Less Management, More Leadership.

In my commercial career, I am exposed to all kinds of business. leader Most of them are intelligent and successful, and they are all different and different.

I have noticed that the leaders of some enterprises are the soul of the company. He portrays the future of the company and motivates employees to act in concert. He decides the direction, opportunities and results of the company. At the same time, he is too busy to do anything, whether it is the company's plans, budgets, or examinations and meetings. Such a company is very efficient and harmonious, and he is also happy. This is a typical example of the combination of leaders and managers. However, with the increasing size of the company, he feels that time is running out of time, and his body and mind are becoming more and more tired and his temper is getting worse and worse. He used to give orders, rely on supervision and control, like meetings, often fall into the details of thinking, ideals, exchanges, incentives and so on less and less.

I have also noticed that a number of enterprises pay more attention to mechanism design. system Arrangement and decentralization Administration 。 He has a lot of time to play golf with his partners, drink tea with his advisers, chat, and have time to chat with front-line employees. He is full of confidence in the future, with special emphasis on motivation and communication. He pays special attention to the future and direction, pays attention to decisions and pays attention to the results. He gives the specific execution, the use of the system, the realization of short-term goals, and the specific methods, technological research and development, financial management, budget and so on to the subordinate team. Such enterprises have fewer internal contradictions, and enterprises are getting bigger and bigger. More importantly, the implementation level is very efficient, and it also reduces the probability of making mistakes in the future direction and decision-making. This is a typical example of leaders and managers. However, when he gave full authority and had no good mechanism to design, we saw that he was out of control with the organization.

I don't know whether western management theories have separated managers from leaders, but in China's practice, many entrepreneurs are irrelevant. From my personal experience, leaders and managers are very different. First, leaders are more concerned about the results, rather than too much emphasis on the process, the process is the concern and implementation of managers. Second, leaders focus on the future and focus on the future direction of development, while managers pay more attention to the status quo, pay attention to system, efficiency and organizational maintenance. Third, leaders pay more attention to people and managers pay more attention to the system. Fourth, leaders are more concerned about decision making, and managers are more concerned about implementation. Fifth, leaders should pay more attention to training trust and motivation, and managers emphasize control and supervision. Sixth, leaders are more concerned about innovation, and managers are more concerned about stability.

Therefore, when an enterprise is small or in its infancy, the leader of an enterprise is more likely to make leaders and managers unite in two directions. He is the soul of an enterprise, the maker of the enterprise, and the designer and executor of the enterprise system. And when the enterprise is large and the system is complex, involving the management and globalization of different places, it is necessary for the leaders to distinguish the roles of leaders and managers. Leaders should pay more attention to the direction, results, motivation, talents and team building. Managers should pay more attention to the maintenance and stability of execution, organization, system efficiency, process and organization system.

If you don't pay attention, when a leader plays a disordered role in an enterprise, it will easily lead to disorder. Being both a manager and a leader, it is easy to create contradictions and misunderstandings in a large system, resulting in the reduction of efficiency, causing the lower level to dare to assume responsibility. Jack Welch, a management guru, chose leadership and hated management. He said, "leaders, like Roosevelt, Churchill and Reagan, have the means to motivate talented people to make things better. Managers, however, are always turning around in the details of complex affairs. These people often make things complicated when they are "managing". They often try to control and suppress, wasting a lot of time and energy on trivial details. " He also said: "managers often make business decisions meaningless complex and trivial. They equate management with deep complexity and think that it is smarter than anyone to manage. I don't like the characteristics of "management" - controlling and restraining people, keeping them in the dark, wasting their time on trifles and reporting. Staring at them can't make people feel confident. Therefore, Jack Welch emphasized leadership, leaders should understand how to motivate people, focus on future planning, and clearly describe the company to everyone in the enterprise, and get consensus through communication, discussion, listening and speaking. In this way, thinking and action can be unified. Every member can carry out these consensus without interruption and move towards the goal of success.

Enterprises are changing, the environment is changing, and organizations are changing. As managers and leaders of enterprises, they should make corresponding adjustments and changes in roles. Only in this way can they adapt themselves to the development of enterprises and enhance their own businesses. If you do not adjust yourself at any time, you will be confused by leaders and managers. You will not only hurt yourself, but also do great harm to the business.

In short, less management and more leadership.