Management Of Start-Ups: How To Avoid Misunderstanding

< p > > a href= "http://www.91se91.com/news/index_c.asp" > start-ups < /a > all have this problem. They ignore the management function unilaterally, ignore the management function, wait until the market competition is fierce, the profit space is reduced, and want to cut down the cost. When they really want to strengthen management, people's heart has been dispersed and difficult to improve, so the loss of management personnel, the increase of cost, the decrease of revenue and the decline of competitiveness are seen. Enterprises must undergo a painful reform to get rid of the current situation, otherwise they will have to close down. < /p >
< p > enterprises think that business people are hard at work and create high salaries. They should think that the logistics support departments are in offices and have no experience of sun drying and no bonus. But we ignore that there is another group, namely, senior management. They also sit in offices, and do not experience the sun and wind, but they get more than the salesmen, < a href= "http://www.91se91.com/news/index_f.asp" > middle-level cadres < /a > salary, whether it is reasonable or not. < /p >
< p > a young manager has been puzzled recently: "I have read all the books on leadership, and have implemented some of the ideas. I think I have led the team well. But how do I know if I have changed from a manager to a leader? "This is quite a complicated problem. Managers and leaders are worlds apart in three ways. < /p >
< p > calculating value and creating value. When you manage others, you are likely to be calculating value rather than creating value. Only managers can calculate value; some even interfere with value creators, thereby reducing value. If a diamond cutter is asked to report work every 15 minutes, his boss will reduce his value by interfering with him. < /p >
Compared with P, leaders focus on creating value. For example, he will say, "I need to deal with A things, and you help me deal with B." This is creating value, so a > leader "/a" is the same value creator as his followers. "Leading by example" is the most important characteristic of leaders. < /p >
< p > the circle of influence and the circle of power. Managers have subordinates while leaders have followers. Managers create circles of power, and leaders create circles of influence. If you want to know what kind of circle you are creating, it depends on how many people (not your subordinates) come to you for advice. The more people there are, the more you are a leader. < /p >
< p > leading others and management. Management involves controlling a group of people to accomplish certain tasks; leadership means that one has the ability to influence, motivate and motivate others to contribute to the enterprise. Influence and motivation distinguish leaders from managers rather than power and control. < /p >
< p > in India, < a > Gandhi < /a > inspires countless people to fight for their rights and fight alongside them. < a href= "http://www.91se91.com/news/index_x.asp > > India < /a > achieved independence in 1947. His personal vision is everyone's dream, thus ensuring the independence movement of the whole country becomes an irresistible tide. The world needs leaders like him to transcend the problem itself, to have vision, to inspire people to turn challenges into opportunities, and to get closer to ideals. < /p >
< p > the manager can often talk with his team. When do they stop talking about the specific tasks at hand - turning to the day of discussing vision, goals and aspirations? That is the time to become leaders. < /p >