Conditions for becoming an excellent manager

Conditions for becoming an excellent manager

Conditions for becoming an excellent manager, management master Drucker said: Managers must be effective. Being effective is the mission of the management profession, the soul of managers, and the foundation of managers. Therefore, managers should take this as their goal and talk about the conditions for becoming an excellent manager. Conditions for becoming an excellent manager 1

Goal - Be ambitious.

Everyone has his own goals, but not everyone has ambitious goals. Many people have experienced more than one or two years of working life and have seen more of the dark side. Some people have not yet fully started, and their ideal goals turn into dreams and then disappear. It's different when you have ambitious goals. One is confidence. He is not much better than me. If he can be the general manager, so can I! The second is self-improvement. If you want to be a general manager, you must be outstanding in your unit! Start now!

People who achieve great things in history are often those with "ambitious" goals. Establish your ambitious goals, and you will also move from ordinary to excellent, and from good to outstanding!

Action - have perseverance.

The higher the goal, the more effort is required and the more perseverance is required. Don’t be too ambitious to be too ambitious and become a “giant in thought and a dwarf in action.” To paraphrase a senior, “It is not difficult for a person to do one thing well in a while, but it is not easy to do one thing well for a lifetime.” ”. Remember, you are not much more intelligent than others. If you want to be an excellent manager, you must go to bed later, get up earlier, endure more hardships, and sweat more than others! Starting from now, I want to be in front of others and do better than others!

With perseverance, your career may be successful and your ambitions may be realized; without perseverance, you will only give up halfway and achieve nothing!

Treat others with sincerity.

To do things, you must first be a human being. You must be honest and treat others with sincerity. You can't make real friends by being hypocritical and cheating, and you can't achieve the purpose of long-term cooperation.

Therefore, to be a successful manager, you must be sincere in dealing with others and treat each other with sincerity. This is the foundation of being a human being and the hope of achieving a career.

Difficulties - have confidence.

The road ahead will not be smooth sailing, and you will definitely encounter various difficulties. Excellent managers, whether they encounter natural or man-made disasters or strong winds and waves, will firmly believe that "the final victory belongs to us" and will never compromise or bow to difficulties. "Difficulties are like springs. If you are strong, they will be weak. If you are weak, they will be strong." "Overcoming difficulties is often the result of persistent efforts." This is the exact portrayal of the mentality of a successful person.

Work - be careful.

Our work is often complicated, messy, and ever-changing, so we must be careful when doing our work. Details determine success or failure, this is the truth.

Employees - be caring.

Treat your subordinates and employees with sincerity and love. Employees rely on their own skills and physical strength to survive and develop, which is not easy. As a manager, you must insist on empathy in your work, and you must pay equal attention to "law, reason, and emotion" when implementing policies. "If you respect your employees a foot, they will respect you a foot." If you show love to your employees, you will get the rewards they deserve!

Trouble - be patient.

At work, not only will you encounter difficulties, but you will also encounter all kinds of troubles. When you encounter difficulties, you must have confidence; when you encounter trouble, you must be patient. Dare to face trouble, it is your trouble and you cannot avoid it; "Be afraid of trouble when it doesn't happen, but don't be afraid of trouble after it happens." Being good at dealing with troubles and patiently solving them are the basic skills of a good manager.

Good thing - be suspicious.

When you encounter good things that you get without any effort, when you get some praise for not doing anything, when you encounter the praise of some people, you have to pay attention, because things in the world will not fall into the trap. If you are a cake lover, you must be suspicious and ask more questions why. You must not have the intention to harm others, and you must have the intention to guard against others. "Sugar-coated bullets" can kill people!

Criticism - be tolerant.

When dealing with criticism, you must not only accept it with an open mind, but also have an attitude of correcting it if it is there and encouraging it if it is not; you must also treat each other with kindness, especially some criticisms that are not completely in line with reality and are inconsistent with your own As long as the remarks that contradict the opinions but are exaggerated are not malicious attacks, the prime minister should be able to handle them calmly. Not holding grudges, being tolerant and tolerant is a sign of success for a good manager.

