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How To Be A Leader?

2014/2/27 14:18:00 12

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visit a href= "http://www.91se91.com/news/index_s.asp" > market < /a >, many times encountered a strange phenomenon: on the one hand, the boss complained that subordinates' growth was slow, the contribution rate was low and the wastage rate was high; on the other hand, their subordinates complained about the lack of an exhibition platform and opportunity, and they were always criticized for their lack of work and lack of motivation and passion.

through further observation, we will find that a team with strong cohesive force and strong fighting force will soon be on ice and fire after a new leader. People will be unstable, morale will be low and combat effectiveness will be reduced. A team with low morale, lax mood, low morale and low ranking of performance will soon become vigorous and vigorous with a new leader.

why is it that a worker who has worked for many years in a flat and even way has been defined by the former leader as an ingrenable "rotten wood"? After changing a flat, he was reborn in a new environment and new leadership, and became a backbone quickly.

management! Management of leaders.

> the leader in charge of management is less than /strong > /p >

under the management of different types of leaders, the growth of team members is different. For example, chess players, the same resources and different levels, the gap is obvious, and the results are quite different.

Several typical examples are listed below:

AI always has a good command of business, good personality, good people, good management, friendly management, and a subordinate family member who pays close attention to training people and seldom criticizes subordinates.

We should consider the comprehensive balance, do not want to offend people, and protect subordinates.

Personal word-of-mouth is good, but team effectiveness is not high.

(old man) skin is always familiar with business. He is very happy and quick. His work style is tough, decisive and resolute and resolute.

The management is strong, the work is intense, the critics often have stormy weather, regardless of the occasion, seldom consider the feelings of their subordinates.

The management is tough, let the subordinates love and fear, and even some people scold "dictatorship" and "dictatorship".

The team has strong combat capability, outstanding performance, rapid growth of talents, and many backbone employees.

(wind and fire) di chief, outstanding professional skills, proficient in business, diligent and competent.

The work arrangements are meticulous and concrete, and often worry that the subordinates can't do well. When the subordinates are not willing or unwilling to do so, they will personally take part in the battle.

It often ignores important things and delays major events, while subordinates are independent and slow growing.

Decision making is doubtful, management is weak, compromise is like, compromise to care for relatives and troublemaker, often make some dependable officers lose.

(hesitant) the coat is always similar to the upper leather, but the style is more brutal, the work method is rigid and selfish.

< a href= "http://www.91se91.com > > interest > /a > assign priority to oneself, enjoy," take money "before, endure hardship and work in the future, and have a good eloquence, be good at taking responsibility, and be good at performing in front of the high level and at the presentation meeting, so as to strive for resources and reduce targets.

(selfishness) above is a few personality representatives, actually each manager's personality, experience, background and so on, management style and skills are also different.

However, the team leader is the wolves' head wolf and the herd's cow. The responsibility is very important, which is closely related to team development and life and death.

"five to one" .

as a manager, looking back on the management practices and experience of these years, I feel that we should take good team, besides the prevailing management method, experience and mode, we should focus on "five to one".

1. to the target /p >

motivate people with goals, inspire your needs, potentials and dreams with common vision and phased goals.

Activate everyone's potential and enthusiasm in the team, and achieve personal goals in the process of achieving common goals.

everyone has their own ideals and goals. As a "head", we need to understand subordinates' thoughts and ideas. When their goals are consistent with team goals, we should actively encourage and support their efforts to achieve them. When their personal goals are not clear or inconsistent with team goals, we should use team goals to guide and influence subordinates, set goals consistent with the team, work hard for team goals, and realize the realization of personal values with team goals.

the sub goals of different stages are different. Employees' goals of different posts, ages and personalities are different and stratified. As team leaders, they should be guided hierarchically, together with subordinates to guide them in formulating their own practical goals, and be unified in every stage of the team's goals.

Only in this way can we mobilize the enthusiasm of the individual to the maximum and develop the individual and team together.

2. gives the method .

good managers are not judges, coaches, teaching methods, "show them to see, look at them again", first training and post.

A good leader is a strict teacher. He will be very polite and disciplinarian in dealing with people who are perfunctory, coping and hanging around.

Because they know that without a correct attitude, any goal will eventually come to nothing.

Today's relaxation is tomorrow's risk.

only the comprehensive quality of the team has been improved. Only when everyone's ability is improved, can the team's goals be realized and the team's interests can be maximized.

3. for benchmarking /p >

good managers are good at catching models, especially catching positive examples and setting examples.

The power of example is endless! With a benchmark, the team has a living example, and the goal is clear!

P, why others can do it? Why can't we do it? It will throw away the objective reasons, find the internal subjective reasons, find problems and tap potential.

4., the opportunity to make mistakes is /p >

Leaders with p opportunities are everywhere, and few leaders give subordinates opportunities and allow subordinates to make mistakes.

Good managers should tolerate subordinates' mistakes, allow subordinates to commit unprincipled mistakes, encourage bold trial and error, boldly innovate and actively explore.

Only by allowing subordinates to grow up in trial and error can they cultivate experts and experts, and cultivate the backbone of the team.

failure is more important than successful experience.

Experience can not replace lessons, and experience imparting will often become unpleasant to the ear and impress people, and lessons can often touch the mind.

The baptism of people without lessons is often immature and unable to realize the pformation and sublimation of life.

Lessons teach people to grow.

P > the opportunity to make mistakes for the subordinates, the courage and courage of the leaders, the courage, the ability to give the subordinates the opportunity, and the responsibility, and not be afraid of their mistakes. This is the key to the excellent managers to create a good team.

5. to encourage and support /p >

from the beginning of empowerment, leaders must encourage employees and support employees.

We need to praise and encourage when we succeed, but we need encouragement from leaders when mistakes are made.

No one wants to fail. When the failure comes, the subordinates will bear enormous pressure. They need the encouragement and support of the leaders, encourage them to find problems, summarize their lessons, find solutions, overcome psychological barriers, go out of the shadow of failure, achieve double improvement of skills and psychological qualities, and turn bad ones into good ones.

help rectify deviation /p >

There is no mistake in doing P. The more passionate, energetic and innovative team is, the more energetic it is.

But when you exceed me, your personal work methods and co-ordination between colleagues will be deviant, inappropriate, or even minor friction.

as a leader, one must pay attention to the early signs of these problems, correct some bad tendencies in time, eliminate problems in the bud and start stage; two, prevent some people from overheating or paranoid, violate the rules and systems, make mistakes in principle, and maintain team cohesion and combat effectiveness!

the management of the infinitive, as long as we do not violate the law and system, there is no root right and wrong. 1000 managers have more than 1000 management methods.

no matter whether it is a strong and strict management or a humanized soft pipe, it is a qualified manager if it can unite the team, inspire every member's potential, maximize their ability and achieve their goals.

If you can create extraordinary a href= "http://www.91se91.com/news/index_c.asp" > performance < /a >, it is a good leader.