What EQ Qualities Should Leaders In Enterprises Possess?

Any enterprise should take the pursuit of profit maximization as its "responsibility". However, if an enterprise wants to achieve this, it is absolutely not the business leaders and cadres who can shout "profit" and "profit" in their heads every day.

Confucius said, "gentlemen are meant for righteousness, and villains are for profit".

A gentleman here means a leader. A little man means ordinary people (not a bad person). It means that most people do things and understand a word of "benefit". But as a leader, it is not enough to see a "benefit" word. It is also necessary to understand a word "righteousness". This "righteousness" is moral.

Confucius also said, "Germany is not alone, there must be neighbors".

It means that people who have moral will not be "alone". There are bound to be some people around him.

As a successful business leader, what is needed is the influence and cohesiveness of this "virtue not alone" and "neighbourhood"?

Jack, who brought back the GE of the United States, with the inspiring management technique for centuries?

Welch believes that if any business leader tries to quantify the creative potential of his employees, and accordingly, he can fix a "post of talent" for his employees, it is wrong and wrong, because one's potential is unlimited, and it can only be traced with the word "miracle".

That is to say, if a business leader can correctly motivate and infect his employees, his employees' achievements and goals may be totally beyond his expectations.

This is the glamour of the leader's EQ.

Now we know that EQ plays a more important role in leadership quality. So what basic EQ qualities should he possess as an enterprise leader?

In my opinion, enterprise leaders should have at least the following aspects of EQ quality:

1. Strong initiative and sense of responsibility.

By constantly motivating themselves and their subordinates and employees, enterprise leaders can maximize the efficiency of enterprises and create the core competitiveness of enterprises, so as to realize their own value and the value of their employees and shoulder extensive responsibilities to the state, shareholders and society. This is the embodiment of strong enterprising spirit and sense of responsibility, and also an important aspect of the quality of EQ.

Initiative and sense of responsibility are the internal driving force of leadership behavior.

Only if a successful business leader has a strong sense of initiative and responsibility, can he give full play to his subjective initiative in the process of managing the business, so as to effectively lead the company to the other side of success.

Many successful leaders have deep feelings about life experience.

When he talked about his successful experience, Cheng Siwei once said: for decades, he was motivated by "ambition, responsibility and curiosity", which made him continue to learn seventh foreign languages in his spare time even in the high position of vice chairman of the National People's Congress.

I also have a piece of information about the survey of 60 provincial level leading cadres in a provincial organization department.

Among the 60 cadres surveyed, there is no big difference in the basic conditions and basic qualities of each person, including academic qualifications, professional titles, professional expertise and political experience.

However, after the actual examination, there was a great contrast. There were two kinds of results. Some of them belonged to competent work, outstanding achievements and qualified examinations; others were simply unequal in performance, incompetent in work and unqualified in examinations.

Why are there different results?

Through research and analysis, it is found that those cadres who are not equal to their work and are not competent in their work are lacking in initiative and responsibility.

It is undeniable that the current system with Chinese characteristics has made some leaders of state-owned enterprises feel helpless.

Such helplessness has hurt the enthusiasm of some leaders, downplayed the sense of responsibility of leaders, and constrained the innovative and enterprising spirit of leaders.

Over time, enterprise leaders become people suffering from serious institutional alienation, exercising "limited power", but they are only willing to shoulder the "limited liability". They only talk about the only thing that matters, not the development of productive forces, and the profit.

There are also a few leaders who are on the way to confrontation with the current system: since I am responsible for "unlimited responsibilities", I have to give me unlimited power and pay me unlimited benefits, so as to work arbitrarily, bargain with the state and shareholders, and slide into the abyss of corruption.

Confrontation with the current system is a very dangerous and very foolish idea and behavior.

Under the current system, it is highly undesirable to take the lead in business and leadership.

Business management is like sailing against the current, not to advance or retreat. Leaders in the market competition will slacken up and make a difference.

Therefore, leaders of enterprises with high level of EQ must be well versed in the advantages and disadvantages of the current system, and actively cooperate and improve the system within a certain scope. This is to some extent a pcendence of the current system.

Such a business leader has a strong sense of initiative and sense of responsibility. He always knows how to motivate himself, push his subordinates and employees, push his own enterprises across one market after another, and achieve one brilliant achievement after another. In the process of sustainable development of enterprises, he can maximize the value of himself and his staff, and maximize the interests of the state, shareholders and society when he is bigger and stronger.

If a business leader has a strong sense of initiative and responsibility, he will not regard himself as the embodiment of individual "small interests", but should be regarded as the representative of "big interests" at various levels, thus shouldering the mission of "great interests" for these levels.

People who can surpass their own "small interests" and seek "great interests" for the masses have always been heroes in the history of mankind. Although they often get little, it is not the rich return that history and society give them.

Two, broad mind

"All rivers and streams are big."

