How to be a good middle-level cadre92

How to be a good middle-level cadre is a permanent topic that all our middle-level cadres should study. This issue also requires us to pay attention to two aspects:

The first aspect is to properly handle the following eight aspects of the relationship

The first is to properly handle the relationship between responsibility and power. As a middle-level cadre, although we have limited power, we also bear corresponding responsibilities. Therefore, we must have a sense of responsibility, a strong sense of professionalism and responsibility, take the initiative to take responsibility for the work we are responsible for, dare to take responsibility, and be good at it. Responsible. In other words, people often say that people should seek their own policies based on their position.

Currently, there are some middle-level cadres who do not want to take responsibility or are afraid of taking responsibility. The symptoms are as follows: first, they avoid conflicts when they encounter them, and do not dare to touch them, and lack the courage and ability to resolve specific conflicts. The second is to hand over conflicts and not dare to deal with difficult problems. When such comrades encounter problems, they do not think independently and deal with them seriously within the scope of their authority. Instead, they go to the leaders and ask them what they should do. The correct way is to come up with your own opinions and ask for instructions. The third is to do things that can be done well by oneself, and leave things that offend others to the leader or others. This is a taboo for cadres. The fourth is that there is no long-term plan for work, and there are countless things in mind. Therefore, whether you can exercise power correctly, whether you have a sense of responsibility, and whether you have a strong sense of responsibility are the prerequisites and ideological foundation for whether you can be a good middle-level cadre.

The second is to handle the relationship between oneself and the leaders of the unit. From the perspective of political status, the relationship between mid-level cadres and unit leaders is a comradeship. From a work perspective, it is a superior-subordinate relationship, that is, the relationship between the leader and the led. To handle the relationship between comrades and the working relationship well is to be a good middle-level cadre. Basic requirements. In the work process, corporate leaders are representatives of the first-level organization, and they should be respected and supported. Doing this reflects the organizational concepts of their subordinates. Practice has proved that to be a good middle-level cadre, one must firmly establish the concept of obedience from subordinates to superiors. It should be said that the gay relationship and working relationship mentioned above refer to equal status and the same goal, but the division of labor at work is different, and there is no distinction between high and low. Therefore, while having a sense of obedience, middle-level cadres should also maintain their independent personality and dignity, and should not be groveling or condescending. Only by correctly handling the relationship with the unit leader can you gain the respect of the leader and promote the good development of lower-level relationships. To handle the relationship with the leader well, the key is to keep your mind straight and start from the work and the normal feelings between comrades. Otherwise, the relationship between superiors and subordinates will be abnormal or vulgar, and the work will be affected by emotional factors. interference.

The third is to properly handle the relationship between accepting leadership and research work. Accepting leadership and research work are two different things. The leadership deployment work requires you to do what, how to do it, and to what extent. As a subordinate, I can only obey. I can't say I won't do it, let alone say I can't do it. Doing so would violate the organizational principles. In the past, people often said: implement what you understand, and implement what you don’t understand. Then the research work is different. It involves discussion with the leader, which means that although the leader has considered a certain issue or a certain task, he has not made a final decision and wants to hear the opinions of his subordinates or responsible departments. At this time, he should feel free to Only by giving opinions can you be responsible for the leader and your own work. It also reflects a person's thinking ability and ability to think about problems. Once the leader decides, he will resolutely follow it.

The fourth is to properly handle the relationship between requesting instructions and reporting. Asking for instructions and reporting are the most commonly used basic working methods at work.

Requesting for instructions is a process of putting forward opinions on a certain task and asking the leader to make a decision. In the process of requesting instructions, the following four points need to be done:

1. The work of requesting instructions must pay attention to procedures. In general, requests for instructions can only be made to the leader in charge. If the matter is serious, the instructions must be asked to the main leader. When asking for instructions from the main leader, either the leader in charge will ask for instructions, or the leader in charge will give his opinion and instruct the department head to ask the main leader for instructions, or go together with the leader in charge. Requesting instructions generally cannot go beyond the level, except for special circumstances (1. The leader in charge is on a business trip; 2. The work is particularly urgent; 3. The work requested does not fall within the responsibilities of the leader in charge).

