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The Nine Most Important Leadership Skills Make You Easier To Be A Boss.

2014/8/10 14:49:00 27

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1954, Peter Drucker, the father of management, described the basic tasks of managers: deciding goals and assigning jobs. Managers need to decide what the objectives should be, analyze the activities, decisions and relationships needed to achieve the goals, classify jobs and divide them into manageable positions, then organize these units and positions into appropriate structures, and select the right people to manage these units and the work that needs to be done. Peter Drucker Peter

I think today's managers still need to have Peter Dulake's basic skills on decision-making, organization, evaluation, reward and punishment, but in twenty-first Century, they put forward higher and more comprehensive requirements for managers.

In order to pform from a traditional manager to a successful leader, what we most need to do is not to complete the established tasks, not to design the organizational structure of the team, nor to skillfully give orders, but to create a passionate and innovative environment for all employees, leadership is not a method or skill, but a unique art.

in my own experience, the art of leadership generally includes three categories of macro decision making, management behavior and personal quality, and the nine most important leadership skills.

strong > 1. Vision is more important than control. /p >

in Jim Collins's famous "Evergreen Foundation", the author points out that there is one thing in common in the great foundation that can really remain anonymous: there is a vision that is uplifting and can help employees make important decisions.

some people erroneously believe that the work of enterprise managers is to put 100% of their energy on the organization structure, operation and personnel management and control of enterprises.

Such a top-down command, organization and supervision mode can play a certain role at some time, but it will greatly limit the creativity of employees and enterprises, and easily lead to the loss of the goal of the enterprise, and the employees' recognition of the future of the enterprise will be greatly reduced.

In contrast, making a clear, inspiring and realistic vision for an enterprise is more significant for the long-term development of an enterprise.

Small businesses that are at the stage of growth and development may focus more on survival, operation and so on. But even so, managers can not despise the importance of vision for gathering people's heart and direction. For a successful and successful enterprise, whether or not they have a good vision has become a top priority for the enterprise to move from excellence to excellence.

two, belief is more important than index.

Like P, just like everyone can not get away from the correct guidelines of values, every enterprise also needs to have the right and consistent company values.

Here, the values are actually the firm beliefs of the firm, which affect firm behavior and determine whether they are right or wrong.

Having the right values is the secret for successful businesses to keep their foundation forever.

the company's overall beliefs or values must also be reflected on employees.

After all, any enterprise is composed and promoted by all the employees of the enterprise.

The chairman and CEO Jack Welch of Ge Corp pointed out that the investigation of employee performance must be combined with the inspection of their values, focusing on whether the values of employees are consistent with the values of the company (especially the belief in integrity).

There are altogether four possibilities:

performance is up to standard and values are in line with the company. It is very simple that the company will not hesitate to provide him with opportunities for promotion and promotion.

performance is not up to standard. Values do not match the company. It is also very simple. Ask him to leave immediately.

performance is not up to the mark, but it is in line with the company's values. Give him another chance to consider redistributing work for him.

performance is up to standard, but values do not match the company. This is the kind of person who can kill a company.

Facts have proved that many companies fail because of their ability to work well, but their personality is very bad, or their personal beliefs are contrary to those of the company.

Therefore, both firm and individual, firm belief and correct values are indispensable at all times.

three, talent is more important than strategy

in twenty-first Century, no matter how to exaggerate or even exaggerate the importance of talents,

Twenty-first Century is the century of talents, and the mainstream economic mode in twenty-first Century is a talent intensive and intelligence intensive economy.

Having outstanding talents can change the appearance of an enterprise, a product, a market or even an industry.

For example, in Google, Jeff Dean, the top programmer of the company, has invented an advanced method that allows a programmer to complete projects that need a team to work for several months in a few minutes.

He also invented a magic computer language that allows programmers to complete extremely complex computing tasks in the shortest time on tens of thousands of machines.

There is no doubt that such a talented person has very special significance for the company.

unfortunately, today many enterprises still maintain the way of thinking of talents at the level of the last century. They think that employees are only parts or labor force of the "big machine" in the enterprise. They do not want to make great efforts to train their employees, for fear that they will "jump trough" and "leave" after training.

This is a very short-sighted view. This kind of practice which does not attach importance to the growth of employees will only make more employees choose "job hopping" and "leaving others".

As long as we have talents, enterprises can practice any grand strategy.

On the other hand, if there is no talent, magnificent planning can only be a mere scrap of paper.

strong > four < a , team < /a > is more important than personal "/strong > /p".

in any successful enterprise, team interests are always higher than individuals.

Any level manager in an enterprise should put the interests of the whole company in the first place, and the interests of the departments are second, and the personal interests are at the end.

For example, when I was working in the Apple Corp, I used to run a project with very bad results.

The project manager of the project is a friend of my then boss, and this project is also my boss's most promising project.

At that time, I knew clearly how bad the project was, and the project manager of the project was not a good manager, but because my boss attached importance to the project, I never had the courage to deal with it.

In addition, I also worry that if I break up the project team, I will deny my work, because I have been in charge of the team for over a year.

P, one day, I decided to leave the company after a while.

At that time, I felt that the company had been good to me for many years. I should be responsible for the company before leaving, and do something useful to the company, but I have been hesitant about making decisions for myself.

So, I decided to cut the project and the project manager of the project. No matter how big it is, it will displease my boss, but it is good for the company.

When I really cut the project, what I expected was that most of the employees in the company didn't complain, but told me how much they recognized the decision. They thought I had courage and courage.

The company leaders did not blame me. Instead, I thought that I had the courage to admit and correct the mistake. It was very praiseworthy. Even my boss thought it was a right decision.

that is to say, when there is a conflict between the interests of the company and the interests of the department or personal interests, managers should have the courage to make decisions that are beneficial to the interests of the company and not to worry about the gains and losses.

