How Does The Leader Of Smes Change The Situation Of Always Fighting Fires?

< p > in fact, small and medium-sized entrepreneurs like Hu always have their own hands. Therefore, when the enterprise develops to a certain stage, if the boss does not know how to delegate power, there will inevitably be a "boss is too tired and employees are at a loss". How can we solve this problem when we encounter such a situation? < /p >

< p > < strong > Everything: do everything yourself, /strong /strong >

Too soon, and if the employee fails or fails to complete the task, the leader will rush to the front line, pack everything in a package, and create a task that should not be carried out. Instead of doing the task, it will lead to too much work, too much leadership, too much work, too many employees to shoulder responsibilities, primary and secondary irregularity, and nothing to do. This phenomenon of "a href=" http://pop.sjfzxm.com/popimg/xm/index.aspx "exceeds the power of /a" will not only affect the normal work of the staff, but also be harmful to the improvement of the staff's ability. At the same time, it will also lead the leader to be confined to the daily trivial work, and can not concentrate on controlling the strategic and directional decisions of the enterprise. < p > many leaders like big things and small tasks together, demanding too much, demanding too much, demanding too much, and demanding.

< /p >

< p > and as the leader's important duty is making decisions with decisions, so we should focus our energy and attention on thinking and decision-making in general direction, big thinking and big principles, instead of being trapped in relatively specific things.

In specific matters and specific matters, we must believe in the ability of our subordinates, and we must not arbitrarily "rely on the preceding command" and "experience personally".

< /p >

< p > > a href= "http://cailiao.sjfzxm.com/" > Nixon < /a > in the book "leader", she once said: "leaders must remember a goal that aims at everything: making great efforts.

Only by doing great things can he retain his reputation in history.

He can earn an average score and become an average person.

If he spends too much time trying to do everything well, he can't do what is really important and he will not excessively.

To be a great leader, we must concentrate on major decisions.

What the book is probably talking about is that, as a leader, first of all, we need to do a good job of great things. Although minor matters are related to great events, we do not need leaders to do everything, nor are all leaders able to do well. Therefore, we need to "specialize in the field of work," that leaders should be good at guiding employees to do the right thing, while leaders should control well and do the right thing.

< /p >

< p > if leaders understand timely decentralization, insisting on letting employees decide if they insist on making decisions for daily matters, they will avoid the situation that leaders can not delegate power to leaders due to trivial matters, and there will be no beginning.

< /p >

< p > < strong > under the rule of the king, do everything you can to make the gentleman do his best. < /strong > < /p >

< p > we should not only be good at decentralization, but also be good at employing people.

If a leader can do this, it is not only a mature performance of a leader, but also a necessary foundation and condition for a good leader.

< /p >

< p > as a leader, it is not only an excellent manager, but also a guide with clear strategic direction.

Therefore, we should select the right people and decide the right things, and create the right conditions to ensure the effective implementation of strategy and < a href= "http://www.91se91.com/news/index_z.asp" > /a.

And to do this is to choose the right people and do the right thing after the strategic direction is clear.

This is what we mean by "making the best use of the material and making the best use of it."

{page_break} < /p >

< p > but in the process of execution, leaders do not know how to decentralization and decentralization.

The same practice is often applied to employees of different trust levels, abilities, positions and backgrounds.

The only problem that still faces human problems is the problem of the ability and trust of the decentralized people.

This phenomenon is often more obvious in family businesses. Although employees are granted a lot of authority, the decentralized people are always complacent. But after a period of work, they will not be able to give their leaders enough authorization, and they will not be able to carry out their own plans or strategies.

Leaders can not very well decentralization, often based on their own hard work to worry about the cause, or because the family atmosphere is very strong, although the leadership has granted a lot of authority, are often based on various internal complex relationships and can not get a good implementation, in this case, many employees will choose to leave.

These factors are attributed to our leaders' failure to identify and trust employees.

< /p >

< p > as the top leaders of enterprises, only when they are convinced that their abilities can be used and used properly, can they really give full play to their rights.

Otherwise, even if the authorization is empty, the final decision-making power is still in the hands of senior managers.

< /p >

< p > < strong > decentralization is also the release of risk < /strong > < /p >

< p > as an excellent leader, it is necessary to do well in the work of decentralization, and at the same time help subordinates build confidence and be brave in undertaking.

Many leaders dare not give up their power because they worry that their authority is "flat".

Even so, many leaders even have very high power, but because they can not be well assigned to their subordinates, they are worried about one point and letting things go wrong. When faced with complex problems or when they exceed their personal capabilities, they can not guarantee the normal progress of their work. At this time, the external brain is often used to help enterprises complete directional expansion.

Whenever I contact such a type of enterprise, I often warn leaders that although decentralization itself improves the risk of enterprises themselves, it is also a release of enterprise risk.

As a leader, we should dare to take risks and responsibilities, but we should also be good at releasing risks so that more people can help enterprises to shoulder responsibilities and risks.

< /p >

Many leaders think that decentralization is not wrong in itself, but often lacks the right talents to assume power. When many talents come to enterprises, leaders are worried that these people will not be able to rely on them. One day, they will swallow up their authority. In fact, this is not the case. When talents come, leaders can only absorb these talents, dare to delegate power, and guide more people to take on more responsibilities of enterprises, so that more people can help enterprises to take more risks. As long as you are a good captain, you must strengthen the right direction and minimize risks on the way.

< /p >