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How To Be A Good Leader

2008/9/16 9:08:00 41816

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When I first entered the workplace, I envy those leaders who have the right and the soldiers below, whether they are senior leaders or middle level leaders.

Always think that when a leader can command others to do things, do not sink into the tedious daily.

A higher income and a carefree life.

Is that the case?

Many of the leaders that I have contacted have great intentions to discuss management with them. But there seems to be no leader who says he is very relaxed. "Pressure is great" is the common aspiration of these companies.

The word "leadership" is interesting in itself.

On the surface, it relies on the company system and personal knowledge ability to lead the team to accomplish the established work and realize its own value; on the other hand, it is also the leadership and promotion of itself.

It is only when their abilities are always able to effectively lead the team forward that the so-called leadership has its own value, otherwise it will be laid off sooner or later.

At the same time, when leaders are endowed with rights and benefits, they are also subjected to the company's requirements and subordinates' understanding and recognition.

When the company is expecting data, it is hoped that the following resources and teams should be coordinated to eliminate the envy of others.

The pressure is high, and that's natural.

How to be a good leader who can afford the company and be recognized by the staff?

I. division of labour

Leading team work, different team members undertake different jobs; different development periods, the content and nature of work are not exactly the same.

In this system of team building, leaders should give full play to everyone's strengths and realize team value. First, we must learn to divide the work reasonably.

The purpose of a reasonable division of labor is to enable employees to have a good sense of work and to give play to the expertise of each employee and to accomplish their tasks efficiently, reflecting the value of the leading team.

1, the nature of positioning work

First of all, it is clear about the nature of the work, the detailed planning and the completion time, the detailed work schedule and the whole process of the work completed.

The key point is to know whether the work is urgently needed to be completed or to add icing on the cake, so as to arrange the progress according to the actual situation.

2. Understand staff situation

After the nature of the work is clear, we should carefully study the details of our team members.

It is necessary to find out what the strengths and weaknesses of the team are, what kind of jobs they are suitable for and what resources they can use.

Thus targeted work arrangement is conducive to the smooth development of the work.

Two. Profit sharing

In fact, we should be clear that the best performance of a leader is not how much he has done, but what kind of achievements his team has achieved.

In this sense, the reflection of leader's own value is the reaction of the team's value.

The higher the team's achievements, the more valuable the leadership will be.

It is for this reason that those leaders who are in various positions of the company are always doing everything they can for the work arranged by the company, and mobilizing the resources of all parties to ensure that the team can accomplish their tasks.

However, problems came out as well.

Most of the leaders played a leading role in flowers and applause, but the team fighting with him did not seem to have a personal view at that time, not to mention all the ordinary employees who worked in the team.

Such a long time, a long time, the team members have no motivation to work, in the negative and slow down naturally affect team performance, the leadership of the scenery will no longer exist.

Therefore, in practical work, leaders must learn to divide profits.

The team members should be promoted to the front desk to accept the recognition and recognition of the company.

If this honor does not have to be personally represented by the team, it is also necessary for the first time to arrange the team meeting and so on to return the honor and achievements to the leading staff, so that they can be grateful to have such a leader in such a team.

Of course, the long term influence of the "selfish idea" that "profit can not be shared" has led many leaders to feel that they should bring their own achievements to the team.

It seems to be perfectly justified, but in reality it is dangerous.

Try to understand the power of your team, far more powerful than individuals, learn to divide profits rationally, and success has hope.

Three, give development space.

I remember a time when I heard a joke with a boss about this joke: the boss was following a leader when he was graduating from college, and the leader attached great importance to the boss, so he taught his marketing skills and became the right hand of the leaders.

The boss was very happy at first and had such a high regard for his leadership, but for a long time it was not so.

Many colleagues who have joined the company have been promoted through several years' development, and have obtained higher positions and benefits.

Then asked the leader, the leader laughed, "I had to raise your job earlier, and I refused, because I was too comfortable with you. I don't want to let you go!"

For a while, the boss had nothing to say, fell into a deep thought, and in a very short period of time took the initiative to write a job pfer report to the headquarters, took the initiative to apply for leaving the "very care and importance" of their leadership......

From this case, we can easily find that it is precisely because of the leader's personal preferences that the development opportunities of employees are delayed. For a highly motivated employee, it is not surprising that a leader who likes to deprive employees of their development space is difficult to get along with.

As a leader, another notable aspect of its success and value is how many useful talents you have trained for the company.

It is a small area for a person to lead a team to make profits for the enterprise. If you can train more and more employees who can independently create a team to create value for the enterprise, it is the situation that the company most wants to see.

Therefore, for leaders, it is a core aspect of leadership value to continuously develop suitable space for team members and guide potential employees to grow into new leaders.