The hottest leader your leader

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Leadership of leadership your leadership

Preface: I summarize the principle of leadership at the "relationship building level" as follows: be enthusiastic to the subordinate, be "cool" to the superior, talk about ideas at the same level, and maintain the outside. This is the relationship building criterion for the survival and development of middle and senior managers (suitable for state-owned enterprises and private enterprises) that I have summarized in the past five years of leadership research. If we can grasp these key criteria, we will be a step closer to the "tumbler" of the resignation field

"lead your leadership" is the key guiding ideology of "stable survival" and "rapid development" of middle and senior managers. Now many concepts that fake western management ideas are "flying all over China". If middle and senior managers believe in these concepts and "implement" without any excuse, they will find themselves in the "mud" of "thankless" and get deeper and deeper until "the wax torch turns into ashes and tears". If we observe carefully, we will find that those who rise fastest and have the most stable status are those who "have thousands of excuses not to implement", and the secret of their success lies in "leading your leadership"

"cool" is the core key to "lead your leadership". If you are cool enough to deal with your superiors, not only the leaders will appreciate you, the subordinates will support you, the peers will respect you, and the external relations will trust you. In this way, you will basically have no competitors in the process of promotion, and the road to promotion will be significantly faster and easier than others

first, what is "cool":

cool can be expressed as a high degree of calm and rationality. Cool has three key principles. If a middle and senior manager can effectively implement these three principles, it is easy to stabilize the foundation and achieve rapid personal development:

1. It is easy not to say: we pay attention to those who "sit on the Diaoyutai" and most of them are quite few. They will use a sharp "vision" to examine Zhou. Dr. Wu Qingguo, the general manager of the company, and the R & D personnel will implement the National 863 plan energy storage project from 2013 to 2015, and then reduce the enemy and effectively protect themselves by talking less. If you don't talk easily, you will make the leaders feel reliable and the peers feel relieved (you won't make a "small report" to the leaders), so you often get some sensitive information. If you "move" properly, this information will become the "step" for these people to rise

2. Direct to the point: when you need to say or have to say, you should say something important. In a year, there are often more than five things that play a decisive role in the development of an enterprise, as we Jinan hengsi Shanda see it. However, since the vast majority of enterprise leaders in China are "firefighters", they can't even figure out these five things. At this time, as long as the middle and senior managers study one thing thoroughly, and then point out the key problems, cruxes and solutions, they can "hold" the enterprise leaders and "lead" the enterprise leaders. After a manager was "poached" by the boss of a private enterprise from a foreign enterprise, he "dived" with a high salary and worked in the branches for nearly four months. Then he pointed out that there were major loopholes in the membership fee income and financial system. If the problem was solved, it would reduce the cost of the company by more than 50million yuan. He immediately "conquered" the boss and made the boss actively cooperate with his work. After the work was carried out, he soon established broad prestige

3. do what you say: the "do what you say" here refers not only to the action of completing the task, but also to the attitude of "playing the game" with the superior. "Soft persimmons" are always pinched and often "difficult to turn over". Therefore, if the superior makes any behavior that damages the interests of the Department at will, it is necessary to have the corresponding determination and action of "retaliation" and let the superior pay the price for these behaviors. The ability of "retaliation" is built through the first two aspects, and the determination of "retaliation" is what middle and senior managers themselves must have. In the process of game playing, subordinates are not always at a disadvantage. We often find that the brave win when they meet on a narrow road. Of course, in order to prevent the situation of "losing both sides", first make a "preventive injection" with the superior privately, so that the superior has enough respect for the Department, so that everyone has a tacit understanding and reduces conflicts and frictions. If the superior has enough respect for the Department, the employees of the Department will be more motivated to work, and the middle and senior managers will be more likely to make achievements

second, why "cool" with the superior

cool is against modern management ideas. C in order to improve the durability, the daily external performance of ool is "less talk". From the perspective of enterprise development, this kind of "less talk" insufficient communication will significantly reduce the organizational efficiency, so modern enterprise management is very opposed to "not talking easily". Especially in the market with drastic changes in the external environment and fierce competition. "Not talking easily" often leads to information blocking, and an information may cause serious losses or failures of enterprises. Therefore, in the west, enterprises should encourage communication as much as possible, especially the communication of negative information, so that problems can be found and solved in time

cool is determined by the "ecological environment" of Chinese enterprises and is the basis for the survival of middle and senior managers. Through research and comparison, I found that the "ecological environment" of many Chinese enterprises is often worse than that of the United States in the early 20th century (not the early 21st century), and the key to the difference is the equity governance structure. Now, many western enterprises are employees who hold stocks and options, and everyone is the "master". Therefore, for employees, enterprise development is the first. In order to protect their own equity interests, when employees find problems in the enterprise, but as the pulsating flow of the hydraulic system, whether right or wrong, they should immediately put forward their opinions, and then discuss them together in depth. But in China, enterprises are owned by bosses (including state-owned enterprises), and "workers" are "workers". Therefore, the first interest of "working" is not for the development of the enterprise, but to protect themselves, while the middle and senior managers should protect the interests and development of their own departments. If middle and senior managers manage their "sphere of influence" well and bring out their own team, it is the same or even more "popular" in any enterprise. If anyone really puts the interests of the enterprise first and actively expresses his views and ideas (especially pointing out the boss's problems), it is easy to arouse the boss' disgust or suspicion, and then "get kicked out"

cool can help middle and senior managers quickly consolidate their positions and expand their influence. In the western political system, these cool people are also easy to "gain a foothold" and rise rapidly. Many Chinese enterprise leaders prefer to do business like politics, so we also see that people who master this know-how are easy to be promoted and reused

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