2. Asking for instructions cannot be done from multiple sources. Because everyone's working methods, ways of thinking, and angles of thinking about problems are bound to be different, so the opinions on how to deal with a certain problem will also be different.

Multiple requests for instructions will have two consequences: 1. Inconsistency in leadership opinions can easily lead to conflicts among leaders; 2. Different answers to multiple requests for instructions will put our work in a dilemma. When we ask for instructions on work, we must not ask for instructions from Person A and then ask for instructions from Person B if they do not suit our wishes. This is pure pragmatism. If the leader's opinions are inconsistent with your own ideas during the request for instructions, you can explain your opinions and views to the leader during the request for instructions.

3. Asking for instructions should not just talk about the problem. It is required that solutions to problems must be provided when requesting instructions. There is such a situation. If there is such a thing now, what do you, the leader, do? If you are a wise leader, you will inevitably ask: What are you going to do? If you can’t explain it, I’ll do some research on the spot, or I’ll ask you to go back and think about it before you come back.

4. Middle-level deputy positions must communicate with the principal in advance when requesting instructions. If a middle-level deputy needs to ask for instructions from the leader in charge, he or she must first discuss with the principal and obtain approval before requesting instructions. If the principal is not available, you should also communicate and discuss through other means before requesting instructions (except if the situation is urgent and communication cannot be completed within the time limit for work completion).

Reporting work refers to the process of reporting the results of a certain work to the leader. Reporting work should also follow procedures. However, from the perspective of work practice, the requirements for requesting instructions are not so strict. Reporting work is generally something that has already been done. You can report to the leader in charge, or you can report to the main leader, or you can report at the same time, but before reporting to the main leader It is best to report to the leader in charge first. If when reporting work to the main leader, if the main leader puts forward new work opinions, they must convey them to the leader in charge for easy implementation. If both reporting and requesting for instructions are required, the procedures for requesting instructions must be followed.

The fifth is to properly handle the relationship between implementing the spirit of superiors and creative work. As a middle-level cadre, it is necessary to conscientiously implement the leadership's decision, and it is right to do so. But I think it is not the best. The best standard should be to have an innovative spirit, that is, to work creatively. Generally speaking, when leaders explain their work, they can only clarify the principles and requirements, but the specific implementation requires middle-level cadres to actively exert their creative spirit, so that the work tasks can be successfully completed.

The so-called innovation refers to the creative activities carried out by people in all fields of productivity, production relations and superstructure. In other words, innovation refers to activities in which people create valuable, unprecedented new material products or spiritual products for the civilization and progress of human society.

Innovation is the theme of today's era. Innovation is the internal driving force for the development and progress of a country and a nation. It is one of the fundamental characteristics that distinguish human beings from other animals. It is also a basic element for measuring the quality of party members and cadres. Someone has made statistics. In the book "Jiang Zemin on Socialism with Chinese Characteristics (Special Excerpts)", the word "innovation" appears 343 times. In the report of the 16th National Congress of the Communist Party of China, Comrade Jiang Zemin also emphasized: "Innovation is the soul of a nation's progress, an inexhaustible driving force for the prosperity of a country, and the source of eternal vitality for a political party." General Secretary Hu Jintao said in the report of the 17th National Congress of the Communist Party of China It also pointed out: "We must adhere to the path of independent innovation with Chinese characteristics and implement the enhancement of independent innovation capabilities into all aspects of modernization."

The innovation I am talking about here mainly includes three meanings: First, What we have done that has not been done by our predecessors is called innovation; second, although others have done it, we have developed and improved based on our own actual conditions, which is called innovation; third, although we have done it in the past, but combined with new The new requirements of the times bring about new developments, which is also called innovation. From this, we can think that innovation is the unity of creation and innovation.

From this, we can see that innovation has the following six basic characteristics:

First, creativity. Creativity means breaking the rules, daring to take new paths, exploring, and boldly making new attempts, including new ideas, new experiments, and new measures.

The second is novelty. Innovation is to solve problems that have not been solved by predecessors, not to imitate and recreate. The results must be novel and must contain new factors or ingredients.

The third is advanced nature. The advanced nature of innovation is mainly compared with old things. If the results of innovation are not advanced, there is no such thing as "new".

Fourth is transformational. Innovation is often the product of changing old things, and this process from "change" to "communication" is the process of change, as the "Book of Changes" says: "If you are poor, you will change, and if you change, you will become general."

