Workplace: Respecting Talents And Creating Environment

Things are changing and developing. Everyone's "long" and "short" are not static.

The leaders of a unit should have a vision of development and recognize talents with potential for development.

In the course of the development of the unit, only by stimulating the potential of talents, making them elongate short legs and shortening the length, can they provide the source of strength for the development of the unit.

Therefore, talents with potential growth and talents who are able to develop with units are the target talents of unit dream team.

For a unit, talent is the most important resource of a unit. It has complementary capabilities, strengths and weaknesses, and joint efforts to accomplish tasks well.

We build a team not to value the number of star talents, but also to the ability of team members to complement each other. A perfect team must be a team that is good at integrating resources.

If leaders of a unit gather talents and leave talents in good faith, they should not make their units like iron boxes, and create a working environment like "sofa".

Let people get spiritual satisfaction and respect the spiritual life of talents.

To regard talented people as family members, we must help them solve the basic difficulties, and not be able to manage people by man, but to guide and care properly.

Your words and deeds, your little greeting and encouragement, your little blessing and reward will have an important influence on talents.

In fact, most people do not want to jump, because job hopping is really unable to stay: unhappy, difficult to maintain their livelihood, long term units, industry downturn, family factors, equity and so on.

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We should improve the unit's long term from these aspects.

Ability.

Don't hesitate to open your mouth and scolded yourself. You can't get to face your colleagues in the company. You can't face your family at home.

Such a situation gives high wages and no one wants to stay in the company.

Especially, the young people of the 80 and the post-90s are all very good.

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As far as the company is trying to be fair, a healthy company should give everyone equal opportunities, but once it loses fairness, many people will find it hard to calm down.

It is impossible for people to be mentally satisfied, to speak evil words, and to truly disagree with each other.

And to create a "stable and comfortable sofa" working environment for talents is the best way to stabilize life.

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It is always the traditional guiding principle to "use soldiers well for the handsome and make good use of them for officials".

As a leader of a unit, how to gather more talents, tap potential talents, retain core talents and enhance the centripetal force and cohesiveness of the unit?

(1) know what I have to do, not what I want to do.

Mature leaders are open minded and willing to accept others' opinions. Therefore, they will listen to experts' objections rather than bias their favorite words.

Even he will choose to be beneficial to the society and to the enterprise, but to himself, he will do more work with greater pressure, because this is what he has to do.

(2) know what I should do to make my job better.

Good leaders often ask themselves what I can do, not what I like to do. They often like to do things, and most of them are interested in doing things that are not their strong points, nor are they able to contribute.

As a top leader, it is necessary to give full play to one's own strengths and let others supplement their own shortcomings in order to make their work better.

Because the top leaders will recognize the reality and know themselves. He knows clearly that to accomplish a great undertaking, we must rely on teamwork and never fight alone.

The purpose of an organization is to make a group of ordinary people do extraordinary things.

(3) know what the mission and objectives of an enterprise are.

Any organization has its purpose and purpose. The purpose of the enterprise reflects the pursuit of the positive value of society and human beings.

Look for the mission and location of an enterprise, and then define it by the market and customers, and find out who the customer is, who the customer should be, and pform it into the specific goal of the enterprise.

Of course, the mission of an enterprise is long-lasting, and its goal is temporary. In order to realize the mission of an enterprise, we must have strategic thinking and policy so that we can achieve the goal and finally achieve the mission of the enterprise.

An outstanding leader knows that if an enterprise wants to complete its mission, it must rely on its core competence, but more importantly, if it wants to become an excellent leader, it must know how to make good use of collective wisdom and innovation, so that it can make its enterprises in an invincible position in economic depression or economic recession.

(4) we must have absolute tolerance for human diversity.

An enterprise is an organization that combines different personalities, attributes and various professionals. In order to achieve the mission and goal of an enterprise, this is a necessary practice.

Enterprises are not looking for the same type of employees to work. (moreover, such employees can not be found). The leaders of enterprises should not deliberately look for people who are similar to themselves, because effective leaders have absolute tolerance for employees' diversity. What they have to do and do is to give full play to their strengths so that they can make contributions to enterprises and meet the needs of external customers.

This is the only reason why leaders exist, rather than making enterprises "a factory to pform employee personalities".

But when it comes to personal behavior, value standards and conduct, effective leaders are totally intolerant of the so-called "diversification".

(5) do not worry about the ability of employees to be stronger than themselves.

Liu Bang is Liu Bang because he knows how to know others and how to use others.

Although Zhang Liang has Superman's strategic thinking and planning ability, Xiao He has financial expertise and appeasing the expertise of the people, as well as the ability to know, but Liu Bang still finds Han Xin.

For these talents, Liu Bang not only did not envy, but made them form a high-performance team, and established a strong country.

Coincidentally, this sentence also verifies the sentence in the epitaph of Carnegie, a steel magnate, who knows that he who chooses to work for himself is stronger than himself.

So are effective leaders.

(6) every day "self examination".

Effective leaders usually form the habit of self examination.

For example, when you get up in the morning and stand in front of the mirror, they will ask themselves if this person is exactly what they want to be.

Through such self testing, they can consolidate themselves and resist the external temptation faced by leaders.

They also ask themselves: am I just doing something pleasing, not right, and neglecting something more fundamental and long-term.

(7) a real leader is not a missionary but a practical practitioner.

Leaders can be leaders, not because of what they say, but by what they do.

A leader who does not speak well is unable to gain the trust of his subordinates.

Only through effective action can we stand the test of facts.

Only in this way can we become a real leader.

Leaders must be able to stand the test of facts, self examine mind, employ talents and do what they can contribute.

However, today's effective leaders may not be able to succeed in tomorrow's environmental change. For this reason, the biggest challenge in twenty-first Century is to enable the enterprise to have a leader who can cope with change, and enterprises should take the initiative to seek change, and regard change as the opportunity for enterprises.