Self-Be solid.

The key to becoming a good manager is not others, but oneself. The first is to have self-confidence. Without self-confidence, if you are indecisive and constantly make decisions, how can you gain the trust of others? The second is to be solid. To be a good manager is not to be better than others, but to be better than oneself yesterday. Only by being sincere and surpassing yourself every moment can you achieve your ambitions and make continuous progress!

However, the person who reaches the above-mentioned "Ten Hearts in One" standard must be a god rather than a human being. However, in the process of our efforts to achieve this goal, we will experience the joy of constantly surpassing ourselves and leave behind. My life goal is getting closer and closer! Conditions for becoming an excellent manager 2

Middle-level leaders, the middle structure of the organization, are in an important position connecting the previous and the next, and play the role of setter in the process of uploading and issuing. A good setter can turn a dead ball into a live ball; if the setter is not in place, a good ball can turn into a bad ball. It can be seen that being a middle-level leader is crucial to the success of an enterprise. The middle structure of the organization is in an important position as a link between the previous and the next, and plays the role of a setter in the process of uploading and issuing tasks. A good setter can turn a dead ball into a live ball; if the setter is not in place, a good ball can turn into a bad ball. It can be seen that being a good middle-level leader is crucial to the success of an enterprise. Through recent study and reading of the book "Core Skills of Middle Managers", I have a new understanding and positioning of middle managers: middle managers are the backbone of the company and are the backbone of the company. ; Middle-level managers are both leaders and employees, with the dual identities of leaders and subordinates; in addition to having management responsibilities and job responsibilities, middle-level managers also play a role in communicating between employees and company decision-makers. If middle-level managers cannot play their due role, it will bring great obstacles to the company's management and implementation of decision-making; middle-level leadership cadres are an important level in the corporate management team and are responsible for leading employees in various departments in accordance with the company's strategic plan. Organizers and implementers of overall work deployment and creative daily work, as well as promoters and practitioners of the company's ability to create profits, realize social value, and assume social responsibilities. The status and role of middle management cadres can be described in three sentences: implementation and execution; management and service; contact and communication.

So how to be a good middle-level manager, how to perform your duties well, and how to give full play to the role of a setter. Through learning, I have gained new understanding and thinking. My main experiences are as follows:

1. Establish the idea of ??focusing on the top management and become a middle-level manager that superior leaders can trust

As a middle-level manager, we must establish the idea of ??focusing on the top management In order to focus on the thoughts of the focus, be a good subordinate that your superiors can trust. To do this well, you must first fully trust your superiors and always pay attention to the opinions of your leaders. Due to information asymmetry and different perspectives of considering issues, the opinions of middle managers and superior leaders cannot be completely consistent. But generally speaking, senior managers tend to have more sufficient information, consider problems more comprehensively, and deal with problems based on the overall situation, which is more in line with the overall interests. Therefore, middle-level managers should fully trust their leaders, happily implement them after the leaders make decisions, and complete the tasks assigned by the leaders with quality and quantity.

Secondly, you should take the initiative to cooperate with the leadership, give full play to your own enthusiasm, and encourage your subordinates to play their enthusiasm together. Leadership is to ensure the realization of organizational goals, which requires sincere unity of everyone. Whether it is giving orders or using leadership art to mobilize everyone's enthusiasm, it is all for the realization of organizational goals. As subordinates, middle managers must not only implement decisions and orders, accept the leader's mobilization art, but also clearly see the leader's true intentions and actively work toward the leader's intentions. Only by supporting and helping leaders at work and making leadership more effective will leaders develop a sense of respect and dependence on lower-level managers.

Similarly, only when leaders work smoothly and effectively, will they have the energy and time to guide and help subordinates, so that subordinates can gain greater room for improvement and development.

In addition, middle-level managers, like leaders, should focus on corporate goals, focus on overall interests, and obey the overall situation as their code of conduct, regardless of personal gains and losses. When dealing with the relationship with the leader, make sure that your behavior is within the scope of the overall interests. This is true even when leaders lack leadership skills.

