Responsibility, power and benefit are the three pillars of the management platform, which are indispensable. Without responsibility, the company will corrupt and then decline; Without rights, the executive power of managers becomes waste paper; Without welfare, employees' enthusiasm will be reduced and they will walk slowly. Only when managers build a platform of "responsibility, power and benefit" can employees "cross the ocean and show their talents"
Work standards are the behavior guide and assessment basis for employees. The lack of work standards often leads to the inconsistency between the efforts of employees and the overall development direction of the company, resulting in a lot of waste of manpower and material resources. Because of the lack of reference, employees tend to form complacency after a long time, leading to slack work. Work standards should be digitized as much as possible, linked with assessment, and pay attention to operability.
Correct yourself first and be a man in advance. Managers must set an example if they want to manage their subordinates well. The power of demonstration is amazing. We should be brave enough to take responsibility for our subordinates, put everything first, be strict with ourselves, and do not do to others what you don't want others to do to you. Once the prestige is established among employees by setting an example, they will unite from top to bottom and greatly improve the overall combat effectiveness of the team. Those who win people's hearts win the world, and being a leader admired by subordinates will make management get twice the result with half the effort.
Improving the quality and ability of employees is an effective way to improve the management level. Learning is conducive to improving team execution and enhancing team cohesion. Hands-on on-site guidance can correct employees' mistakes in time and is one of the important forms to improve employees' quality. But the guidance must pay attention to skills, just like Master Kangmi, to protect the enthusiasm of employees. Managers must avoid lesson-based guidance and encourage employees to improve their professional quality. In addition to on-site guidance, training, exchange meetings, internal publications, business competitions and other forms can be comprehensively used to motivate employees to continuously improve their own quality and professional level and form a positive learning team. Giving them more space to display their talents is the greatest respect and support for them. Don't be afraid of their failure, give appropriate support and guidance, and let go of the eagle in your hand that everyone wants to prove his value with his own ability, so that they can soar in a wider sky. If it's a monkey, give them a mountain to toss. If it's a dragon, give them a big river and let them flutter. Their growth will make a greater contribution to your work. Their growth will push you further.
Management taboo:
1, multi-tube. If you are moving things, two people are definitely stronger than one person, but there will be problems in the management of the enterprise. Let's imagine: an employee has worked hard all day. In the work report, he first reported the situation to the supervisor. The supervisor said that you didn't do it well here, so you should do it. Then he reported to the manager again, and the manager said that you did well here and there. Who should I listen to? Who is right? All leaders can't afford to offend anyone, but how can they not offend anyone? Aren't you confused at this time? Are you confused and eager to work? As a manager, everyone's management ideas are different. In fact, no one is right or wrong. If only one person manages it, the effect may be good. If many people participate in the same management, then management will lose its clear direction and goal.
2, ultra vires management. For various reasons, each enterprise has different division of responsibilities. Each of us should do our job well. But if you participate in the management that does not belong to your power, then you will affect the efficiency of other people's management, because you don't understand why others should manage like that, and your ultra vires is irrational behavior.
3, leapfrog management. Hands-on is a distrust and strangulation of the wisdom of middle managers and employees, which is often counterproductive. In the long run, employees tend to become lazy, their sense of responsibility is greatly reduced, and all the responsibilities are pushed to managers. In severe cases, employees will be bored, and even if there are mistakes in their work, they are unwilling to bring them up with managers. Besides, no one is perfect, and personal wisdom is limited and one-sided. Draw a blueprint for employees, leave room for employees, let employees give full play to their wisdom, and they will draw better. Let employees participate more in the company's decision-making affairs, which is an affirmation to them and a spiritual demand to meet employees' self-worth. Give employees more responsibilities and rights, and they will achieve unexpected results.
4. bureaucracy. If you don't do it yourself, you will try your best to let others do it, and you will often blame others with a condescending attitude, without considering other people's feelings at all. The credit is your own, and others abuse their power.
5. subjectivism. Do you really understand what your people said? Do you also habitually use your authority to interrupt your language? We often make the mistake of commenting and guiding according to our experience before our men have finished their own things. On the other hand, if you were not a leader, would you still do it? Interrupting other people's language, on the one hand, is easy to make one-sided decisions, on the other hand, it will make employees feel lack of respect. After a long time, men are no longer interested in giving real information back to their superiors. When the feedback information system is cut off, the leader becomes "lonely" and the decision-making becomes "blind". Communication is more important than management. If you keep smooth information exchange with your subordinates in an equal way, your management will be like a duck to water, so as to correct the mistakes in management in time and make more feasible plans and systems.
