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Two Iron Rules Of Professional Managers

2008/8/12 17:11:00 41753

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The reason why professional managers are so concerned in China is that because of the pformation from planned economy to market economy, a group of high-quality professional managers is urgently needed to support the rapid and healthy development of Chinese enterprises in the brutal market competition.

However, due to the short time of market economy in China, there is no effective legislation on professional managers and effective personnel training and assessment. Therefore, there has been no clear understanding of the relationship between professional managers and enterprises.

But as a professional manager, there are still some iron rules that need to be observed.

Obey enterprise strategy.

Strictly speaking, the positioning of professional managers in enterprises should be the implementation and implementers of enterprise strategies, not the makers of enterprise strategies, and at the very best also the participants of enterprise strategy formulation.

But in the actual situation, the conflict between enterprises and professional managers is essentially a conflict at the strategic level of enterprises.

This conflict is the most serious injury to enterprises, because it will directly lead to confusion in the operation of enterprises, so that employees are at a loss.

On the one hand, once a business owner finds out that the work of professional managers deviates from the enterprise strategy, he will intervene in the work of professional managers. On the other hand, if professional managers do not recognize the strategy of enterprises, they will use their resources to enforce their own practices correctly.

In this way, in the game between enterprises and professional managers, enterprises will be badly hurt. At the same time, professional managers will be very bad at the end, because once an enterprise reaches the maximum tolerance of professional managers, it will be ordered.

Through tracing analysis of some enterprises, the author finds that the enterprise's strategy has been in a state of uncertainty because of the constant replacement of senior professional managers.

Of course, professional managers will complain that many enterprises in China do not have clear strategies or strategies.

It should be said that such a situation exists.

So how should we be a professional manager?

One.

The strategy of enterprises is no problem, or even objective and correct.

As a professional manager, we should formulate a policy plan under the premise of enterprise strategy, optimize the allocation of enterprise resources, and formulate the correct strategy so as to achieve the strategic planning of enterprises.

Two.

The strategy of an enterprise is problematic or even wrong.

So, as a professional manager, we should make clear to the owners and decision makers of the enterprise by using their professional knowledge combined with the actual situation of the enterprise.

If the owners and decision makers are aware of it, then adjust and revise the enterprise strategy in a certain procedure, and then begin to implement and execute it. But as a professional manager, it is necessary to know clearly and make the users and decision makers clear. Strategic adjustment and modification will lead to enterprise pformation. This change will be a long-term work, and even cause confusion within the enterprise within a short time.

This requires professional managers to maximize the support of the users and decision makers, and reach the maximum consensus in the process and phase of the operation so as to effectively promote the development of enterprise work.

If the owners and policy makers insist on their own opinions and do not agree with the adjustment and revision of the strategy of the enterprises, professional managers can leave their own proposals and choose to leave. As a professional manager, they must understand that they are not the Savior.

Three.

No matter whether the strategy of the enterprise is right or not, sometimes it is only subjective judgement that it may be a problem, but this is not the case.

As a professional manager, if he can not reach a consensus with the enterprise, he can choose to leave. However, he must never force his strategy to reverse the strategy through his own resources and capabilities.

Learn to refuse.

Learning to refuse is because, as a professional manager and enterprise resource, there are deficiencies and deficiencies in a certain extent.

If a professional manager or an enterprise fails to understand this, it is easy to make mistakes in making decisions.

Therefore, as a professional manager, we must have a clear understanding of ourselves and have an objective assessment of the resources of enterprises.

A Jun, formerly a marketing manager of an enterprise, once saw a company recruit general manager, saw the generous treatment offered by the enterprise, knew that his ability did not have the position of being a general manager of the enterprise, but he went to apply for a job on the part of the treatment. As a result, he was successful in applying his three inch tongue and forged resume.

However, for a long time, the gentleman had to leave because his ability was unable to support the general manager's job requirements, and his generous treatment had nothing to do with him.

B Jun has just arrived at a food company. When he saw the luxurious office building and beautiful factory area, there was no doubt about the strength of the company.

Because he acted as the vice president of marketing, the chairman of the enterprise asked him to come up with the marketing plan as soon as possible, and vowed to say that the enterprise had enough financial resources and a large amount of cash could not be used in the business account.

So he did not inspect the real strength of the company, and produced a marketing plan according to the fact that the chairman of the board was not realistic about the strength of the enterprise.

But not long after the implementation of the scheme, it could not be carried out because the financial resources of the enterprise could not be sustained.

At that time, he knew that the office buildings and factories were built up with bank loans. The liquidity of the enterprises was very intense and could not support the implementation of the scheme.

As a result, he had to choose to leave, and at the same time left a stall that was hard to clean up for the enterprise.

Learning to refuse is not only a kind of courage, but also a virtue.

