a person's ability to make difficult decisions and take corresponding actions accordingly. In today's organizations, many people just focus on decision-making and don't make any actual decisions at all. Some leaders don't even have enough courage to face the grim situation. Everyone can see that they are in a state of vacillation and are deliberately escaping from reality.
For example, suppose someone applies to you for a sum of money to build a new factory. You know this industry very well, but due to the economic recession, you should ask whether the time is right now, or whether the company can outsource this part of the business before giving instructions. Choosing outsourcing will definitely offend some managers, and your popularity will be greatly reduced-because people generally like to own their own factories, which is also a wise choice in the long run. But according to your judgment, it will be a wrong decision to set up your own factory at this time, so you must make up your mind and stick to your opinion.
Complete the task through others.
Completing tasks through others is one of the basic skills that leaders must possess. In fact, if you can't do this, you can't be a qualified leader. But how many qualified leaders are there today? Some leaders will try their best to kill people who are better than themselves and block their creativity. There are also some leaders who follow the philosophy of micro-management. They always don't trust others' abilities, and it's hard to believe that others can finish their work without their own guidance. In every detail, such leaders always have to make their own decisions, so they can't concentrate on more important things. There are also some leaders who will leave the task entirely to their subordinates. They pursue the philosophy of laissez-faire and dare to let their subordinates enjoy full autonomy. All they do is analyze the current situation (sometimes this analysis is even abstract to the point of superficiality), and then leave the task of finding solutions to their subordinates completely. Such people will not set phased goals for their work, let alone track the implementation of a task. When things don't go as expected, they will feel very depressed. These leadership styles will cast a shadow over the development prospects of the organization.
Some people are too impulsive. Such people can't control their emotions, so they can't get along well with others. Content source: enterprise management consulting company?
Leaders who can't accomplish tasks through others will waste a lot of time-not only their own, but also other people's time. People should be told: "You must learn to finish the same work in less time, and the quality cannot be reduced." . Learn how to accomplish tasks through others, because if you can't do this, you can't be a qualified leader. "If they regard working long hours as the basis for promoting others, those who are used to working long hours certainly hope so, because they are using this standard to evaluate their work-others will encounter the same problem.
People who can't cooperate with others will bring trouble to the whole organization. They can't lead employees to give full play to their intelligence, which not only wastes everyone's time, but also unnecessarily consumes their own lives.
Continue to follow up until the goal is achieved.
Continuous follow-up is the core of implementation, and all those who are good at implementation will follow up their plans with religious enthusiasm. Continuous follow-up can ensure that people perform scheduled tasks and follow scheduled schedules. It can expose the gap between plan and actual action, and force people to take corresponding actions to coordinate the progress of the whole organization. If the situation changes, so that people can't carry out their work according to the scheduled plan, the continuous follow-up of leaders can ensure that the executors get new instructions in time and take corresponding actions according to the changes in the environment.
Leaders can follow up one-on-one or collect feedback in the form of group discussion. The difference between the two is that everyone who participates in the group discussion can learn something from it. The debate between people with different views makes people see the criteria of decision-making, the way of judgment and the advantages and disadvantages of various decisions. This discussion not only improves people's judgment, but also strengthens the cohesion of the whole team.
After each meeting, a clear follow-up plan should be made: what is the goal, who is responsible for this task, when and how to complete it, what resources are needed, when and how to discuss the next project progress, and who will participate. If you don't have the energy to follow up a project thoroughly (until it finally permeates the life of the whole organization), I suggest that you never approve this project.