In innovative activities, it is impossible for people to accurately predict the future, and it is impossible to completely accurately influence the changes and development trends of the future objective environment, which makes innovation risky.

Sixth is practicality. Innovation activities are a type of practical activities. Innovation cannot be innovation if it only stays on paper. Any innovation must be tested by practice and realize subject objectification and objective subjectification on the basis of practice.

The famous modern Chinese painting master Zhang Daqian (1899-1983) held a personal exhibition in Paris that year and showed humility to Picasso (Spanish. Born 1881-died 1973) who was invited to the exhibition. Asking for advice, Picasso smiled and said: "These paintings on the wall are all good, but none of them are paintings created by you yourself." Picasso looked at the astonished Zhang Daqian, shook his head, and drew a big question mark in the air with his hand, and then, He left without looking back. From then on, Zhang Daqian devoted himself to creating "his own paintings", deliberately innovating, and finally formed his own unique artistic style. The inspiration this story gives us is very profound.

Therefore, most of the middle-level cadres of enterprises are relatively young. They should dare to take risks, be brave in innovation, think ahead, boldly explore, open up new roads, be the first to dare to eat crabs, and actively establish Innovate ideas and vigorously promote the spirit of innovation. To innovate, one needs to have innovative consciousness, innovative thinking, innovative enthusiasm, innovative courage, and innovative perseverance, as well as mastering innovative methods and creating an innovative environment. Innovative consciousness depends on motivation; innovative thinking depends on cultivation; innovative enthusiasm depends on self-confidence; innovative courage depends on risk-taking (of course, this kind of risk-taking is not blind); innovative perseverance depends on persistence; innovative methods rely on summary; innovative environment depends on cultivation. In this way, we will develop, improve, and make continuous progress. If we stick to the old routine and live a peaceful life, it will not only damage our own image and prestige, but also be detrimental to the development of our career. The correct attitude should be that not only should we dare to innovate ourselves, but we should also vigorously promote the spirit of innovation among party members, cadres and employees, encourage innovative practices, tolerate failure, and be a good "protective umbrella" for innovators.

The sixth is to properly handle the relationship between meetings and meetings, in person and behind the scenes. Middle-level cadres directly face the masses and have certain influence among the masses. Whether the leadership's intentions can be realized depends not only on whether the leadership's intentions are correct, but also on the ideological style of the middle-level cadres, that is, on the ability of the middle-level cadres in meetings and in person, in person and behind the scenes. Whether the performance is consistent. There are often individual comrades who speak very well in meetings but then say something unsatisfactory after the meeting. This approach must be corrected, otherwise it will affect unity, affect work, reduce leadership prestige, and at the same time reduce one's own prestige.

The seventh is to handle the relationship between the department and the whole. This is a problem that middle-level cadres often encounter at work. The overall situation should be considered. If comrades have ideas, they should try their best to do ideological work. The interests of the department must be subordinated to the interests of the whole. First, we must establish an overall concept, handle all problems from an overall perspective, and get rid of departmentalism. Second, we must regard our department as part of the whole, and we must do our best to do the work of our department.

The eighth is to properly handle the relationship between responsibility for superiors and responsibility for subordinates. Middle-level cadres must be responsible to both the superiors and the subordinates. If they are only responsible to the superiors but not to the subordinates, it means that they do not have the views of the masses. If they are only responsible to the subordinates but not to the superiors, it means that they have no organizational concept. Both of these should be combined to achieve consistency between being responsible for the top and being responsible for the bottom.

The second aspect: we must focus on improving execution ability

The so-called execution ability is the ability to turn plans and plans into actual operations. It is not a single quality, but a combination of multiple qualities and abilities. The various decisions and rules and regulations of the enterprise need to be strictly implemented and organized by the middle level. Only by truly enhancing the execution ability of the middle-level can we effectively ensure the completion of work tasks and improve the quality of work. To improve the execution ability of middle-level employees, business leaders need to provide guidance and demonstration, provide encouragement and encouragement, and at the same time, they must fully trust, actively care, and boldly let go. Only in this way can they give full play to their work independence and creativity, otherwise they will be timid. From the perspective of middle-level cadres themselves, improving execution ability should focus on the following ten aspects:

1. Dedication and morality are the soul. If you want to be a good middle-level cadre, you must first have good personal political and ideological qualities and professional standards. The ancients said: "Talent is the endowment of virtue; virtue is the endowment of talent." If middle-level cadres want to improve their execution ability, they must first focus on self-cultivation and rectification of mind. If the body is not cultivated, morality will not be established. If the body is upright, it will not be followed.