6. Exception management of unsynchronized software and hardware. This is a common problem of many private enterprises in China. Many small and medium-sized private enterprises always want to make their own companies bigger. It is true that they had such an ideal, but because of this, they always want to quickly integrate with big companies in management, so they copy all the management models of big companies. Little did they know that there are huge individual differences among enterprises. The management model suitable for large companies may not be suitable for small and medium-sized enterprises, especially those that have just started. Because there is a huge gap between small and medium-sized enterprises and large companies in the so-called economic strength, hardware facilities and the impact on the market, a good management model must be synchronized with other facilities in order to play its potential. If the two are not synchronized, what's more, when we copy the management model of a large company, we just copy its appearance but can't understand its essence, and the result is nothing like it. Management will become very deformed, thus losing core cohesion.
7. Conflict management between finance and market. In fact, marketing is like marching to war. The marketing manager is like a marshal and the finance is like a commissary officer. If you want to fight well, of course, you must have sufficient pay, and the supply of rations must be unconditionally controlled by the marshal. We might as well imagine what would happen if the commissary officer had more power than the bailiff. However, in our modern enterprises, there are still many phenomena that grain and grass officials are in charge of marshals. Finance and marketing manager are two different roles, and financial thinking is limited to product cost and profit. But the thinking of market managers is the overall situation, and there will be conflicts between them at any time. What if there is a conflict? The correct approach should be: finance has the right to speak, but has no final decision-making power. Finance can reserve opinions, but it must carry out the instructions issued by the market.
Comprehensive quality of top managers
The first is the comprehensive quality of leaders, because senior managers represent the overall image of the company at any place and at any time and are the spokespersons of enterprises.
External image: Wear appropriate clothes and hairstyle, and try to wear professional clothes. Always pay attention to your words and deeds, be generous and decent.
Intrinsic temperament: neither arrogant nor impetuous, neither supercilious nor supercilious, upright, noble and elegant, and establish the wind of the elderly. Majestic and kind, without warning, can command thousands of troops and horses.
Planning ability: Have the overall thinking and operation planning ability of the whole market.
Ability to handle affairs: be able to handle the whole market and internal relations, so that subordinates can give full play to their abilities.
Anti-pressure ability: Invisible in the face of great pressure, and pass on the pleasant and relaxed working atmosphere to others. Under great pressure, you can quickly find countermeasures and face everything calmly.
Forward-looking ability: visionary, able to capture future information through trade-off analysis and formulate specific implementation plans.
Mind and tolerance: tolerate what others can't tolerate and do what others can't do. Give people a feeling different from ordinary people. You don't care about small profits, but you have clear goals and plans. Be strict with yourself, be lenient with others, restrain your emotions, be open-minded, win aboveboard, and lose lightly.
What are the rules that managers must establish? Be considerate of subordinates, but be strict and set an example.
What qualities should you have as a senior manager in an enterprise? The ability and quality that top managers should possess.
According to the similarities and differences of their own organizational structure and related situations, senior managers include different objects. Generally speaking, senior management includes all members of the enterprise decision-making circle, headed by the general manager, and other members include deputy general managers, directors and assistant general managers. Another explanation is that managers who are directly responsible for the work of more than one department belong to top managers. Enterprises that implement the "chief system" can also include "Chief Operating Officer", "Chief Financial Officer" and "Chief Technology Officer" under the direct leadership of "Chief Executive Officer" in the top management team, although these chief officers in many enterprises only enjoy the treatment of department managers, because these titles are only alternative fashionable substitutes for managers of production department, finance department and technology department.
Now, let's introduce some important abilities and skills that senior managers should have to help them further improve their abilities and fulfill the responsibilities entrusted by the company. At the same time, these abilities and skills can also be used as a useful reference for middle managers to cultivate and tap their potential.
1, the ability to guide the direction
Because the company's resources are limited, it can't stand the random toss. In investment decision-making, if misjudgment leads to the wrong direction of resources, enterprises will suffer setbacks, and sometimes they will be devastated, thus facing the crisis of bankruptcy. Therefore, standing at the height of strategic development and guiding the company to develop in the right direction will always be the primary task and basic responsibility of the company's top managers.
So, how do top managers cultivate their ability to guide the direction?
-Grasp the external environment of the company.
