Managers also need to manage their superiors. How to manage superiors?

Weak management is not just top-down management. Sometimes, managers also need to manage superiors, which belongs to the category of generalized weak management, and their methods are very different from those of managing subordinates. Why do you care about your superiors? The superiors are human beings, not gods, and always have their own shortcomings and personality weaknesses, so it is impossible to manage them completely scientifically and accurately. The most typical situation is that due to the lack of resource rights, reward and punishment rights, information rights, professional rights and personality rights, superiors should adopt weak management thinking, but they just do the opposite and are high-handed. In the face of strong superiors, we also need weak management methods and contingency measures. Let's take several stories as examples to illustrate. Scenario 1: Story 1: During World War II, the Germans attacked the Soviet Union, and the Soviet General Staff General zhukov and his superior Marshal Stalin had serious differences of opinion. According to the fierce situation of the enemy, zhukov thinks that giving up, accumulating strength and fighting back in time is the only feasible way. But this is just the opposite of Stalin's idea of fighting for every inch of land. Militarily speaking, zhukov's judgment is right. But Stalin had political considerations and refused to give up a major town like Kiev anyway. As a result, zhukov was dismissed on the spot and sent to fight at the grass-roots level. This is a typical example of disagreement. Many marketing managers tend to stick to the truth under the leadership of laymen. However, they often ignore that their superiors have a broader perspective and are responsible for the overall interests. Local failure may lead to overall success. To put it simply, what you said may not be right. Even if the superior makes a wrong judgment because of lack of professional knowledge, you can't step in and challenge the leadership authority. Simply put, even if you are right, you can't damage the affiliation. Can't seek the country, can't seek the body. This lose-lose result is formed because neither side understands weak management. The superior is strong when it shouldn't be strong, but the subordinate is more problematic. Copying with subordinates to treat superiors is still a strong management posture, which confuses some roles. So what should we do? Let's watch another episode of the above story. After zhukov lost his chief of staff, Alexander Alexander Alexander Alexander Alexander Alexander Alexander Alexander Alexander Alexander Alexander Alexander Alexander Alexander Alexander Alexander Alexander. He knew that his superiors were used to strong management, so he never argued with them in meetings, but he often found opportunities to chat with Stalin and casually talk about military strategy over tea. A few days later, Stalin's wise arrangement of work and decision-making will always be admired by everyone, but no one knows that the key part of these ideas is the behind-the-scenes contribution of Alexander Aleksandr Vasilevsky. After the war, Alexander Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr Aleksandr The first rule of weak management management superiors: circuitous combat, don't fight brute force with superiors. Situation 2: When you are wronged Story 2: Bai Qi is one of the most talented warriors in ancient times after his grandson. Tian Lei's favorite stroke was the battle of Changping between Qin and Zhao, which captured and killed Zhao Kuo, an armchair strategist, and besieged Handan, the capital of Zhao. But the story that follows is more meaningful to managers. Seeing that the capital was in danger, Zhao played tricks and bribed the prime minister of Qin. Therefore, on the grounds that Chi was tired, he urged the King of Qin to transfer troops. After returning to China from Tian Lei, the king of Qin knew he was wrong when he told his boss about his failure. So he begged him to go out again. However, Tian Lei felt that he had been greatly wronged and could not get rid of his illness from now on. If this happens again and again, it proves that Tian Lei just made enemies with Fan Sui and finally got angry with his boss. As luck would have it, other generals of Qin lived up to expectations. They lost a battle and suffered heavy casualties. Tian Lei was very beautiful when she heard it. He said, what if you didn't listen to me? Zhao Haoqi, the king of Qin, was very angry when he heard the news, so he was expelled from Xianyang. He thought about it, fearing that he would defect to the enemy in vain, and sent messengers to catch up with his sword and let him commit suicide. Bai ups and downs sword said to himself: Why am I guilty? When you are wronged, as a manager, you must realize that it is useless and counterproductive to repeatedly mention and pester your superiors' mistakes, and your superiors who openly admit their mistakes should have enough ability and confidence. Those who can admit their mistakes indirectly belong to good superiors. Simply put, you are wronged, don't let your superiors be more wronged. After your superiors make mistakes in decision-making, you should try to make up for them, instead of gloating on the side, otherwise there will be fundamental interests deviation and purpose differences between the two sides. At this time, no matter how valuable you are, you