Self-role positioning and management

Self-role positioning and management

Self-role positioning and management, no matter who you are, you must have a clear role and positioning, especially as a manager of an enterprise, We must clearly understand our role positioning and cognition in order to better manage employees. The following shares self-role positioning and management. Self-role positioning and management 1

Role positioning is to clarify the expectations of managers at all levels, cooperate accurately, and reach a tacit understanding, so that managers can work smoothly and efficiently. First of all, Mr. Yan analyzed the role requirements of the top, middle and grass-roots levels in the company, and pointed out the comprehensive roles of managers in the workplace: reliable people, good people, and capable people. They should have three types of thinking: up-and-down thinking, front-and-back thinking, and point-of-view thinking. thinking. Then it introduces how managers should position their own roles in dealing with relationships with superiors, peers and subordinates:

1. Positioning of the role of superiors: responsible, cooperative, and capable - effective and capable Quality, high emotional intelligence, and high-ability subordinates. You must be ambitious and responsible (awareness); actively cooperate with the leader (posture), actively support the leader, and find ways to realize the leader's intentions; achieve the requirements of the superior (results); cultivate professional awareness, assist superiors tacitly, and be credible, reliable, and A trustworthy subordinate.

2. Positioning of peer roles: cooperation, competition, utilization - playing a functional role. Peer-to-peer relationships should be viewed from a diplomatic perspective and adhere to five principles: respect the functions, authority, and characteristics of other departments; do not interfere in other departments’ areas of responsibility; do not evaluate other departments’ businesses/teams; communicate and dialogue on an equal footing; and communicate harmoniously. You need to improve your "ability", be sincere, reliable, and be a reliable, trustworthy, and cooperative partner.

3. Leadership role for subordinates: leader, master, nobleman - employees follow. The teacher first explained the connotation of "leadership" and the difference between managers and leaders. Management comes from authorization and power lies in control; leadership comes from belief and power lies in leading. Management and leadership are the two wings of managers. *** At the same time, it forms the influence of managers. To shape one's own influence, we need to start with self-cultivation and people-alignment, be a manager with skills, principles, mind, means, and responsibility, and be a capable, trustworthy, masterful, expert, and noble person.

Finally, the teacher shared with you the method of time efficiency management, that is, adhering to the 2/8 rule, using time for important things, classifying tasks, planning daily tasks and setting time limits to improve Time utilization efficiency.

As a manager, you are in the central position of the enterprise. Liaison, communication and cooperation with all levels are the key to performing your functions and executing them efficiently. The method of role positioning is to find the target, understand the needs, and apply it in practice. As the teacher said: "Role positioning is made, not imagined." Everyone needs to regurgitate and absorb what they have learned today, practice internal skills, improve comprehensive professional qualities, and then open up the eight extraordinary meridians in the workplace. Self-role positioning and management 2

Let’s first talk about why we need to position ourselves as a manager.

1. The transition from employee to manager is not just a simple job promotion, but a transformation. A new transformation in terms of skills and mentality. After this transformation, you will need to face new and complex problems, and many of them cannot be solved by you alone, but require teamwork.

2. For newly promoted managers, it is customary to put out fires. Rushing wherever needed is a commendable act in itself. However, for a long time, managers have exhausted themselves physically and mentally, made no progress, and are no different from employees. Furthermore, from the company's perspective, this is a failed promotion case.

3. Well-positioned roles can provide new managers with clear job responsibilities, give them a new understanding of their positions, and enable them to make clear career plans for the future. For companies, the clearer the role of managers, the clearer the division of job responsibilities and powers, which is conducive to management and accountability.

Let’s talk about what the role of managers can be divided into?

1. Conductor.

As the conductor of the band, he is the one who holds the baton in his hand, performs passionately, and uses energetic body language to tell the team how to play.

Back to the store, for example, during peak times, the manager must become the conductor of that team. Holding duty tools in hand, arranging store personnel, telling the team how to hit the peak, turning a peak into an orderly music chapter, everything is done in a certain rhythm. Busy but not chaotic, leisurely while busy, staging a perfect peak experience for customers.

