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Second Hand To Win The Trust Of CEO

2011/4/3 9:05:00 57

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enterprise

Deputy general often disagrees with CEOs on some issues. As time passes, there are estrangement between the two sides. The boss thinks that the deputy always deliberately does not cooperate with his work, and always goes against him. So he no longer trusts the deputy general and makes him idle at work.

The other vice president is almost the only boss who thinks and looks up. Rarely has he put forward different opinions with the boss on some issues. He is a typical "follow up school", which is known as "spokesperson" or "voice box" of the boss in private.

But in the long run, the team was very ununited, seriously affecting the decision-making efficiency of the team, and even affected the development of enterprises.

The above phenomenon exists both in state-owned enterprises and private enterprises, and has a certain universality. However, the former is more common in state-owned enterprises, and the latter is more common in private enterprises.

In fact, as the second in business, everything is impossible with CEO "top bull" or "follow up". Neither of them can establish a genuine trust relationship with CEO.

What we are talking about here is trust, trust in work, mutual recognition in character and ability. It is a relationship of mutual respect and mutual trust established together for the purpose of planning the development of enterprises. It is not just a personal friendship, but also a kind of trust for selfish interests.

So, how can the two leaders establish a good trust relationship with CEO so as to achieve a harmonious working relationship and a very personal relationship?

Based on years of experience in enterprise management consulting, I provide some suggestions for your reference.

Clear positioning

First of all, as the second officer of the enterprise, it is different from the personal assistant of CEO, and is also different from an ordinary employee. He is a member of the executive and leading group of the enterprise. He shoulders the important leadership and management responsibility. Under the unified leadership of CEO, he exercises his own independent judgement and power in collective decision making and division management.

Grasp the key principles

In enterprises, the trust relationship between the second in command and CEO includes two levels: one is the trust at the work level, the other is the trust on the individual level, that is, the two aspects of the so-called "human" and "business".

Therefore, in the process of building trust relationship, vice presidents need both.

from

Administration

From the point of view, especially for professional managers, vice presidents need to reflect their ability and level in the work or in the division of labor management, so as to share the pressure of CEO business and to play the real role of the second in command. CEO can give you the burden of work more confidently, in order to give you greater responsibility and power.

In this regard, the three leaders need to master the following principles: first, the principle of the highest interest of the company; as a senior executive, we should always uphold this idea, first of all, after the company, and always reflect it.

The two is the principle of priority of performance. How much does your personal performance speak for performance? How much do you contribute to the company's performance as an executive?

What is your personal performance?

Do not make excuses to win the respect and trust of CEO and colleagues through performance.

The three is the principle of courage and responsibility. Drucker, a management guru, believes that the most important responsibility for senior managers is responsibility.

As an executive, he should be bold enough to take responsibility for himself and to take responsibility for his subordinates. He will not shuffle, correct mistakes and make things better in his future work.

In the field of human, we also need to master three principles: first, honesty and trustworthiness principle, honest to the company, no fraud in management and management, trustworthiness to the upper and lower level and company customers, and unwillingness to do things that they can't do.

The two is the principle of modesty and integrity. We should be modest about our superiors, have a mind for subordinates, and be objective and impartial in judging the merits and demerits.

The three is the principle of consistency between words and deeds. No matter what management style you are, you should try to be consistent in words and deeds.

As an executive, he should strive to practice and take the lead in implementing the company's culture, and win CEO's trust in you through his own character and personality as well as internal and external evaluation.

Taboo taboo

In dealing with

CEO

When it comes to relations, both the management principles and personal words and deeds should be emphasized by the vice presidents. The first is that when making collective discussions and decisions, members or members of the team must have their opinions or suggestions to be published at the meeting. They must not be "not speaking at the meeting, they will talk nonsense."