Management Should Emphasize Management Rather Than Professional Competence.

The younger generation who sits on the management post needs to know.

After entering the 1980s, they began to move to the management positions of enterprises.

Zhaopin recruitment research shows that 40.5% of people born in -84 in 1980 have entered the core position of the company, of which 16.3% have already been in the middle management position of the company.

A recent survey also revealed that the newly promoted and newly recruited managers accounted for 70% of the post-80s generation, of which 85 accounted for 26%.

In the pformation of jobs, many "new leaders" have shown various problems, and the lack of leadership has become the biggest obstacle for them to do well in management.

Some people "

In Europe and the United States, front-line employees usually have to work for five or six years before they are promoted.

Compared with the relatively mature economic market in Europe and America, China's talent training cycle is shorter, and the front-line employees in China usually get promotion after two or three years.

Now, some 30 year old employees have been promoted to management positions.

In some Internet Co, the promoted employees are younger.

However, it is understood that 80 after entering the middle and high level in large enterprises is relatively small, many of them are promoted to management positions in small and medium-sized enterprises, and some have already been able to lead a team.

However, some of the post-80s post-graduate managers are "promoted" and are not well prepared. They have shown a great deal of frustration with leadership: some of them are promoted to managers in their peers due to their excellent performance, but they do not know how to communicate with the original ones. Some people are afraid of the pressure brought by the managers, so long as they can do their job well, now they have to worry about the whole team.

All sorts of discomfort indicate that the younger generation needs to further improve leadership if it wants to become a qualified leader.

"Not everyone in the workplace is willing to be a leader and a leader.

Now there is a theory called "nine personality," which includes leadership and helping others.

Zhaopin, senior vocational consultant of Zhaopin, said, "the new leader can handle the relationship with colleagues well when he is an ordinary employee, and now he should coordinate the relationship between his superiors and his subordinates.

In addition, leaders and subordinates should have affinity and leadership, and how to handle them well is also a problem.

In these areas, new leaders often lack experience. "

The management training of the company needs to follow up.

Wang Jian, a career consultant with no worries, believes that there are three main problems in the management of post-80s newcomers. One is the lack of knowledge of the role of new roles, and the lack of understanding of what managers should do.

Good managers do not rely on their own achievements, but rely on subordinates and teams; two, management knowledge and management level is insufficient; three is more independent but more self, as managers should play a leading role is relatively lacking.

In view of the problems of new management, workplace experts point out that the company can invite some senior leaders to share their management experience or train management courses for newcomers, and at the same time allow new people to exercise in practice.

The new leader should adjust himself to the new role, devote more responsibility and energy to management, and improve his communication ability.

Workplace case

When leaders change jobs only

* Fang Wei Jia, 29 years old, deputy editor in chief of a website's content department.

I think most people are willing to be leaders, because this is at least a recognition of their profession, even if they do not want to be a leader, there will be an assumption of career rise, and when the opportunity comes, they will be willing.

Before I was a deputy editor in the website, I worked as a editor for four years on a well-known website, and later started to work in this website.

When I first arrived in this unit, I made a mistake in positioning my role. I took myself too seriously to talk with my subordinates. I always liked to use the tone of command, which deepened the original staff's resistance to my external leader.

In addition, I found that some subordinates' ability is lower than my imagination, so I am very uneasy with them and need to do a lot of work for them. I do not understand that decentralization makes me very tired, and also makes my relationship with their subordinates very stiff, resulting in poor execution of our team.

Later, when I was asked by a friend who was a leader, I realized that the pformation from ordinary employees to managers is not the pformation of status, but the pformation of functions.

After that, I contacted subordinates no longer need to command tone, and tried to understand everyone's ability and hobbies and take into account everyone's feelings.

For older employees, I associate with a learning attitude. For young employees, I find some common topics, for example, for girls, they will talk about some constellations.

I will encourage every little achievement of everyone.

Through my efforts, there has been a fundamental change in the relationship between us and everyone. They will do everything for everyone. We have become an efficient team since then.

- expert advice

Managers should understand that work is not a concept of going to work.

Hong Xiangyang, chief career planner of Xiangyang Career Management Consulting Co., Ltd.

In a mature market, without ten or twenty years of experience, it is very difficult to achieve high and middle enterprises. So most of the core posts of enterprises are now 70.

The post-80s are more individualized and self-conscious, emphasizing their personal time.

Some companies that work with us often say that when 80 teams take part in a team, they divide their work hours from their working hours. He will tell others not to bother me with work after work.

Leaders like this will naturally not have more input from subordinates.

In fact, work is not the concept of commuting. Many people, such as public relations, sales, customer service and so on, have to work after work.

Your life and workplace are not the same thing, but it is unrealistic to completely separate work from life. Work and life should be consistent.

If you do what you like, the process of work may also be an enjoyable process.

Leading the team may involve professionalism. I think we need to make some adjustments when we do leadership in the 1980s. As a team leader, we should devote more energy to our work.

Liu Xingyang, human resource expert of China Talent Network

After 80's management, skills can be learned, but the important thing is to be a manager's mindset and responsibility.

When the younger generation becomes a manager, they will face some older employees, who may be dissatisfied with young managers.

For these people, young managers should show their due respect. This respect should be shown through behavior, and they should be asked for more advice when they encounter problems.

We should narrow the gap between our attitude and our senior subordinates.

In addition, young managers should also strive to improve their capabilities, especially in key events when they reflect professional and managerial capabilities.

The most important thing for a manager is management ability. His professional ability may not be as good as that of his subordinates. What he wants to do is to plan, arrange, supervise and coach the work, so as to ensure that the work of the team can be carried out in an orderly way.