What Kind Of Leaders Can Be Regarded As "Both Ability And Integrity"?

In the process of growth, any organization will be faced with strong winds or small waves from inside or outside; any individual will be faced with difficult choices in the process of leading the development of the organization.

Crises are everywhere and they are tested all the time.

How to be an excellent leader and move towards the four magic weapons of a higher level will enable you to take the lead in the ups and downs of official circles and move towards the peak of life.

We often say that when selecting leaders of enterprises and selecting leaders with both ability and integrity, we must regard "Virtue" as the most basic condition for selecting and employing people. We should regard "moral integrity and integrity as the foundation" as an important principle. We should choose a virtuous person with virtue and virtue.

Specifically, there are the following points:

I have met many leaders who want to do things. Basically, they have the following two "businessmen".

The inverse quotient AQ comes from the English Adversity Quotient full name adversity quotient, which is generally plated into frustration or adversity quotient.

It refers to the way people react to adversity, namely, facing frustration, getting rid of difficulties and surpassing difficulties.

Adversity quotient, the premise of success, is the premise of success.

"The sky will be great for the sage, and it must be painstakingly painstakingly.

There is no such thing as a free lunch. God always favors those who grow up for their dreams, perseverance and adversity.

Failure is sometimes frightening, because when faced with failure, people always produce many doubts and do not believe that they are in the right direction.

Even in the face of failure, change the original idea, swaying, stagnant.

Finally, let's give up and let the ideal die.

How to overcome the thorns of success, to overcome our challenges, and to overcome ourselves as strong men, can only be successful if we are adamant in adversity and stick to the truth.

Therefore, the premise of success is adversity quotient.

DQ: it is a measure of courage, courage and courage, which embodies a spirit of adventure.

People with high courage and courage can grasp opportunities. Every successful businessman and politician has extraordinary courage and courage.

No matter what era it is, no daring to dare to take risks can not become a climate.

No matter entrepreneurs, entrepreneurs or anyone who wants to achieve something in their careers, they are inseparable from the three quotient abilities, i. e. intelligence quotient, EQ and gallbladder quotient.

There was a headmaster of Harvard University. He hung a metal plate on his wall and drew a turtle on it. He said, "pay attention to this turtle. It can only move forward with its neck stretched out."

There is no doubt that the turtle's neck stretch is an adventure. It is the safest shell in its hard shell.

However, if you do not stretch your head, you will not be able to move forward. If you do not stretch your head, you will not be able to eat the food.

In the enterprise, the more grass-roots leaders, the more we need to promote "intelligence quotient" and the middle level to enhance.

Top leaders should focus on improving "gall merchants".

The meaning of "Dan Shang" lies in having courage, courage and strategy, and the environment of accomplishments of enterprisers.

In today's business world, the gall business has shown its unique function, which is the ability of courage, that is, the ability to challenge, compete and risk.

For a man who wants to achieve a career, the function of courage is irreplaceable and even decisive.

Leaders must familiarize themselves with their own business and fully grasp the operation of their work. Only when they become the masters of the business can they correctly guide their subordinates to carry out their work and avoid the "blind direction" and "wrong command", which will cause obstacles to the normal operation of the work.

Leaders should constantly improve their professional ability in learning and practice, always maintain a good mental state, fulfill their duties and work in a solid way. In terms of professional competence, leaders of enterprises should achieve "four or four less".

Do more real work and less empty talk.

Think much of others and think less of yourself.

Take more responsibility and shirk responsibility.

In the past, the "command and control" type of CEO was hard to survive in today's highly interconnected and cooperative environment.

The idea of "collaborative leadership" is everywhere. The so-called collaborative leadership refers to those who have high EQ, have wide connections, and are authorized by following their own people rather than according to the organizational chart.

Management guru Herminia Ibarra and Morten T.Hansen think this is obviously not the CEO of your father's age -- those who want to be collaborative leaders need new tools and technologies.

Nowadays, the challenges faced by enterprises are very complex, so that individuals or single organizations are hard to solve.

In order to get a long-term and effective solution, we need not only internal coordination among organizations, but also cooperation with customers, suppliers and even competitors.

The final criterion of business leaders in twenty-first Century is whether they can create excellent performance. In today's business community, as long as most employees of an organization are united, empowered, and collaborate, their performance must be able to surpass those with a strict hierarchy.

Leaders who are accustomed to giving orders may achieve short-term performance goals, but only leaders with collaborative leadership can motivate the whole organization to run through excellence.

What is?

The famous leadership training expert Huang believes that the responsibilities of leaders can be summed up in eight words: completing tasks and caring for subordinates.

General Powell, in command of his special forces in Frankfurt, Germany, in 1986, warned his generals: "complete the mission and care for the troops."

This is the first priority! "Now, the leaders of our enterprises do not sacrifice their lives when they assume their responsibilities.

But all leaders must follow this rule: putting the task and the interests of subordinates above the individual.

In the enterprise, there is a phenomenon that is not strange: a certain thing has been done, and the work has come out. Many people come over. No matter who is involved or who is on the sidelines, they all like to come to invite and reward; an accident has happened, and some responsibilities have been clear.

In fact, the eyes of employees are bright, and time is proved to be fair.

There are things that you shirk your responsibilities on the surface, but after a while, the truth will always come out.

It is clear to everyone.

If a boss always shirk his responsibilities, who else is willing to work for him? The team has become an irresponsible team.

I am an enterprise.

Over the past decade, I feel deeply concerned about the phenomena and problems of irresponsible, unaccountable and unwilling responsibility for individual business leaders.

In my opinion, only when a person knows his social responsibilities, responsibilities and family responsibilities, can he do things in a conscientiously and conscientiously manner. Some students ask, in a unit, standing in the first row (responsible), not saying, but raising a junior three, is such a leader responsible? I say that leaders who are irresponsible to their families and their lovers can not shoulder heavy responsibilities and will not go far.

Therefore, leaders should have clear objectives, clear responsibilities, difficulties in implementation, help solve problems, and leaders should take the initiative to take responsibility. Your employees will be more and more eager to do, do more and more daring, and even say that they are willing to work harder and harder with such high-quality leadership.

Some leaders are always afraid of being afraid of their feet and being indecisive.

The leaders of enterprises should be bold in their responsibilities and be good at United comrades. At the very least, they must have the courage to stand up to others, so that someone can follow you and use your personal charisma to form the cohesive force of the leading team and influence the whole team to work hard for their career development.

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