17 Years Is Not Easy To Make Shoes Like A Day.

In men's eyes, the standard of a good wife is to be gentle and virtuous, to keep the family in good order, to let the husband go home one day and rest at ease. In the eyes of a woman, a good husband's standard is to have the ability to make big money and lead the family to a well-off life.

The relationship between professional managers and bosses is also true.

A good manager helps his boss to keep his family, while a good boss can give managers a stable financial guarantee.

Li Hailin, executive vice president of the floating shoes industry Co., Ltd., who has already been over the years, thinks that the happiness of every marriage is not the passion of "couples" when they are in love, but whether they can afford to pay for each other and shoulder this love and responsibility.

The boss "wife" subordinates "teacher", Li Hailin, 17 years of private enterprise career in Quanzhou, Li Hailin only focuses on one thing: making shoes!

For his role in the enterprise, he positioned himself as "wife" of his boss and "teacher" of his subordinates.

From the lathe workers to the warehouse leader, the director, and then to the director of the factory, and finally to the executive vice president, his career goes forward in frustration.

The position is changing, but the only constant is his mission to his dual role.

So far, he has trained 6 directors and managers.

"Unlike other managers, I have no reservations about subordinates."

Li laughed and said that he had always appreciated Cao Cao's way of employing people, but he did not approve of Zhu Geliang's personal experience.

Therefore, he is very willing to give subordinates lessons, so that subordinates progress.

When the subordinates grow up, the boss is naturally relaxed.

To manage is to be a man, to teach subordinates how to progress and how to become a manager. This is what a qualified professional manager should do.

It's no wonder that Li Hailin's cell phone never rang during the two hours of communication with reporters, because he had already arranged what his subordinates should do and how to do it.

Not only that, he often tells his subordinates about their own development experience, and trains their subordinates' advanced thinking.

And that's the secret of his promotion.

Originally, when he was a lathe worker, he asked himself as a group leader. After the leader, he asked himself as a director.

"Through reverse thinking and pposition thinking, we can prepare ourselves for progress".

Not only that, he often volunteered to help the director lay down his hand, help organize the data, report forms, and coordinate the work of various groups.

"At that time, my colleagues all laughed at me and said," it's not worth the money to take the leader's salary and do the work of the director. "

Li said, in his view, wages are important, but more important than wages is the ability to raise.

And this is the biggest driving force for his progress.

It is the highest state of mind that Li Hailin is also wrestling.

It was 1998, when he was just promoted to the factory director.

"At that time, young, in the management of high spirits, arrogant, suffered a lot."

He said with emotion, from director to director, this is a larger span from middle management to top management.

In the middle level, we may be able to manage a small contingent if we are overbearing. However, at the top level, communication and collaboration with all departments are not exclusive.

So, that year, from managing more than 100 people to managing more than 1000 people, Li was always stagnant. The boss was not satisfied. He also had doubts about his ability.

"What's wrong?

Am I not able to be the director of the factory?

Li did not ask himself many times. He even wanted to return to his post as director.

Finally, when a Li's successor was the director of the factory, he knew the answer.

"The fundamental problem is that at that time, I lacked communication skills, I didn't praise others, and there was something wrong with coordination."

From then on, he began to reflect on himself and start from scratch.

Li Li adopted a compromise approach, which involves both soft and hard management.

"Because too arrogant, no one has no department willing to cooperate with you, rebounding seriously, too soft, you have no prestige, easy to become a commander in the air."

Li concluded that to be a high-level person and to do a high level is to show no threat.

Keep your leadership style and respect others from your self-restraint, knowledge and conversation.

In the coexistence with subordinates, we should be good at observing everyone's strengths and weaknesses, often praise their subordinates, make them confident and work in a cheerful mood.

If he had made mistakes before his subordinates, Li would have scolded the other side fiercely; now, he would reflect on himself first, and after analyzing the problem clearly, he would find a good communication between his subordinates.

Now, his relationship with his subordinates is becoming more and more harmonious, and the management work is becoming more and more smooth.