2. Persist in continuous improvement and be a capable middle manager

Adhere to continuous improvement and be a capable middle manager is an eternity In order to achieve this goal, middle managers are required to study hard and improve their knowledge level; focus on reality and improve management capabilities.

The real society is an era of knowledge, and the development and update of knowledge are very fast. The richness of knowledge is the foundation of leadership and work ability. As a middle-level cadre, we must firmly establish the concept of lifelong learning, squeeze out time to study as much as possible, constantly acquire new knowledge, strive to master new theories, and strive to become a knowledge-based and scholar-oriented middle-level cadre. First, we must constantly learn knowledge related to our own work, constantly enrich our business theories, and innovate working methods. We must pay special attention to the study of management science knowledge and theories, strive to improve our management capabilities, and learn system theory, such as: Process method, system method and fact-based decision-making method, because management is a systematic study, what kind of management system to establish, how to implement system management, and how to establish an innovative and efficient system are new concepts in current management science.

The second is to pay attention to the study of humanities knowledge, including behavioral science, psychology, sociology, etc. Because the foundation of management is to manage people, and it must be people-oriented. Only by knowing how to mobilize people's enthusiasm to the maximum extent and stimulate people's work creativity to the maximum extent can we do a good job and complete various tasks.

The third is to pay attention to the method of learning. We must adhere to the theory and practice, seek truth and be pragmatic, combine learning with work practice, combine learning with research work, use theory to guide practice, and rely on practice to enrich theory. , and continue to advance in this cycle, thereby improving one's own knowledge level.

On the other hand, middle-level cadres urgently need to improve the following abilities in actual work:

First, improve execution ability. Because the leadership ability of middle-level cadres is first reflected in their execution ability, and the execution ability of middle-level cadres often reflects the execution ability of the department. Improving execution means being able to understand the leader's work ideas, work intentions, and work goals, formulate work plans, improve work methods, and strengthen work measures based on the decisions of senior managers, and be able to centrally allocate the resources of the department and unify the work of subordinates. ideas, gather the strength of subordinates, carry out the most effective work, successfully complete various work tasks, and achieve the best results of the work. Judging from the current actual situation, there is still a considerable gap among our middle managers, and we must work hard to improve our execution capabilities.

The second is to improve management capabilities. Management ability is very important. If you don't know how to manage, you are essentially an incompetent leader.

The third is to improve coordination capabilities. The middle-level manager is an executive leader and the direct leader and coordinator of department work. The ability to organize and coordinate reflects the level of leadership. In terms of organizational capabilities, it is necessary to improve thinking ability, work planning ability, resource integration ability, and work implementation ability. In terms of coordination ability, it is necessary to improve the interpersonal coordination ability between superiors and subordinates, horizontally and between subordinates, form relatively smooth working contacts and interpersonal relationships, and build an effective work team.

The fourth is to improve ideological work ability. All work must be executed and completed by all employees. The enthusiasm of employees is the prerequisite for doing a good job and completing tasks. Therefore, leaders must be able to do ideological work. Improving ideological work ability means adhering to people-oriented, establishing the idea of ??serving employees, providing necessary services for employees' work, helping employees solve difficulties and problems encountered at work, promptly solving ideological problems of employees, and creating a positive and positive atmosphere. , a good working atmosphere with simple interpersonal relationships and mutual cooperation between jobs.

3. Coordinate communication and build a combative management team

A middle-level manager with development potential should show a team-oriented work style. They are willing to cooperate and work together in practice. In management work, they are the "leaders" and the "soul figures" on the volleyball court; they are good at creating a cultural atmosphere of teamwork and equal communication; they firmly believe that 1+l is not equal to 2, and are good at using brainstorming to amplify the collective wisdom; they welcome criticism and face conflicts with an open mind, and never give up looking for the best solution to a problem; they appreciate each other, boost morale, and pay attention to the common development of team members.