As a professional manager, he must realize that he is responsible for himself as well as himself.

Sometimes refusal is also a responsible expression.

A Jun, unable to refuse himself, failed. B Jun failed to make effective assessment of enterprise resources and did not reject the unrealistic planning ideas of enterprises. As a result, both enterprises and himself fell into failure. If he could conduct research on enterprise resources and make effective plans combined with the actual situation of enterprises, the result would be a win-win situation.

Responsible for the fate of an enterprise.

As a professional manager, they will control certain resources and be given certain power in the enterprise, so that they will have a certain impact on the present and future of the enterprise.

Therefore, responsibility for the fate of an enterprise should be the first criterion for professional managers to make decisions and conduct themselves.

Professional managers are not responsible for the fate of enterprises.

1., enterprises are regarded as tools to vent their anger and realize their ulterior motives.

This kind of situation mainly occurs when the professional managers are unhappy in the original work enterprises, and then take the original enterprises as enemies after the other enterprises, so as to make a devastating attack and retaliation against the main market and products of the original enterprises by using the resources of the enterprises they are in, and even do a lot of digging and rumour about the employees of the original enterprises, and also make rumours and dig up the dealers of the original enterprises.

Once the professional managers take the above actions, they will not only cause losses to the original enterprises, but also disrupt the planning and deployment of the enterprises, and even make the enterprises pay unnecessarily heavy costs. For example, in order to excavate employees and dealers in the original enterprises, the enterprises will pay high fees and the labor costs that the enterprises can not afford, and even more, this unscrupulous retaliation will lead to overdraft of the enterprise resources, thus bringing the enterprises back to the road of no return.

1.集體跳槽。集體跳槽現(xiàn)在在中國的許多行業(yè)都在不斷上演，從而不斷的加劇職業(yè)經(jīng)理人與企業(yè)的矛盾。這種現(xiàn)象不但對(duì)職業(yè)經(jīng)理人造成很大的傷害，也給企業(yè)造成無可挽回的損失。有的企業(yè)為了穩(wěn)定員工隊(duì)伍已經(jīng)做出這樣的決定——凡是企業(yè)引進(jìn)的職業(yè)經(jīng)理人都不得帶人進(jìn)入企業(yè)。

Some professional managers are good at managing people's hearts, so they establish their own "guard" team when they are in an enterprise, and most of them use "brothers loyalty" as a link.

Once these professional managers prepare for another high branch, they will take away these "old ministers" at the same time. One is not to be bullied after coming to the new enterprises. Two, some people support and facilitate the work. If three enterprises fail to achieve their own wishes, there will be a "capital" challenge to enterprises.

2.把企業(yè)作為實(shí)現(xiàn)自己“目的”的工具。作為個(gè)人，誰都想揚(yáng)名立萬，但是“君子要名，應(yīng)取之有道”。可是有些職業(yè)經(jīng)理人為了迅速提高自己的知名度或?yàn)榱俗屔鐣?huì)更快認(rèn)可自己，因此就在企業(yè)經(jīng)營上采取在“顯性指標(biāo)”上做文章，比如：企業(yè)的銷售額、增長速度、客戶數(shù)量、市場(chǎng)規(guī)模等，而完全不顧企業(yè)的資源承受能力和企業(yè)能否可持續(xù)發(fā)展。結(jié)果由于企業(yè)資源被過分透支，這種“揠苗助長”式的做法，給企業(yè)將來的發(fā)展埋下巨大的隱患。2.把企業(yè)作為實(shí)現(xiàn)自己“目的”的工具。作為個(gè)人，誰都想揚(yáng)名立萬，但是“君子要名，應(yīng)取之有道”。可是有些職業(yè)經(jīng)理人為了迅速提高自己的知名度或?yàn)榱俗屔鐣?huì)更快認(rèn)可自己，因此就在企業(yè)經(jīng)營上采取在“顯性指標(biāo)”上做文章，比如：企業(yè)的銷售額、增長速度、客戶數(shù)量、市場(chǎng)規(guī)模等，而完全不顧企業(yè)的資源承受能力和企業(yè)能否可持續(xù)發(fā)展。結(jié)果由于企業(yè)資源被過分透支，這種“揠苗助長”式的做法，給企業(yè)將來的發(fā)展埋下巨大的隱患。

Therefore, as a professional manager, we must take care of our reputation and reputation like birds' feathers, which are the main components of professional managers' brands.

A good professional manager should take the fate of an enterprise as his top priority. He should have the sense of ownership and the mentality of a boss.

The gradual improvement of the gold content of a professional manager is largely due to the word-of-mouth of the service enterprises.

Retaliation against the original enterprises will gradually block their retreat; collective job hopping will not only destroy their reputation, but also cause their own "small team" to fall apart due to interest problems, which will ruin their reputation. This is basically the result of the collective job hopping in these years.