Seven Compulsory Courses Under The Leadership Of "Straw Bag"

What qualities do a good cadre need and how should the cadres of the grass bag type be improved? First, learn seven abilities. These seven abilities are the ability of goal orientation, the ability to discover good strategies, the ability to organize, convey, and the ability to give full play to the initiative, the ability to cultivate subordinates and the ability to innovate themselves. This article extracts the main points, so that those cadres can learn as early as possible, instead of waiting for the day when the boss sends you such a cadre to quit.

　　 I. goal orientation

1., the first ability that a cadre must possess is the power of goal orientation.

2. modern cadres are not servants. No matter how big the company is, no one understands it better than himself, so long as it is related to what he is responsible for, it is very important. We must find out the problems spontaneously and make up our minds to reach "what state" before "before".

3., the problem is not to "seize" but to "create". Cadres with low ideals and goals will soon be able to meet the current situation without seeing problems.

4. all the problems that cadres should solve can be divided into current problems and future problems, as well as personnel and performance issues. Generally speaking, the problem of personnel should be a priority problem. It is a critic's practice to discuss the future problems before he has a firm foothold.

5. cadres must have the ability to grasp the environmental conditions of the organization as a whole and decide what role they should play in the Department.

6., we should start from the problem and take the initiative to undertake the goal that is not easy to achieve. Because this is not only to improve performance, but also to improve their ability and expand the scope of self-confidence the most effective way.

7. cadres should be bold enough to face rather than avoid problems that have never been experienced before and to solve them. In order to get confidence in the final solution, and then go to the problems that have not been experienced before, this has entered the "growth cycle".

8., there must be a definite deadline in the goal. We must have the determination to achieve it and not be passive by our superiors.

9., the standard of goal is: it must be a goal which is hard to achieve by itself, seemingly reluctant. At the same time, we must carefully analyze and judge the strength of our subordinates and their subordinates. company After the power has been made.

10. once we have achieved our goals, we must set new goals and start new ones. Only by putting themselves in the "process" can cadres understand the meaning of life.

　　 Two, the ability to find good strategies.

1., we must have the ability to discover methods. First we must use the language such as "unable to do" and "difficult to handle" as our forbidden words.

2., the idea of "unable to do" is itself trapped in the curse of grammatical components. If we can't do it in the existing way, we should give up the old rules, habits and methods, and find out the different ways of "existing methods".

3., if we can't start immediately, we must skim the result and leave it to the best of our ability. No matter how small it is, we can start with it, and then stick to it a little bit and accumulate it bit by bit until we succeed. In terms of management, this is the most important.

4., if you can't do it by yourself, consider the strength of the person.

5. the opportunity to find a good way is in your daily life. We must have a unique vision to find out the essence of things from those phenomena that are irrelevant at first sight, and then produce chain reactions. {page_break}

6. the so-called cadres are "people who make use of the wisdom of others". Their original ideas may not necessarily come from themselves, but should also fully rely on the wisdom of others.

7. people who can naturally concentrate their wisdom on their side are better cadres. To do this, we must first collect the wisdom of others, listen carefully to others' conversations, and tell them afterwards and thank those who provide wisdom. These three are indispensable.

8. the so-called wisdom did not come out smoothly, but came out after difficulties. Work has not taken root in the brain. No one who always thinks of "work difficulties" can not be regarded as a competent cadre.

9. if you want to improve your ability to discover methods, you must let yourself experience difficulties and get rid of difficulties. Cadres without difficulties are the most difficult ones.

10. what do you want to do if you want to let yourself experience difficulties? It is to let yourself bear the load that is hard enough. If the target is small, it will inevitably lead to poor capability of discovery.

　　 Three. Organizational capability

1. for cadres, the third capability is organizational capability. It can be divided into two kinds: the ability to select personnel and the ability to create work environment conducive to subordinates.

2. one of the ways to choose is to support seniority. The advantage of this method is that it is easy to get help from the surrounding people, and the disadvantage is that when it comes to important things, there will often be situations where key problems can not be carried out smoothly.

3. the experience centered selection system is welcomed. This method can make the cadres feel relieved, but at the same time, it also makes the cadres do not face the revolutionary work, resulting in the fact that some people "lose their skills in a hundred lives" and thus bury talents.

4. the training centered selection system is an ideal one. system This principle must always be taken into consideration when deciding a candidate. However, we must calculate the time and the load of the cadres themselves.

5. personality centered selection is a way to achieve the desired goals easily. But don't expect to be able to choose competent people through this way. When my character is too suitable for the job, it is hard to expect him to grow more.

6. it is the best way to select personnel centered on my wishes. Organization is the place where people with all kinds of potential abilities can "burn" to the maximum.

7. in the process of personnel selection, no matter which method is used, the most important thing is to ensure the success of the work. Another point is to take this opportunity to achieve the goal of developing the self capability of subordinates. At the same time, we must check the danger it brings and decide the candidates from many angles.

8. it is certainly good to be able to trust subordinates, but when subordinates need assistance, they do not support them, and it is wrong for them to "destroy" their subordinates, which will lead to a loss of trust between the two sides.

9., on the contrary, we should not overly care, care too much, or bind our subordinates too tightly, which will also lead to the loss of trust, which will hinder the improvement of subordinates' ability.

