How Can Managers Embody Management Art?

It can be said that

For example, from the aspect of work proofreading: if we can share the target performance, we can improve it; if we simplify our management, we will be quicker, and we will be able to increase our affinity from work to acceptance, to be able to do better and to rely on our subordinates. If we succeed in the process of communication, it will be better if we follow the example.

For example, from the improvement of state, we can share in the state of improvement: we can take part in the enterprise's goal setting, excite and be appointed, feel that we should do a good job, be active in thinking, put in a high degree of devotion, improve the relationship with each other's sincerity, make work a happy thing. Why not do so? How good we are to turn pressure into power, not to advance and retreat, to stimulate the enthusiasm of learning, and we have become conscious of supervision.

One step at a time, we will feel a little bit of change.

The consultant's experience and sharing is: from job collation to improvement, the job description is carried out in the field operation. First, from the current level, which is to compare the expected and the actual. What is the difference? Why? What is the reason? Where is the source of the improvement? What will happen? What advantages will it bring? All of this can be discussed and clarifying through the frank communication with the staff.

How to embody your management art is a process of continuous improvement and improvement.

We should pay attention to the following three points:

First, let the employees come up with a good idea, how to do it well, and the result will be better.

For example, if we want to identify the minds of our subordinates, we must understand their different psychology, penetrate into their inner needs, find out different characteristics, and then adopt different ways to solve them.

Second, from proofreading to improvement, we must not go too far. The support of our superiors is inseparable.

The third point is that employees pursue trust, hoping that their superiors can fully understand themselves, trust themselves, give them some important jobs, and listen to their suggestions and "confidences".

Only in this way can we find a balance between enterprise norms and employees' ideas.