Only middle-level cadres who are dedicated and ethical can talk about their execution ability. The personal accomplishments of middle-level cadres affect their prestige among employees. "There is no foundation without trust, and trust is prestige." Only middle-level cadres with high prestige can improve their execution ability. .

2. Setting an example is a prerequisite. As a middle-level cadre, you cannot just rely on words but also on actions. You must lead by example, be persevering, and establish a good image with your own personality charm. Whether it is observing rules and disciplines or completing work tasks, you must set an example for employees and be the first to strike the iron. Be tough on yourself. Only by convincing the faculty and staff can we be persuasive, and others will listen to what we say, and only then can we talk about execution.

3. Being proactive is the style. Being proactive and resolute is the work style that middle-level cadres should have. The most taboo thing for middle-level cadres is procrastination and failure to complete tasks. "The thunder is loud but the rain is small." Don't worry about gains and losses, worry about difficulties, avoid the important and ignore the easy, and muddle through. You can't wait for the leader to explain everything, you should take the initiative to complete what you should do. Only when the middle management takes the initiative can employees take the initiative, and the entire enterprise will work proactively.

4. Working in place is the criterion. To do a good job, you must have a rigorous work attitude, and you must not be perfunctory about the work to be done, but do it seriously. If you want to work well, you must: think well (brain) - think more about ways and means to do a good job; command well (mouth) - management work is the mother-in-law's mouth, and all work must be supervised at all times; observe well (eyes) ) - discover problems in time and solve them in time; hearing in place (ears) - understand the opinions and suggestions of the faculty and staff on work in a timely manner; action in place (legs and feet) - often go deep into the grassroots level to understand the situation. Having the above five in place is the best execution.

5. Not making excuses is an attitude. Middle-level cadres should make no excuses and abide by their duties. The essence of "excuse" is to shirk responsibility. Between responsibility and excuse, choosing excuse or responsibility reflects a person's attitude towards work. If every middle-level manager makes excuses for his or her work, there will be no execution at all. Without making any excuses, it may seem ruthless, but it embodies a responsible and dedicated spirit, an obedient and honest attitude, and a perfect execution ability.

6. Unity and cooperation are the guarantee. Middle-level cadres should trust each other, support each other, cooperate with each other, help each other, respect each other, encourage each other, see more of the advantages of others, and accept or kindly remind others of their shortcomings. Each department should perform its own duties, fill in positions without overstepping, fill in gaps without tearing them down, divide work and cooperate, use strengths to offset weaknesses, and form synergy. Do your own work, help your colleagues with their work, and do the collective work together. Only in this way will your execution ability be improved.

7. Treating each other sincerely is the foundation. Employees are the concrete implementers of the company's work. Without the hard work of employees, the ideas and plans of a company can only be just words on paper. As a middle-level cadre, you must be responsible for the development of employees. "Those who love others will always be loved, and those who respect others will always be respected." Appropriate encouragement and praise when employees make progress, and sincere criticism and praise when employees make mistakes. Only by correcting mistakes and exchanging sincerity can you win the true trust of teachers. Only in this way can we have strong execution ability. Wang Anshi of the Song Dynasty (1201-1086. Outstanding politician, thinker, and writer) had a motto: "Since ancient times, people have been driven by integrity, and a word is worth a hundred gold." Someone once made statistics, and a " "The Analects of Confucius" contains 38 references to trustworthiness, of which 24 contain the meaning of trustworthiness and sincerity. Cheng Yi (1033-1107. Philosopher and educator) during the Northern Song Dynasty said: "If you impress others with sincerity, people will respond with sincerity." This means: If you can impress people with your sincerity, the other party will also respond with sincerity. Treat you with sincerity. Wu Zetian (624-705), the outstanding empress of the Tang Dynasty, said in the official code "Chen Gui" compiled and signed by the imperial edict: "Every mortal's love is based on integrity. An honest person means that his heart is easy to understand...is not honest. There is no way to win love from the king, and there is no way to win love from the people without honesty." It means that all mortals love the virtue of honesty. An honest person's heart is easily known. Without integrity, one cannot be favored by the king or loved by the people.