can only be abandoned. To put it simply, the same result is allowed, but it is not allowed for strangers in bed. A business owner admitted to the author that there are only two kinds of capable people in his business, one is capable and controllable, and the other is capable but uncontrollable. The former makes him happy and the latter makes him afraid. Psychologically speaking, fear produces attack. It is not impossible for subordinates to express grievances, but the practice must not make superiors feel disgusted and threatened. The second rule of weak management management superiors: let bygones be bygones, don't be angry with superiors. Scene 3: Story 3: Yang Le was a professional manager of airborne troops during the Warring States Period. He was employed by Wei Wenhou, led the army to conquer Zhongshan, and returned to Korea after the victory. Back to Wei, the boss led the executives to give him a sumptuous banquet, but he didn't mention the reward at all. At the end of the song, Wei Wenhou had two boxes of things carried out for him. Yang Le took it home and opened it. The cold sweat came down. It turned out that all the court ministers were attacking his throne. Some say that he is taking bribes outside, while others say that he wants to stand on his own feet and be king. The next morning, Yang Le went to the palace to apologize. Wei Wenhou replied with a smile: Do you think that all your credit in the front line is your own? Without you, I can't fight Zhongshan country; But without me, who can use you with such trust? This is indeed worthy of our deep thought. Many marketing managers only see themselves as the direct creators of market performance, but they don't realize that the correct authorization and secret support from superiors are equally indispensable. Personal ability and hard work are necessary conditions for success, but they are by no means sufficient conditions. Getting a little achievement is cocky, just like planting the curse of another day. The enterprise may have no problem when employing people, but once it is suitable, it will become a dead knot. In reality, we can also see such an example. A company's sales continued to decline, and finally the boss sent his classmate who lived in bunk beds in college, and now the company's executive vice president to take charge of marketing. In less than a year, the sales recovered its vitality and increased substantially. At the celebration dinner, a group of business people with unknown depth took bottles and shouted long live the executive vice president in unison, imagining the boss dumbfounded. Soon, the executive vice president was transferred from the marketing department and put in the cold shoulder. On the surface, it was an unprovoked trouble, and he didn't let the servants in general shout like that. But in fact, the details of the executive vice president's behavior have revealed pride. Before marketing, have a good talk with the boss and behave yourself in a chair; After marketing, I am always willing to cross my legs. Once I am in the cold, my legs will return to their original appearance. The third rule of weak management management superiors: take credit and prevent superiors from settling accounts after autumn. Situation 4: The last story of suspicion is about Wang Jian, a veteran of Qin State at the end of the Warring States Period. After destroying Korea, Zhao, Wei and Yan, he led his troops to attack Chu. The king of Qin invited the veteran out of the mountain. The old general led an army of 600,000. Instead of thinking about fighting every day during the expedition, he wrote letter after letter to the king of Qin, asking for fields, important places and houses. I asked my subordinates to persuade me assiduously: what a poor man! Haven't you always cared so much about making courtiers laugh? Wang Jian said: It doesn't matter if others don't laugh, as long as the king of Qin is happy. I came out with soldiers from all over the country, and what the king of Qin was most worried about was not to engage in any internal and external collusion and set up another mountain. I did this to show that I didn't mean to rebel, and also to reassure my boss. Later generations called this practice "begging for shelter" and talked about how to avoid the suspicion of superiors. As a marketing manager of a modern enterprise, of course, you can't ask for treatment from the leader every day, but you must realize that it is very dangerous to try to be brave in front of a strong superior. If your superior is strong, then whether he is right or not, you should cooperate through weak management. You don't have to be stronger than anyone to come to Mars and hit the earth. We can see such a phenomenon, that is, between the two levels of managers, it is always the most favorable to combine the strong and the weak. The superior is strong, and the subordinate responds weakly; The superior is weak, and the subordinate is supplemented by strength. This is like Zhuge Liang, who can only appear under Liu Bei, and once replaced by Cao Cao, a strong superior, I am afraid that only those who know how to manage the weak can survive. The fourth rule of weak management management superior: cooperate with the strong and the weak to prevent the superior from suspecting you. In reality, many managers have made achievements, but they will never stand still and will not be promoted; Others were lucky enough to be promoted, but they were quickly beaten back to their original shape.