Efficient Leadership Art: Working With Subordinates To Achieve Positive Results

Leadership should be more derived from "non post authority", such as knowledge, personality, innovation, and emotional management. That is to say, Li Jiacheng should not only strive for people to compete for "people's heart" but also "leadership, faith, rigidity, flexibility, harmony and change".

They are the key for enterprises to correctly carry out their decisions. They are also the bridge and bridge between top leaders and front-line employees.

But it is not easy to train a good senior manager.

How do professional managers stand out in the plight of the top down?

How to become an effective manager with superior recognition and subordinates' affection?

On the salon, Professor Lin Hongrong combines the essence of traditional culture, the latest management wisdom and modern business management, and analyzes the mystery of leadership.

Leaders should create common values. Lin Hongrong stressed that enterprise competitiveness = leadership, executive power, learning power, and concentricity.

The competitiveness of enterprises is the result of these forces multiplying rather than adding together.

Because if one is added, one of the values has little effect, but if it multiplies, no zero exists.

Leadership is the ability to achieve enterprise goals with maximum efficiency.

For decision making, the right thing to do is leadership.

Therefore, the leader can only do the right thing, he is related to the life and death of the enterprise.

What is worth noting is that leadership is not only the ability of the leader, but the ability of the whole leadership team and core backbone team. It must acquire more and more followers, willing to take advantage of their strengths, including their strengths, strengths, strengths and strengths.

Like Han Gao Zu Liu Bang, he is not a capable person himself, but he is good at using others, giving full play to other talents, and forming a leading team together with Zhang Liang, Xiao He and Han Xin. This is his leadership.

In addition, leadership must also have the ability to create common values.

Tang Seng in the journey to the west is the master of creating common values.

The 4 people in journey to the West have absolutely no common value at the beginning. They are not "one way people" at all.

Lin Hongrong said that the success of Tang's monk's success in Western learning is due to his successful leadership: first, he has a clear goal - to go to the western sky. Secondly, his goal is very clear, that is, in order to acquire Buddhist scriptures, once again, his will is firm and able to resist all kinds of temptations. Besides, he is also good at coordinating the relations between the parties and reconciling the contradiction between the bad Sun Wukong and lazy pig.

It is also an advantage for him to make mistakes, so that Sun Wukong can serve them.

The last point is that he can work with his subordinates to make a positive result.

In addition, leadership does not all come from "position authority", but more should be derived from "non post authority".

Job authority is generally formed by factors such as concept, authority and qualifications. Instead of job authority, it has a greater impact on Leadership: knowledge factors make people admire, talent factors make people admire, emotional factors make people respect, and personality factors make people respect.

Finally, leadership should be complementary to "adventure" and "innovation", so as to adapt to the development of the situation.

It is not only science but also art to distinguish between "service" or "separation" from leadership.

Lin Hongrong said that the beginning of human history is the beginning of management. Chinese traditional culture is extensive and profound, and a comprehensive theory has been formed for the understanding of management. "It advocates that leaders should experience five steps: managing people, managing people, settling people, making profits and reaching people."

Lin Hongrong explained that "Guan" means "key" in ancient Chinese.

Therefore, "Guan", as the name suggests, bears the role of opening and closing.

It means to control socialization, standardization, institutionalization and specialization.

There are four common faults in Enterprises: the first one is family type, and one generation is passed on from generation to generation, and the important personnel in the enterprise are all the same family members; the second is that the elder type often happens. Because someone is the elder of the enterprise, when he makes a mistake, or when the reform of the enterprise will damage their interests, they often make managers ineffective because they are old men. The third is centrifugal type, and the value recognition of such people and enterprises is not high. They even have a resistance mentality; the fourth is fragmentation type, which means that a category of people in the enterprise does not have a core or a goal and is free from outside the enterprise. Lin Hongrong pointed out that at present, Chinese enterprises, especially the private sector in China.

The existence of these ills has greatly reduced the standardization of "managing people".

If the generalization of traditional culture is focused on the goal management of leadership, contemporary management theory will be a management approach.

Lin Hongrong pointed out that Harvard University has put forward five steps of contemporary "people-oriented" management proposition, namely, emotional management, democratic management, independent management, talent management and cultural management.

The so-called emotional management is to strive not only to compete for "people" but also to "people's hearts". Is it not advocating service strategy now?

The service itself is emotional work, that is, to make people move with emotion.

"It's like we usually go shopping, sometimes we don't plan to buy things. We just want to take a look at them, but we meet a very enthusiastic waiter. We take a stool to sit for you. We have tea to pour in, chat with us and introduce products to us in detail. Many times we buy a lot of things without knowing it, because if we don't buy it, we feel as if we are sorry.

When we came out of the mall, we not only took what we bought, but also took away the true feelings, affectionate, passionate, human feelings, friendship, kinship, enthusiasm, warmth, tenderness, and even kindness.

In order to achieve democratic management, we must attach importance to human rights and people-oriented.

What is real democracy?

Lin Hongrong made a simile. If the leader said the subordinates were 100% obedient, would this represent the democratic management of the enterprises?

Lin Hongrong thought it was not.

He reminded entrepreneurs not to look at superficial obedience only because it is "from" instead of "taking". In fact, convincing subordinates is the ultimate goal.

For subordinates, "leaders" should be careful to distinguish between compliance.

Or faith?

Is there any blind obedience, obedience, submission or even resistance to avoid the implementation of erroneous routes?

The core talents of Welch should be accounted for by 20%. When he left the General Company, he said that his greatest contribution was to train talents for the company.

He also put forward two standards of talent performance and value recognition.

Lin Hongrong pointed out that generally, there are four types of employees in an enterprise: the first is the ability to have the talent, and the value recognition of the company is high. This is the sage, also known as the core talent; if only the talent but not the value recognition is the able person, is the special type talented person; only the value recognition degree but does not have the ability is that the good person is the general talented person; as for the talented person who does not have the ability and does not have the value recognition, it is the mediocre person belongs to the collocation type talented person.

Lin Hongrong said that the core talents of enterprises should have the following qualities: first, to have better personality cultivation and professional ethics; second, to have a better talent and core competitiveness; third, to have a high degree of recognition of the company's ideas and values, and to play an exemplary role; and fourth, to pay attention to the future development of the company and invest in the true feelings.

In a company, the core talents must have about 20% of the total. It is these 20% who push the other 80% of the company forward.

Therefore, leaders must attach importance to the cultivation and protection of core talents, so it is best to build a pair of golden handcuffs to retain them.

Besides the material conditions such as salary and welfare, the "golden handcuffs" have personal charisma of leaders, including his philosophy, spirit and attitude towards the enterprise.

Lin Hongrong believes that as a leader, enterprises should not only emphasize methods, methods and skills, but also emphasize concepts, spirits and attitudes.

Li Jiacheng, the richest man in Hongkong, strongly emphasized his leadership philosophy. He has mentioned six character philosophy in his book many times, namely, morality, faith, rigidity, flexibility, harmony and change.

Morality is the character that must be done well in running an enterprise. It is the foundation of being in the world; faith refers to integrity; rigid, that is, when it comes out, flexibility means that people get along with each other in a sense of friendship, and harmony and change.

So no matter how busy, Li Jiacheng still pays attention to Hongkong, Southeast Asia and the global situation and the latest news every day, which few leaders can do.