How To Be A "Relaxed And Carefree" Manager?

< p > how to be a "relaxed and carefree" manager.

As a manager, the higher the position, the heavier the responsibility, the greater the burden.

If you want to be relaxed, the only way is to know how to reduce pressure, that is, to pass on the pressure and let your subordinates take the responsibility for you.

And whether it can be passed down, whether the subordinates can bear it or not depends on your skills.

This "power" is reflected in two aspects. One is whether you can reasonably pass the pressure on.

The pressure is high, it will crush down the lower level; the pressure is small, the lower level can not feel it.

The two is whether your subordinates have the ability to bear the pressure you put on. In other words, whether you have developed a team that can help you reduce the pressure.

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< p > reasonable pfer of pressure has a key principle, similar to the lever principle of physics.

Using a lever and a fulcrum to adjust the fulcrum reasonably, you can pry the object you want to pry.

As Archimedes said, "give me a fulcrum, I will pry the whole earth".

There are three elements of leverage: leverage, fulcrum, and your strength.

As long as there is a problem in these three elements, the target object on the lever end will not be prized.

For example, if you do not exert enough strength, the lever and fulcrum will be perfect again, and the goal will surely not be prized. If you are strong enough, the fulcrum is no problem, the lever strength is not enough, you are forced to break, and again, the pivot position is not reasonable, at the end of your side, you can no more vigorously push it.

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< p > in actual work, the target object that you want to pry is the pressure (or task) that the company or the superior gives you. The lever is your team, and the pivot is the pressure of reasonable pmission.

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There are three kinds of situations in the work of P < < > >. The first is to reach the fulcrum close to the target.

On the surface, you can only push the target object with minimal force.

But the fact is that no matter how hard you exert yourself, the lever will only bend down, and it will be broken after reaching the limit, and the target object will remain unchanged.

In the work, the pressure from the company or the superiors is completely imposed on the subordinates. You are relaxed, but the team has collapsed.

The second is that the fulcrum is infinitely close to yourself. No matter how hard you use it, the target object is still unmoved.

In the work, the performance is that the manager will digest the pressure from the company or the superior himself, without passing it down, and naturally "indigestion".

The third is to place the fulcrum in a reasonable position between the target and its own, which can not only push the target, but also do not need too much effort.

In the work, the manager will take the pressure from the company or the superior on a reasonable basis, and share it with you and your team.

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< p > the first and the second are relatively few. Most managers, especially middle managers, are third.

But the problem is in the pivot position.

Middle managers are the bridge connecting the top company and the grass-roots employees and play an important role in "connecting the preceding and following".

Therefore, in order to find a reasonable fulcrum position, the middle level must first achieve the goal of "fulfilling".

"Cheng Shang" is not a mouthpiece, but a correct understanding and understanding of the requirements of the company or the senior level. If the goal can not be correctly understood, it will not be able to talk about the fulcrum.

The second is to have a holistic view, which is the most missing concept of the middle managers. Because of the malfunction of functional division, the middle managers often consider the interests of departments first; therefore, the requirements of many companies or the intentions of senior managers are discounted in the middle level, and the results will not meet the expectations of senior management.

The overall view is very simple. It is to think and understand from the perspective of company interests.

The interests of the company are greater than the interests of the Department, and the interests of the Department are greater than the interests of the individual.

Only by achieving these two points can we calculate the landing.

Secondly, there are three requirements for "Kai Xia" and "Kai Xia". The first is to maintain adequate communication with the team, to fully understand and reach consensus on the contents of "commitment", and to allocate tasks on this basis.

The second is to create value for employees under the premise of ensuring the interests of the company; if you consider only the interests of the company without considering subordinates, your official will soon be able to overturn the boat with water.

If you only consider the interests of yourself and the team, you will not do so.

You know the truth.

Therefore, a good manager should learn to find a balance between public and private interests.

The third is to require managers to pform their thinking and tasks.

Managers should first be "waiters", providing services for subordinates to fulfill their tasks according to their requirements; services include resource coordination, checking and rectifying, technical support, decision support, etc.

Secondly, managers are the ones who exercise corresponding administrative power.

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< p > if you can achieve the above changes, you will truly be able to "inherit" and "start", so you are not far away from "easy and leisurely".

The only thing that needs to be determined is whether your lever strength and toughness can meet the requirements, that is, whether your team's ability can meet the requirements.

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