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Leave A Gap For Your Subordinates.

2008/11/11 10:54:00 41886

Most of the leaders do not trust their power and often secretly supervise and leapfrog the work of their subordinates.

A famous entrepreneur is making a report. One listener asks, "you have made a great success in your career. What is the most important thing for you?"

The entrepreneur did not answer directly. He picked up the chalk and drew a circle on the blackboard. He just didn't draw the success and left a gap.

He asked, "what is this?"

"Zero"? "Circle"? "Unfinished business"? "Success"? The audience at the audience replied with a big mouth.

He did not answer these questions: "actually, this is just a full stop.

You ask me why I have achieved brilliant results. The reason is simple: I will not do things satisfactorily, just like a full stop, I must leave a gap for my subordinates to fill it up.

After hearing this story, many entrepreneurs have similar feelings.

Leaving a gap for your subordinates is actually a very simple truth, but it is not so simple to really do it.

In reality management, as a leader, there are a lot of articles aimed at "gap".

上一級(jí)把握目標(biāo)，下一級(jí)提供手段

An electronics company in Taiwan has finally been allowed to invest in Shanghai.

An MBA graduate is honored to be selected as the second in the mainland.

After the company's inauguration ceremony, according to the itinerary, the president will take note of all aspects of the staff.

But some important meetings were eventually cancelled.

When the old man put forward his advice to the boss in accordance with aestheticism, the boss patted him on the shoulder and said, "brother, this drama is entrusted to you."

Sure enough, the MBA took this trust and began to act confidently.

Soon, in this "imperfect" answer, all of you know and accept this young man.

And then the work will come to an end.

In fact, leaving a gap for subordinates embodies an important theory -- "goal means" theory.

The best way to lead is to grasp the goal at the next level and provide the means at the next level, and the means at this level will be pformed into a lower level goal.

The process of a leader is the process of passing such a goal and means.

At present, the executives of many enterprises in China are the first generation entrepreneurs.

These people are just like those emperors of the past, who think they are all intellectuals and all powerful men, and they are all competitive in every aspect.

Wei Zheng once said in his "ten thinkings of Emperor Taizong" that he was full of fear and full of rivers.

Only with the mind of people, can we attract all the talented people to the lowest position of the sea, and then we will have a surge of "going all the way to the sea".

Liu Ding, a chief executive of a set-top box enterprise in Hunan, is a great person.

As a graduate of Chengdu University of Science and Technology in the 70s of last century, there is no lack of wisdom of outstanding intellectuals, but from the catering industry to the IT sale to real estate in the business world, and then the set-top box OEM, every step of success reflects his courage and courage as a business champion.

Such a person should have reason to be confident.

But excessive self-confidence is gradually leaving his business away from the track of development.

In his words, he is now "seeking for talent and thirst", but his habit has long made it difficult for him to leave a gap in his work so that it can be perfected.

Therefore, Liu Chang often hangs on the lips of a sentence: tired, really tired, no trusted subordinates.

In fact, reliable subordinates are often recruited rather than recruited.

No chance to exercise, a good person can only go to the armchair.

Even if we talk better, we will be defeated like Zhao Kuo in actual combat.

Therefore, it is very necessary to leave a gap to improve.

放心等待下屬去完善缺口

In fact, when the power is released, every leader will be at ease, for fear that his subordinates will have a "Buddha born, two Buddha days".

Therefore, often secretly supervision or leapfrog investigation, resulting in the work of subordinates is difficult to start.

After a restructuring of a pressure machinery company in June 2000, a new manager was hired.

The former general manager took the position of chairman of the board as the owner of the enterprise.

But there are many problems left behind by enterprises. This is clear to the chairman, which includes a series of problems such as single incentive system, rigid communication system, and financial management confusion.

But the chairman himself's brilliant history has made the loss of old state-owned enterprises lose profits quickly, which made him lack the seriousness of these problems.

First of all, the environment in which companies are situated is a lot harsh.

In 90s, the threat to state-owned enterprises was only a fledgling township enterprise.

Therefore, as long as we increase efforts in the market, the scale advantage of enterprises will soon become passive.

But at present, domestic enterprises, including pressure machinery, are facing the challenge of the famous international large scale manufacturing enterprises. The scale advantage of the former has been occupied by others today, and the internal mechanism is lack of flexibility of mechanism pformation.

Therefore, enterprises need to solve many problems in reversing the situation, including the overall exchange of management team, the pformation of incentive mechanism, the communication system and the modernization of financial system.

There is no breakthrough in every three years and five years.

However, such a long time for subordinates is unacceptable to the chairman.

Secondly, the morale of enterprises is seriously depressed.

In the early 90s, the older generation of workers were heroic sons and daughters who had gone down the mountain. Although the difficulties of enterprises had been struggling for a while, the enthusiasm of the workers was still strong and their confidence remained intact.

But in twenty-first Century, people no longer had the strength of that year.

The struggle for internal power is very serious, and it is common to compete with each other and secretly take apart.

To change the business situation, there is only one way to gradually eliminate the original personnel and make great changes to the enterprises.

But this is obviously not what the confident boss wants, so the manager can't carry it out.

So 3 months later, the new manager was forced to leave when there was no obvious improvement.

Then another general manager worked for 1 years and resigned under pressure.

The general manager who had come down for 8 months was dismissed.

Until June this year, the company had replaced 7 general managers, but there has been no change.

In this way, due to the lack of patience, the original 3-5 year change process delayed the starting point to 2004.

Now, the company has been losing profits for 10 months.

允許下屬出現(xiàn)缺口

When your subordinates have a gap in their work, what do you think of it? In fact, when many bosses are brave enough to leave a gap in their work, it is hard to forgive their subordinates' work.

Though intellectually, he knows clearly that subordinates need leadership in this way.

Miss Wu is a doctor returned from overseas.

After setting up a network security service company, he followed his hard work when he read a doctorate in the United States.

But it soon found that the value of its own efforts was limited to the business.

So Ms. Wu no longer was too harsh on herself, and began to enjoy life, and began to rough her work.

Soon the omission of her job was filled by subordinates, which made her feel relaxed and comfortable for a while.

Until one day, she came to the company and discovered the omission in her subordinates' work.

Perhaps it is not for her own work principle to negate from the heart, so in the face of her replacement person appeared oversight, let her feel the moment is a betrayal of her.

In this way, she lost her temper and perfected her work with fear and fear, but this made it unnecessary for subordinates and subordinates to communicate and connect with each other.

Soon, the enterprise fell into the inefficient state at first.

Untill today, Ms Wu is free to untie her subordinates.

And the company naturally entered a normal orbit.

Speaking of this, Ms. Wu often mocked herself: "in fact, the key to management is whether you can put it away."

Yes, when Taylor's idea of scientific management was abandoned, there was no perfectionism in the dictionary of management.

At the next level, there are gaps, so that there is room for intervention at the next level, which is often the most practical way of management.