The survival, development and growth of the company depend on whether the external environment is favorable or not. The external environment mainly includes macroeconomic trends, policies, market demand, competitors and suppliers. Top managers should always grasp the changes of these external factors and all kinds of background information of company decision-making.
-Understand the internal situation of the company.
Sun Tzu said: Know yourself and yourself, and you will never be defeated. * * * said: The decisive factor for the change of things lies in the interior. No matter whether the external environment is conducive to the operation of enterprises, it is difficult for enterprises to win in the market if their own conditions are limited or very lacking. Therefore, top managers should know their family background very well, constantly improve and strengthen the supply of resources within the enterprise, create relevant conditions in hardware and software, and cultivate or maintain the competitiveness of the enterprise in the market.
-Understand what the company is best suited to do and how the company is performing.
After understanding the external and internal situations, senior managers should also analyze and judge various facts, and draw the conclusion of what enterprises can do under these conditions and to what extent, that is, find the best entry point for enterprises to enter the market and enter the market competition at the most favorable opportunity.
2. Comprehensive judgment
Comprehensive judgment ability refers to the ability to make the most favorable decision for the company's long-term development and formulate practical action plans from the overall perspective of the company's internal and external environmental conditions. How should top managers cultivate their comprehensive judgment ability?
First of all, senior managers need to obtain as comprehensive information as possible through continuous learning and communication, listen to the opinions and suggestions of all parties concerned, including employees, maintain the overall concept and cultivate a wide-angle vision. At the same time, we need to learn and recharge constantly, not only to understand the principles of enterprise operation and management, but also to understand the latest trends of enterprise management, from which we can learn all kinds of beneficial nutrition.
3. Cultivate the ability to discover and grasp key factors.
Enterprises are facing various opportunities and challenges, and they will encounter many problems every day. But these problems are not all important. There are not many factors that can really have a significant impact on the business performance and future development of enterprises, and it is not easy to be recognized. The difference between top managers and others should be that they can find out the key factors, overcome the most threatening difficulties and seize the opportunities that are most beneficial to the development of enterprises.
4. Exert leadership influence.
The most effective leadership is not work power or administrative orders, but the influence formed by managers through personal personality, character, ability and charm, which plays an encouraging, demonstrating, promoting and condensing role among enterprise members. Therefore, top managers should constantly improve themselves, establish prestige within the enterprise, improve the management level, and improve the business performance of the enterprise through their own influence.
5. Cultivate innovation and adaptability.
Innovation is the source of vitality of an organization. Because the objective things remain unchanged, the management mode and business model of enterprises should also change constantly to adapt to the changed environment. This requires top managers to have innovative and contingency ideas and explore various ways to adapt to the better development of enterprises in practice.
6. Be good at making rules of the game
An enterprise is a team composed of many members. Everyone has different thoughts, personalities, levels, abilities and pursuits, so it is impossible to act in unison. One of the important tasks of senior managers is to formulate various rules and regulations, so that enterprises have laws to follow and rules to follow, so that every member can work according to the rules and work in harmony to achieve the company's business objectives.
7. Activate the whole team with expectation method.
If making the rules of the game is the minimum requirement and norm for the actions of enterprise members, then putting forward various expectations for everyone is a kind of leadership art that inspires employees to go up. Top managers should be good at understanding their own teams, telling employees the goals of the enterprise, allowing employees to participate in the formulation of goals, expressing trust in employees and putting forward expectations for achieving goals, so as to urge everyone to give full play to their potential and consciously contribute to the realization of enterprise goals.
8. Abide by professional ethics
The power of example is infinite. In order to lead a team well, senior managers must be strict with themselves, set an example for employees in their thoughts and styles, take the lead in observing professional ethics, love their posts and work hard, love their people, abide by various rules and regulations, and advocate a healthy and progressive culture in the enterprise. Only in this atmosphere can the cultivated team have combat effectiveness.
As a top manager, what is your usual job? Let's see what kind of high-level people you are talking about. Is it the decision-making layer or the advanced execution layer?
The president level is mainly to make decisions and supervise the implementation effect;
And as a director? Mainly to supervise and guide the implementation.
What kind of work should the top manager of an organization do well? 1, make a good connection between the preceding and the following.
2. Learn to decentralize
3. Do a good job in the relationship between career and family.
4. Do a good job in the relationship with colleagues.
5. Keep learning and replenish energy.
6. Do your own planning for at least 3 years.
7. Bring more benefits to the enterprise.
How to become a top manager? Talk less and watch more people! Mind your own business and mind others. But you must have financial or personnel power.