The Character Of A Manager Determines The Fate Of An Enterprise.

In recent years and in China Local enterprises With more contacts and immersion in the different development trajectories of these enterprises, they often feel deeply regrets: Why are the differences between enterprises and enterprises so large? Why do some enterprises see that they are developing rapidly, and some enterprises are reluctant to move forward. They say that their management level is low, and that some enterprises are doing well in some aspects, but why do they not do much?

One profound experience is that different people decide the difference between enterprises. This may be vague in space. character Different, decided the enterprise. fate The difference between them determines whether the enterprise will become bigger or smaller in the future. We often hear the character of fate decide the fate, and find the proof here.

First, these enterprises have an atmosphere and visionary leaders, often the founders of enterprises. Their bosom has a lofty dream and vision for the future of enterprises. There is a spirit in the nature that looks at the whole world and the mountains.

Second, these leaders are very persistent and paranoid. They have a deep love for the industry they are engaged in. They are doing the same thing for decades. For example, the elegant guest Chen Tian award is in the candy, Wahaha Zong Qing in the drink, Bosideng Gao Dekang, Metersbonwe Zhou Chengjian in clothing, Nai Si Zhuang pass, Li Bai Chen triumphantly in the wash and so on, this persistent transformation for the sake of their own cause of a persistence, no matter how much setbacks have not given up, even if failed, it is just to start all over again.

Third, the leaders of these enterprises are very strong. Of course, these strengths do not mean a strong attitude, but are more embodied in an imperative mental outlook. This spirit will be deeply attached to enterprises for a long time and become a guiding program and corporate culture that affect the whole organization. Even though these enterprises are not perfect in management, this strong culture will help enterprises to make up for some loopholes in management.

Fourth, the decisions of these leaders are very decisive and never drag on. They would rather make mistakes because of quick decisions and lose their opportunities in a slow and slow way. If they are right, they will do it. If they fail to make achievements, then they will be optimistic and do it again. They will never give up. It is this decisiveness that makes them seize the opportunity of many fleeting opportunities, and the mystery is not that those indecisive enterprises can figure it out.

The above points are not overly exaggerating the role of these entrepreneurs, focusing on providing a hint for the vast number of enterprises: how can enterprises grow bigger and stronger? If only relying on standardized management system, but lack of entrepreneurs and the character of enterprises, then I think an enterprise may be right in the middle and do not make any big mistakes, but it will never become an excellent enterprise.

I firmly believe that there must be a reason for success, and the reason for great success must not be in the professional level of an enterprise, but in the character of an enterprise. It is whether or not an entrepreneur has transformed his personality into the character of the whole enterprise. If a company that wants to be bigger and stronger can fully reach this point, thus consciously shaping the character of the enterprise and building the core leadership team according to the character of the enterprise, then I think there will be more excellent enterprises in China.