How Should Leaders Choose Their Deputy?

(1) give full play to the rule of superiority. Everyone has their own strengths and weaknesses, strengths and weaknesses, so leaders should be good at finding them. staff Then select your assistant according to your goal.

(2) participate in the effective implementation of decision rules. When a leader chooses a deputy, he must first make clear that the selected deputy is not only his assistant, but also one of the policy-making groups. They must define the background and prospects of every decision and actively participate in the decision-making. Practice has proved that the higher the degree of participation of the deputy, the more conscientious the responsibility is; the more conscientious the execution is, the more standardized the behavior and the higher the efficiency. Any leader who only regards his deputy as his "transmitter" or requires a deputy to obey his own opinion without any objection is bound to fail.

(3) the rule of appointment. The quality and ability of the selected talents must be commensurate with the duties, duties and tasks of the post. Worry free test network collection.

(4) the law of transfer of decision-making power. Leaders must be equipped with such qualities as leaders who leave office and leave their units to take up the decision-making ability and corresponding organizational capability for major problems that may come or happen at any time.

(5) active structure rule. When selecting a deputy, leaders must consider whether the selected talents and themselves can form a reasonable active structure.

(6) employee acceptance rules. Leading personnel must check the acceptance of most of the staff in this department, otherwise, there will be adverse consequences.

Specifically, the following kinds of talents can be selected as deputy.

(1) versatile talents. This kind of talented person has broad knowledge and profound foundation. He is good at brainstorming, winning by surprise, has a strong ability to synthesize, transplant and innovate, and is good at standing. strategy A high degree of foresight.

(2) supplementary talents. The supplementary talents are most suitable for the strengths that leaders can not do, to enter the team, to supplement their leadership by nature, and to strengthen collective advantages. The two is the supplementary type of consciousness. That is, we can consciously realize our status and role, be good at understanding leadership intentions, understand the strengths and weaknesses of leaders, and actively complement their leadership with their own strengths.

(3) potential talents. Most talented people are young people, but their talent is not yet mature, but they are in a latent stage. They need to undergo certain training, practice and assessment before they can stand out.

(4) practical talents. Practical talents are indispensable talents in every leading group. This kind of talent is hard at work, hard working, high quality and high tempo. Leader Indispensable talents around.