2. Make a clock on the wall.

The clock on the wall often serves as a warning to people, silently informing that time is money. Also tell people what you are going to do at this time.

The role of a manager can also be compared to a clock. Of course, its more function is to be a time planner. Tell your partners that at this time, you can stock up before the peak; tell your partners that the storage time of a certain product is up; tell your partners that this time period is the low peak of the store. As a watch, we must constantly remind our partners that in addition to each post and responsibility, there is also the importance of each moment.

3. Make a magnifying glass.

The function of a magnifying glass is to enlarge the image of tiny things, which is helpful for better observation.

Managers must always turn themselves into a magnifying glass for subtle events in the store. For example, managers should make good use of a magnifying glass to discover and excavate the sanitation of some blind spots in a store; for example, regarding a certain incident reported by customers, managers should also magnify and think about it, and take the full picture of the incident and possible reasons behind it. Various factors are magnified and magnified again, and they are seen in the subtleties.

4. Puzzle player.

I believe everyone has played jigsaw puzzles, splicing 100 pieces, or 200 pieces or more irregular (or regular) patterns into a complete graphic. There are challenges, achievements, frustrations, joys, repetitions, and successes in one go.

As the manager of puzzle players, the person who plays the role of problem solver in the middle. 100 patterns are 100 problems. Managers should classify problems according to difficulty. They can deal with simple ones first and then deal with more difficult ones. This way you can complete a perfect puzzle piece by piece.

5. Auction hammer.

The role of the auction hammer is to make the final decision.

From a store perspective, the manager is the one who makes the decision. Don't wait for your partner to ask about everything while you are always hesitant. What you have to do is reply in the affirmative.

6. Telephone.

That is, be a communicator.

The phone connects both parties, and you are also the communicator, the one who takes the initiative to communicate.

7. Santa Claus.

I’m curious as to why managers also serve as Santa Claus. In people's minds, Santa Claus is the distributor of Christmas gifts.

Santa Claus in the store is a resource allocator, exchanging gifts for resources. What are resources? For example, the allocation of materials (between different stores), the non-chain one is the purchase of materials; the arrangement of manpower, the arrangement between different positions and different stores.

In addition, managers also have the identity of being a mentor who helps partners grow. Self-role positioning and management 3

The company’s role expectations for middle managers

1. Clarify the company’s development goals

Middle managers are appointed by the company. There must be expectations and requirements for every middle manager. Middle managers should contribute to the needs of the company. They need to analyze the mission and vision of their company, clearly define what actions need to be taken, be able to meet the company's requirements, and find out the company's role expectations for them.

Precisely because the goals of middle managers must reflect the goals of the company, not just personal needs, middle managers must understand what the ultimate goal of the company is, what is expected of them, and why this is the case. Expectations, what the business will use to measure its performance, and how it will be measured. Only when every middle-level manager thinks about the company's goals and actively and responsibly participates in discussions about the goals can he know what expectations and specific requirements the company has for them.

2. Clarify the role of individuals in the enterprise

Middle managers are the executors of corporate strategy.

The middle position of middle managers determines their status as executors of corporate strategy. The success of an enterprise depends on correct decisions and effective execution, both of which are indispensable. As the executors of enterprise strategic planning, middle managers are gradually beginning to be valued and paid attention to by enterprises. How to effectively play this role of middle managers and improve their execution capabilities has become a key issue related to the success or failure of enterprises.

Middle managers are the makers of corporate tactical decisions.

Due to the expansion of business scale, the rapid development of production technology, the high complexity of the production process and the intensifying market competition, companies are forced to implement and implement strategic decisions quickly and timely. For middle-level managers in an enterprise, they must not only strictly implement and organize the implementation of the decision-making plan of the top management of the enterprise, but also exert their influence as a leader and improve the implementation efficiency and effect of the plan through effective tactical decision-making. Responsible for the overall situation of the enterprise and its own department, and implement leadership behaviors to effectively achieve the goals of the enterprise.

3. Middle managers are the bridge between the top management and the grassroots level

In the enterprise, middle managers play the role of promoting high-level decisions to grassroots managers on the one hand; On the other hand, they are also responsible for providing feedback to senior managers on problems discovered by lower-level managers during the implementation process.