Teamwork plays a decisive role in the ultimate success of middle managers. To this end, middle managers should first position themselves as "service personnel." Today, when "teams create corporate value" is becoming more and more obvious, corporate managers and the managed should have an "interdependent working relationship": the managed rely on the manager's scientific leadership and management to create personal performance; Managers rely more on the dedicated work of those being managed to create overall team performance. The standard for modern enterprises to recognize middle managers is no longer how you are as an individual but how the team you lead is. To achieve such a goal, middle managers should think more about their subordinates and create better working conditions and more development opportunities for them, that is, provide more "services" to their subordinates. Therefore, a truly qualified middle manager should first position himself as a "service person" who provides services to his subordinates, rather than as a so-called "leader".

The second is to balance the expectations of the company and employees. Middle managers are the bridge between the company and employees and need to balance the expectations of the company and employees. If you give orders all day long and seldom consider the interests and feelings of employees, like a "supervisor" sent by the boss, or you only consider the interests of yourself and employees, but completely ignore the interests of the company, both of these tendencies are very undesirable. A qualified middle-level manager should be responsible for the company and employees in both directions. By leading the team to create performance for the company and reasonably seeking benefits for employees while creating performance, only such middle-level managers can be recognized by the company and supported by their subordinates. Managers who deviate from either side are not qualified middle managers, and it is difficult for them to become long-term middle managers, and it is even harder for them to create performance that is “like every year”.

The third is to adopt a "gentle" communication method. Arranging and checking the work of subordinates is one of the functions of middle managers, but we need to pay attention to the methods and methods. We know that everyone has a need to be respected, and as subordinates, they have this need even more. Some managers are accustomed to using orders to arrange the work of their subordinates, and are accustomed to using scolding to criticize the work of their subordinates. This is very harmful. As middle-level managers, we need to consciously try to "downplay" the differences between superiors and subordinates at work. Using the tone of "suggestion" or "discussion" to arrange work will definitely be more effective than "ordering"; Pointing out the faults or shortcomings of subordinates in an "emotional" way will definitely be more effective than "reprimanding". Middle managers may worry that their "prestige" will be "disappeared" because of their "moderate" communication methods. In fact, this worry is completely unnecessary. On the contrary, your subordinates will only respect you more and more.

The fourth is to think less about yourself and more about others. As a middle-level manager, you need to have a noble "ideological realm" and think more about the company, your team, and your subordinates, and less about your own selfish interests. When department or personal interests conflict with the interests of the company, we need to give priority to the interests of the company; when departments at the same level have difficulties, we need to actively support them; when personal interests conflict with the interests of subordinates, we need to give priority to subordinates interests. If the first consideration is their own personal gains and losses, such managers are not competent middle managers, nor are they "wise" middle managers. In fact, as middle-level managers, in addition to "economic income", we also have opportunities to cultivate comprehensive abilities and establish personal relationships, which are not available to ordinary employees, and these are often the opportunities for us to obtain higher "economic income" foundation and guarantee. So from this aspect, we also have a lot of "extra" benefits.

It is true that we managers also need to survive and live, and we also hope to obtain personal benefits that match our abilities and dedication. However, these are not obtained through you thinking more about yourself and fighting for yourself, but through your efforts and dedication. Obtained after being recognized by the leader.

The fifth is to treat leaders, subordinates and yourself correctly. As middle-level managers of enterprises, there are leaders above and employees below. We need to treat leaders, subordinates and ourselves correctly. We need to be "respectful to those who are above us", "to be lenient to those below" and "to be strict with ourselves". "Respecting one's superiors" means respecting one's own leader, but not flattering or flattering; "being lenient to one's subordinates" means being tolerant to one's subordinates, but not letting them go their own way; "being strict with oneself" means being strict with oneself, but not just Talk about giving without giving anything in return. "Giving is joy. Middle managers need to give more. The more they give, the more they will get." "Giving roses to others leaves fragrance in your hands." I think we all understand the true meaning of this sentence. Use true feelings Move subordinates, use changes to influence subordinates, use status to burn subordinates, use strength to conquer subordinates, use actions to drive subordinates, and use persistence to win subordinates. In this way, we will be an excellent middle manager in any environment, and the team we lead will also be one A good team, a fighting team.