10. according to personal circumstances, some cadres tend to excessively motivate and lack assistance, and some care too much because of excessive care. We must find out which side we are biased towards and regulate ourselves.

11. when a cadre goes down to do something, he must clearly understand "if he reads" what will happen "and carefully decide what he should do according to this situation. {page_break}

12., what subordinates can do should be allowed to do so. What cadres can not do should be done by cadres themselves. Cadres must bear their own difficulties or difficulties.

　　 Four. Communication ability

1. the fourth abilities that cadres must possess is communication ability. This is divided into two kinds of "influence" and "connection ability".

2., we need to convince ourselves that what is necessary. Boss It is important to discuss stubbornly and thoroughly all minor aspects, to ensure that their judgment is above the boss, not only to consider problems in their own field of vision, but always to judge objectively from a higher angle.

3. in order to ensure horizontal cooperation, most importantly, if you think it is necessary to cooperate with him, you should contact him as soon as possible, listen to his advice and consult with him. If it is a sudden request, no one can cooperate with you.

4. now is the era: your leadership of your subordinates is easily influenced by your influence on your superiors or colleagues. Always standing on the other side's position and considering the attitude of the problem and making the people around them feel happy is very important.

5. in daily contact, when we need to convey the information, we should immediately think of the objects that should be contacted, and "immediately", "meticulously" and "all places". It's very important to develop this habit. Once shelved, we will miss the opportunity, or even forget things and cause trouble.

6. the original meaning of communication lies in face-to-face. The correct idea is to link the document or copy as the last and worst way.

7., it is very important for cadres to make the necessary things clear and clear, and to understand each other in a very short time.

8. if your face shows irritability or irritability, it will inevitably lead to delays in reporting or missing information. Therefore, looking busy is also a taboo for cadres.

9. special attention should be paid to speaking or communicating in regard to personnel changes, wages and ongoing pending matters. We must give full consideration to how the other party can accept it and then let him know.

　　 Five, the ability to give enthusiasm.

1. the fifth abilities that a cadre must possess is the ability to give his subordinates the initiative.

2. subordinates have the will to do things. For cadres, first of all, they must pay attention to their bad habits that will damage their subordinates' enthusiasm and self control.

3. subordinates are not tools for work. Once you have the idea of "just doing your job well", your subordinates will never burn.

4. reconsidering the work of subordinates and reorganizing the work so that everyone can feel a sense of achievement is important at one ten.

5., always pay attention to the reasons for the difficulties in daily work of the subordinates, the elements that are difficult to work, and so on. It is also important to always create an environment that is easy to work for subordinates.

6., we should not become rulings or remotely controlled cadres. We must go to our subordinates to become their partners and form the attitude and habit of working with them. {page_break}

7. in order for subordinates to work spontaneously, there is a need to achieve goals together. It takes time to discuss this goal and make everyone share the same consensus: "can do and must do well!"

8. among those who do not burn, there are different reasons. The responsibility of a cadre lies in his close contact with his subordinates and lowering himself to the same position as he is to understand the real him and to exclude these reasons.

9. cadres must do better than anyone else in their subordinates. We must have the spirit of "typhoon eye" and involve everyone in this whirlwind.

10. cadres who are not trusted by the people can not completely burn their subordinates. Always be alert to the idea of being satisfied with the present position.

　 Six, cultivate subordinates' ability

1. the sixth abilities that cadres must possess is their ability to develop.

2. the first prerequisite is not to stifle talent. It is a typical executioner's practice to stifle a capable person for his own convenience and to keep him from going down. If subordinates are a regular person, try to get him to do something he has never challenged before.

3. don't be impatient in basic training for newcomers. You must stick to it until he can act reflexively.

4. ionospheric cadres who do not use their subordinates' brains but use only their hands and feet, or those who copy their subordinates' ideas but are unable to get permission from superiors are all cadres who may impede their subordinates' growth.

5. it is not enough to guide too much indulgent cadres. It is a good way to train the subordinates to talk about the goals of the key employees only by themselves.

6. despite the fact that their status has improved, they have not yet converted their positions and practices, which will lead to conflicts with their subordinates' responsibilities. This is a very unwise approach. In particular, the Department that you previously worked for must consciously alienate it.

7. whether the training method is brilliant depends on how much chance you will have to contact with your subordinates in training. We must take account of the influence on subordinates, five points depend on work and five points depend on training.

8., we must make clear plans for each subordinate to solve the problems they should now solve and the problems that must be overcome after that.

9. it is unreasonable to be too angry to idealize others and get the expected results. Recognize the fact that everyone is not perfect, including himself. It takes patience and perseverance to train outstanding subordinates.

　　 Seven. Self innovation ability

1. constantly challenge the problems that have not been experienced before, overcome these problems, so that they can gain confidence and set foot on this growth cycle.

2. in doing so, there are two problems that can not be solved: loss of plasticity due to increased self-confidence, and narrow vision. In order to prevent these two problems, we should form a "self inspection system".

3., apply the research results of our own shortcomings to practice.

4. if you can put the above three points into effect, you are on the right path. Finally, I want to emphasize that we must rely on ourselves only if we want to improve ourselves.