Where Is The Difference Between Ordinary Staff And Managers?

"Leadership ladder" is Ram Charan's classic work, known as "leadership development". Bible " The book comprehensively, systematically and thoroughly explains the leading echelon construction system of the world's excellent enterprises, and provides us with a way to get through the general staff's ranking of the general staff and the chief executive. Because most people are far away from vice presidents and CEO posts, we focus on understanding the general situation. Staff member How to get promoted to some managers in order to reflect on the absence of leadership.

Make personal contributions first.

From managing self to managing others, this is the first stage of leadership ladder. At this stage, ordinary staff have to finish. identity Conversion was promoted to front-line manager.

Many people in the workplace even do not manage themselves well, often fail to perform. They rush to work and complain about others, privately criticize leaders and blame companies, but always dream of promotion. In fact, promotion is not easy. When I graduated from University, I entered the company with 6 graduates. Only three people succeeded in upgrading in three years.

In the first few years of work, we must first identify clearly as individuals. Ram Charan believes that whether they are engaged in sales, accounting, engineering or market work, their requirements for competence are mainly professionalization and professionalism. Through the completion of tasks within the planned time to make contributions, through continuous development and upgrading of personal skills, make greater contributions in the post, so as to achieve organizational upgrading.

Only those individuals who perform well and are skilled, especially when they are able to cooperate effectively with others, will increase their responsibilities and enhance them as front-line managers. From the general position to the front-line manager, this is the initial stage of leadership development.

Learn to help subordinates

As a front-line manager, the following skills should be learned in the following aspects: working plan, knowing others, assigning jobs, motivating employees, coaching and performance evaluation.

Are we prepared in these areas? As a manager, we should not only be able to complete our own work, but also help others to finish their work. What needs to be reminded is that front-line managers can not spend all their time on "fire fighting", catching opportunities and caring for themselves. They must change from their work to team work.

With the continuous improvement of leadership level, managers are required to spend more and more time on management rather than doing everything personally. At this stage, the biggest challenge comes from changing the concept of work. Specifically, managers must firmly believe that it is their duty to use time to help others, make plans, coach coaching and similar jobs, and they must take others as their key to success.

The results of the new managers are no longer achieved through their own efforts, but through the efforts of subordinates and teams. Here are three important tasks of Ram Charan's newly appointed manager.

Define and arrange work. It includes communication with superiors and employees, what they need to do, and work plan, organization structure, personnel selection and work authorization.

Through supervision, guidance, feedback, access to resources, problem solving and communication, improve subordinates' competency and work efficiently.

Establish a direct and reliable relationship with subordinates, supervisors and related departments.

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Selecting "oneself" is a major misunderstanding.

The second stage of the leadership ladder defined by Charles LAN is from managing others to managing managers, that is, upgrading from front-line managers to departmental directors.

The biggest difference between the first stage and the first stage is that the second stage is pure management. In the first stage, managers still have to shoulder part of their personal contributions. But in the second stage, they no longer need to make personal contributions directly. The key skills they must possess include selecting talents as front-line managers, assigning management work, evaluating subordinates' managers and coach coaching. At the same time, they must learn to consider the overall strategic issues beyond the departmental interests and actively support them.

The director often has the opportunity to select subordinate managers. Unfortunately, they lack training in this area and often choose similar subordinates. It is not dangerous to do so: this not only leads to a lack of diversity in personnel structure, but also hinders the smooth flow of leadership echelons because of their lack of leadership. The director often chooses his friends or former subordinates instead of selecting people who are truly competent for front-line managers.

Through decades of experience in working with leaders at all levels of the company, Ram Charan believes that the director needs to use the power of art to motivate and guide subordinates rather than belittling or combating their enthusiasm. The instinct of many bosses to make mistakes for frontline managers is to make harsh criticisms in front of their subordinates and make them feel powerless.

To be a director, remember that if a leader has 7 directly reporting managers and 70 employees, he can not handle everything personally. Learning to delegate power is a challenging task.

Each promotion requires 3 major transformations.

The leader's echelon model is mainly applied to large group companies, but it can also be successfully applied to small and medium-sized companies. In a company with fewer than 20 people, there is usually only one management level: from management self to company boss, the founder of a company usually transforms from a contributor to a manager.

After successfully designing a product or starting a service, the boss of a small company must employ more employees. This is the first stage of leadership development. If the company survives, he must devote a lot of time to learning and using some management skills, including coaching, planning and rewarding employees. If he is not good at these management skills, the employee will quit and leave. Worse still, he will not work hard if he is in the camp. This is a critical stage for a small company to successfully transform into a large company. In most cases, the life expectancy of a company can only be one or two generations of managers. In acquiring venture capital companies, founders are often replaced by managers with large experience from big companies.

The third, fourth, fifth and six stages of the leadership ladder model are: from the director to the deputy general manager of the business department; from the deputy general manager of the business department to the general manager of the business department; from the general manager of the Department to the vice president of the group; from the vice president to the CEO. For the chosen career people, the leadership echelon provides every change that needs attention. Ram Charan believes that every promotion needs to be transformed in the following three aspects. 1, leadership skills: develop new abilities that are needed for a new position and enhance leadership; 2, time management: reconfigure time and energy resources and decide how to work efficiently; and 3, work philosophy: update work ideas and values, and focus work.

Ram Charan concluded that leadership can only be cultivated in work practice. We can learn about leadership concepts, methods and tools from books or in the classroom. However, those with leadership potential must practice their leadership skills through work practice, transform their book experience into practical experience, and form their own application skills and judgement ability.

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Ram Charan series

China is not only a large population but also a new economic entity. The sale of 300 thousand copies of the executive in the United States caused a storm of alarm and climbed the top list of the Amazon global business book sales list in 2002. In 2003, the book was introduced into China, but Chinese sales volume has reached 700 thousand copies in two years.

For Chinese publishers and even readers, the author Rahm Charles is an excellent book brand. The India American old man in China confirms Welch's evaluation of him: Rahm Charles is the most noteworthy management book writer in our time.

Ram Charan is known as the world's top management consulting master. His expertise is board affairs, which is his doctoral dissertation at Harvard Business School. In the past 8 years, almost every book of Charles LAN has been introduced into China, such as "transformation", "growth force", "reversal force" and "CEO". His co-author seems to have been forgotten and become a victim. Larry, Bossidy, another author of the execution, is known as Honeywell International President and CEO. Another author of "continuous growth" is also ranked among the ten leading leaders in the world. Leading echelon is also a cooperative product. The other author Stephen Stephen is chief executive of Human Resources Inc, but these second authors have been intentionally or unconsciously neglected in the Chinese book market.