8. Fairness and justice are the principles. Fairness and justice are one of the driving forces that stimulate employees' work enthusiasm and creativity. As middle-level cadres, we must treat employees' work performance and performance fairly and impartially, resolve people's difficulties and remember their merits, guide employees to move forward through positive incentives, and push faculty and staff to move forward through negative incentives. At work, we should treat things equally and not people. A person cannot stand without trust, and a person cannot be impartial and powerful.

When thinking about problems and doing things, we must proceed from the overall situation, be fair and upright, distinguish right from wrong, and be upright; we must adhere to principles, uphold justice, and keep in mind responsibilities and missions. Only in this way can employees' work enthusiasm and creativity be stimulated, and righteousness be established. Middle-level cadres Only when you have prestige among employees, what you say will have weight, can you be popular among employees, and then improve your execution ability.

9. Hard work is a requirement. As a middle-level cadre, in the final analysis, it is to lead the employees to implement the school's various systems and regulations. Therefore, middle-level cadres must be willing to do, willing to do, capable, and able to do; they must be calm and focused when doing their work. , Real work is not fake work, real work is not false work; don't let go if you can't do it well, don't let go if you can't finish it; be down-to-earth, work hard, pay attention to reality, tell the truth, be pragmatic, and seek practical results.

10. Summary and reflection is the key. As a middle-level person, you should often self-reflect and always go back and summarize, because summary is an important part of promoting work progress, summary is an important means of finding work patterns, summary is an important way to cultivate and improve work ability, and summary is to accumulate experience and learn lessons. Excellent process. Correct and successful experiences will be accumulated through summarization, and will be carried forward in future work; erroneous and failed lessons will be learned through summarization, which can be used as warnings in future work and be a constant warning. Ming.

To make a good summary, you need to start from the following six aspects:

1. Consolidate the theoretical foundation. Only with theoretical foundation and extensive knowledge can you write things with correct viewpoints, profound analysis, and theoretical height. Otherwise, there will be a listing or stacking of materials, lacking height and depth.

2. Master the knowledge of official documents. It is necessary to master the basic knowledge of official document writing and fully understand the stylistic structure, basic requirements and genre characteristics of various official documents. Of course, we must also be proficient in logic, rhetoric, grammar and other aspects of knowledge.

3. Do a good job of investigation and research. "It's hard for a clever woman to make a meal without rice." First, we must master a large number of situations, accumulate rich information, and be well aware of it; secondly, we must determine the topic of the article and finalize the main points; thirdly, we must carefully select materials and carefully process and refine them; finally, we must plan the layout of the article and outline the writing outline. Only in this way can you write good articles.

4. Good at summarizing. When writing an article, you must firstly handle the relationship between the general summary and the specific demonstration, use the general summary to lead, and use the specific demonstration to explain; secondly, you must handle the relationship between the material and the induction, use the material to reflect the overall picture of the work, and use induction to improve the theoretical sublimation. This is what people often call the "Chinese medicine shop method".

5. Have an innovative spirit. When writing articles, we must also emphasize innovation. On the premise of grasping the leadership intention and the intention of the article, we must reflect a unique style and novel ideas.

6. Carefully process and modify. There are five methods: ① Ask people to read and help revise; ② Hold a meeting and revise collectively; ③ Second research and make additional revisions; ④ Leave it aside for a few days and revise again; ⑤ Read it repeatedly and revise it multiple times. etc.

In short, as a middle-level cadre at the middle level of the school, you have to face the company leaders at the top and all employees at the bottom. You have to do both management and business. The work is indeed very hard, but As long as we work for the development of the school and the growth of our employees, our work will receive everyone's understanding and support. When the execution ability of each middle-level cadre is improved, the overall synergy of the school will be stronger, and the work will make great strides forward.