As an enterprise leader, having broad mind is an important condition for success.

In the first lecture, I talked about the question of overall situation. Whether an enterprise leader is aware of the overall situation is an important prerequisite for completing the task of leadership.

Broad-minded mind is actually the embodiment of overall consciousness.

Compared with the general staff, an enterprise leader often wants to do "big things" and do "difficult things" in daily management work.

At the same time, it is also faced with all kinds of difficulties and pressures. It needs to deal with all kinds of complicated relationships. There are thousands of things in the work, and sometimes there are different opinions among other members of the team and subordinates and cadres. All these require a leader to have a broad mind, to "tolerate the difficulties of the world", and to turn hostility into good fortune and corruption.

Under the current system, the management of state-owned enterprises is far more complex and difficult than the management of western enterprises. Therefore, it is necessary for an enterprise leader to learn to adapt to leadership methods, and learning to compromise to reality can be regarded as an effective way of respecting the reality and positive actions, as well as a surmounting of reality.

Because, in our business process, we should not only face the market, but also face the business itself.

As we all know, western enterprises have gone through a long process of development. The overall quality of managers and workers is relatively high. Its mechanism is good, and it does not breed lazy people.

The CEO of western enterprises face two kinds of people: the first one is to understand management and the other is to manage well, though the second one is that they do not understand business.

But Chinese companies are different.

Our state-owned enterprises have only been established for decades. The quality of managers and labourers is relatively inferior to those of western enterprises. In terms of management system, we have been practicing egalitarianism for a long time, emphasizing stability, emphasizing employment, and emphasizing that everyone has food to eat.

Under such a system, the CEO of Chinese enterprises has been formed. The management objects in addition to the above two kinds of people, there are third kinds and fourth kinds of people. The third ones are those who do not operate well and do not know management (about 50% or so).

This is the legacy of the old system.

The fourth one is those who do not pay attention to their work but only pay attention to personal interests. These people write black letter, tell black, violate discipline, or even break the law. They are troublemakers in enterprises (this is a unique phenomenon of state-owned enterprises).

Therefore, if we want to do well in state-owned enterprises, we must encourage the first two kinds of people, third kinds of people, and limit and eliminate fourth kinds of people.

Please note that what I say is "to do" and "limit" is to compromise with reality.

This is also a pcendence of reality.

This is China's national conditions.

To achieve this, Chinese entrepreneurs must have a broad mind.

Throughout history, countless successful people with lofty ideals have broad bosom, and Zhou Enlai is a typical representative with broad bosom.

On the way of the Red Army's Long March, Zhou Enlai once held the command power of the Red Army, the core figure of the central collective leadership, and the power and status were all above Mao Zedong.

But when he found out that Mao Zedong's leadership and military talent were higher than himself in the struggle practice, he urged Mao Zedong to be a military leader at the Zunyi conference and entered the highest decision-making level of the Central Committee. He was willing to play a supporting role and became an assistant to Mao Zedong.

Some people say that Zhou Enlai was born only as prime minister, not as a leader.

I am not right. The reason why Zhou Enlai has been willing to be Mao Zedong's assistant for life is mainly because he is sincere and has broad mind of a revolutionary.

Without Zhou Enlai's generosity and general consciousness, the Chinese history after the Zunyi conference still did not know how to write.

If the broad mind of business leaders is a pcendence, this pcendence is also reflected in a kind of "centripetal force" of personality charm, and at the same time, it embodies a kind of superb political art.

If there is something in common between politicians and entrepreneurs, it is necessary to "unite all forces that can be united" so as to make their opponents less and better, and make their friends more, the better, even including the former rivals into the present and future friends.

After the Xi'an incident in 1936, the domestic anti Chiang Kai Shek and the killing of Chiang Kai Shek continued to boom.

It is not excessive to kill Chiang Kai Shek according to the hostility and hatred of the Communist Party to Jiang Jieshi.

However, starting from the overall situation of the Chinese nation's survival and survival, Mao Zedong put forward the idea of releasing Jiang Jieshi, stopping civil war, implementing Kuomintang communist cooperation and establishing a national anti Japanese United Front through the Xi'an incident.

It is this broad sense and broad mind that have contributed to the formation of the whole nation's Anti Japanese and national salvation movement and made a historic contribution to the final victory of the Chinese nation in winning the war of resistance against Japan.

Hanxin's handling of "humiliation" is also a good example.

Not only did he not be retaliated by the Han butcher, who had been forced to run down his crotch from childhood when he was a child, but instead of retaliation to him, he was deeply moved and greatly impressed by the people who had hurt him, and at the same time let the onlookers respect him.

Conversely, if Han Xin took revenge on a butcher as a marquis, he would put himself and the butcher on a scale, presenting to the people only the faces of a small person, who would only be looked down upon.

What is a broad mind?

It's EQ too!