If your decision is correct and responsible, you will surely be commended by the staff and leaders of the company.

in addition, managers should take the initiative to play the role of "team coordinator". They should not only focus on their own abilities, but also neglect teamwork.

five, authorization is more important than command. /p >

in order to give employees more space and to better explore their potential, many successful enterprises have launched corresponding measures.

for example, Google allows engineers to engage in their favorite projects or technical work in 20% of the time. Once implemented, the system has received unexpected outstanding results.

Because of 20% free time, many engineers who have brilliant ideas, but do not have time to put them into practice, can spend 20% of their time, or persuade two or three colleagues to complete a prototype of an excellent product in 20% of these time, and then release it to colleagues in the company.

If the product is really attractive, it will become the next "shocking" product or service that Google will push to the world.

In fact, many products, such as GMail and Google News, are proud of Google, which were first created by engineers in 20% of the time.

Because of 20% such management mode, we found:

The success rate of products completed within 20% P is high because employees are more involved.

The management mode of 20% makes employees aware of the company's trust and decentralization, which creates a very good management atmosphere.

In employee surveys, employees are always more satisfied with the company than any other company I have ever worked for.

therefore, "authorization" is more important and effective than "command".

But how should managers make good authorization? The most important thing is the unity of power and responsibility.

That is to say, when authorizing employees, it defines the scope of relevant work, provides enough information and support to employees, and defines its scope of responsibility so that authorized employees can be independent and responsible when they have the authority, so that there will be no confusion in management.

strong > six, equality is more important than authority.

equality means that managers and employees communicate smoothly in an equal environment.

For example, I was pferred back to Microsoft headquarters in 2000 as vice president of the world to manage a department with more than 600 employees.

At that time, as a leader who had never worked in a headquarters, I needed to listen and understand the voice of employees.

In order to achieve this goal, I chose a unique way of communication - "luncheon" communication.

I choose ten employees a week to have lunch with them.

During dinner, I would like to know more about each person's name, curriculum vitae, work situation and their suggestions for the Department's work.

In order for every employee to speak freely, I try to avoid eating at the same time with two employees in a group or an office.

In addition, I will ask everyone to tell him one of the most exciting things he has encountered in his work and the most annoying thing he has ever encountered.

At P, when I eat, I usually talk to the other person about the most exciting and annoying things, and encourage others to speak.

Then, I will also guide you to explore what is generally distressing or generally concerned about all employees in the Department, and find the best solution together.

After lunch, I usually send an e-mail to you to sum up what I heard, what are the problems I can solve now, and when I can see the results.

by using this method, I knew and understood every employee in the Department for a long time.

Most importantly, on the basis of fully listening to the staff's opinions, I can work as far as possible from the perspective of the staff and make a reasonable arrangement of work. Only in this way can the company take the initiative to work smoothly.

strong > seven, balance is more important than courage.

in the book "from excellence to excellence" by Jim Collins, a famous business management scientist, through a large number of case studies and statistics, the author discussed and analyzed how the leader of an enterprise or an enterprise rose from Excellence (Good) to excellence (Great).

One of the important conclusions of this book is that the best leaders are not the most enterprising leaders, but the "pluralistic" managers who have good EQ and can achieve an ideal equilibrium at different personality levels.

a business leader on the basis of success, if we want to further improve ourselves, keep our business continuously growing, and make our individual ability go from excellence to excellence, we must strive to cultivate ourselves in three aspects of "modesty", "perseverance" and "courage".

Modesty helps one to progress.

Many leaders are so conceited in their work that they can not listen to others' advice, and can not tolerate others to disagree with themselves. These leaders who do not know how to be modest and prudent may achieve temporary success, but they can not make progress in their career and achieve excellence.

strong > eight, reason is more important than passion. /p >

managers should be good at understanding themselves and be able to introspection, self-control and self-discipline consciously and rationally in their work.

As a manager of an enterprise, if things can not be controlled in time, the result may become embarrassing.

I remember when I was working in the Apple Corp, I once held a meeting.

At that time, an employee was laid off because of his wife and friends, and he was very unhappy with the company's policy and put his anger on me.

He spoke in front of a series of unpleasant words, which were extremely rare even in the most reckless American.

At P, my first feeling was anger, because his insulting abuse was very bad.

But I immediately thought: "people will inevitably lose their sense when their loved ones are hurt, and they will inevitably lose their demeanor when they are frightened by the disaster."

Then I thought that although his performance was unusually rude, there must be many employees holding the same idea, but just afraid to express it.

Finally, I think, as the director of this department, I represent the interests of the company, not because of the anger of the moment and affect the progress of normal work.

strong > nine, sincerity is more important than dignity.

sincerity is the common quality of all excellent managers.

Managers should learn to be honest with others, respect employees, and let employees know that you understand and appreciate their work.

Some leaders, in order to "face", maintain their so-called "authority" everywhere, and do not want to expose their true side to their employees.

Little wonder, such a secretive leader is hard to get real trust and support from employees.

sincerity means that managers are good at empathy and consider problems from the perspective of others.

For example, managers should give more feedback to employees, be grateful before people, criticize privately and constructively, and communicate with employees more often.

This is not to say that we should not criticize before people.

If it is right, it should be discussed openly before people, but if it is a person, then do not hurt his self-esteem in public.

for managers, the most important thing to embody empathy is to understand and value employees' ideas, and let employees feel that you are a very caring leader.

For myself, I will not blindly praise my subordinates in my work, and I will not give employees any general evaluations such as "very good", "good" and "excellent". But I will timely and concretely point out his contribution to the company when the staff really made achievements, and make his achievements public.

This way of motivating employees can really win the trust and support of employees, and can have a huge impact on the cohesion of enterprises.