The fourth question is the basic principles for getting along with middle-level cadres

Between the same level, they have the same goals and their own division of labor; they need to support each other , help, but also implies competition with each other. For this reason, middle-level cadres should understand some macro-arts when dealing with peer relationships. Mainly follow the following five principles:

First, we must adhere to the principle of treating each other with sincerity and being kind to others. The so-called treating each other with sincerity and being kind to others means treating others sincerely and getting along with others in a friendly and kind manner. This is the basic norm and overall requirement for people to interact with each other, and it is also the primary principle for leaders to deal with relationships between peers.

Any leader among peers expects to have a good interpersonal environment, to get along with other members in harmony, and to work in a comfortable mood. To achieve this state, we must treat each other with sincerity, be kind to others, and exchange our own "sincerity" and "goodwill" for the "sincerity" and "friendliness" of others. The ancients said: "Wherever sincerity reaches, metal and stone will open", "Wherever sincerity touches, everything will be connected."

This means that as long as you treat others with sincerity and sincerity, you will be able to influence people and get things done no matter where you are or what the situation is. Leaders at the same level are working for the same goal. There is no reason not to be kind to others, and there is no reason not to get along with others in good faith. We should "exchange my heart for others' hearts" and sincerely treat and care for our peers. When peers achieve results and develop, they should be sincerely congratulated and gratified; when peers encounter certain setbacks or misfortunes, they should take the initiative to care and sympathize; when peers encounter difficulties, they should actively help and support them. But we cannot ridicule the achievements of the same level, take pleasure in the misfortunes of the same level, and ignore the difficulties of the same level. Otherwise, it will not only hurt the other person's feelings, but also affect the relationship between them.

Second, we must adhere to the principle of active cooperation and complementing each other. The so-called active cooperation and complementing each other means that we must have a spirit of cooperation and a sense of complementing each other. This is a behavioral requirement for leaders at the same level, and it is also another important principle for handling relationships at the same level.

As we all know, in modern society, any department and its leaders need to cooperate with other departments and leaders. The idea of ??a "small country and few people" where "we hear the noises of chickens and dogs, and never interact with each other until we die"; the old practice of "everyone sweeps the snow in front of his own door and doesn't care about the frost on other people's tiles" is neither in line with The requirements of the times are also unfeasible in actual work. Therefore, peers should proactively cooperate and work together to achieve the best overall effect. While actively cooperating, we should also strengthen our awareness of replenishing Taiwan and take effective measures to do so. When peers have difficulties, they should enthusiastically help; when peers have problems, they should try their best to save them; when peers make mistakes, they should take the initiative to make up for it. Instead of "appreciating" the difficulties, problems and mistakes of peers with the attitude of watching "jokes". Here, leaders at the same level should correctly grasp the relationship between "collective interests" and "personal achievements"; only by handling this relationship well can they truly actively cooperate and complement each other.

Third, we must adhere to the principle of learning from others who are talented and making the strong the teacher. The so-called "seeing the wise and thinking of them, the strong as their teachers" means to actively look up to the wise and humbly worship the strong as their teachers. This is not only a requirement for leaders in terms of "temperance", but also an important principle for leaders to deal with relationships with peers.

Because leaders at the same level are on the same starting line, there is a potential element of "competition". Therefore, when dealing with relationships at the same level, we must not only have the tolerance to "accommodate others' shortcomings", but also have the mind to "accommodate others' strengths". Needless to say, among leaders at the same level, due to differences in qualifications, experience, and education, there are certain differences in abilities, levels, temperament, and accomplishments. In this regard, we should actively look to the wise, see what others can do, and think more about why we can't do it, and how we can do it; we should humbly worship the strong as our teachers, and see others who are strong, and think more about why we are not strong. , how to be strong. And you cannot "disregard others' shortcomings and rely on your own strengths" (don't talk about other people's shortcomings and boast about your own strengths), nor can you compare your own strengths to others' shortcomings, and compare your own strengths to others' weaknesses; let alone be jealous of the talented and capable. , adopt unfair methods and means to "squeeze" others, and say "If I can't do it, you can't do it" and "If I don't do it, don't do it either." The former is not only conducive to one's own improvement, but also helps to deal with the relationship between peers; while the latter is not only detrimental to one's own improvement, but also detrimental to the relationship between peers, and may even become a reviled "little person". people". Therefore, we must overcome the mentality of being weak and jealous of the capable.