How Can Leaders' Prestige Be Established?

In the workplace, we work with colleagues every day. Leader There is inevitably something to say. We should pay attention to what we say, how to say it, what we can say and what we can not say. It can be said that speaking in the workplace is also an art. Many times, some people suffer because they fail to manage their mouths. What are the best tactics to overcome?

1, one way to establish prestige is to follow the example of the system. As a leader, you can't override the system. If you obey the system, can your people do it without doing it? If leaders obey the system, the subordinates will follow suit step by step, and everyone will do it faithfully.

2, a good leader should praise his subordinates' abilities and achievements as much as possible, and give them credit as far as possible, so as to curb their vanity. You should put yourself behind, so the subordinates will do their best for you.

3, in fact, unless you are committed to nurturing talents, you will not develop yourself. A good leader in his review of his own experience is that he will find that the highest achievement stage is when he helps train a group of talents. If we can train a number of excellent managers for the organization, this will be very beneficial to the organization, even if some of them leave the organization to take office in other organizations.

4, a leader should train you. subordinate Instead of just asking questions, he asked for thoughtful solutions and suggestions, which not only save you a lot of time, but the most important thing is to train subordinates.

5, don't be afraid to admit your mistakes. You will be surprised at the amount of time and brains that some people try to free themselves from mistakes. In fact, this is not necessary. One can not always be right. If sixty percent is correct and he can quickly improve the other forty percent, then he is a very great person. Most people respect those who admit the mistakes directly. This is the characteristic of big shots.

6, if someone makes a mistake, it's like turning the milk over and you can't drink any more. The important thing is that you should look for the wrong person in good faith and make him decide not to make such mistakes again after talking. In fact, when people encounter such a situation, they often rebuke a person who has made mistakes. As a result, when he leaves, there will be resentment, so he will not be careful to correct his mistakes.

7, in the organizational environment that allows mistakes, if the following innovations fail to achieve the desired results, the reply of managers is: "what did you learn from failure? Well, continue to experiment according to what you have learned until you succeed."

8, if you can't turn a lazy person into a diligent person, at least you have to make him feel uncomfortable when he is lazy. Don't let your side have idlers. Even one can lead to endless troubles, so you can't expect others to work well.

9, in order to promote clear thinking and quick decision-making, leaders should regularly request Department management A brief account of the current situation of the Department contains roughly the following basic questions: 1. what is the competitive environment? 2. what has the competition been doing in recent 2.? What are your corresponding measures in the same period? 4., how will they attack you in the future? 5., how are you going to beat your opponent?

10, we should celebrate the success of the organization. Although the celebrations are small, it is a sign of success. Take some time to think about what is right. In the future, we need to enjoy the joy of success and make progress in our career.

11. Voting in a group or a think tank is a bad way. When we vote, there will always be winners and losers. The losers are usually retaliatory, and a group with winners and losers will surely be incompatible -- {page_break}.

In 12 and 1967, Douglas Mcgregor gave a definition of trust: "knowing that the other party will not use it unreasonably or accidentally or consciously or unconsciously. At this point, I can safely place my situation, my position and my dignity in this group, and put our relationship, my work, my career and even my life in the hands of each other.

13, within the organization, the power of trust is very strong. Unless people believe they will be treated fairly, they will not do their best. The only way I know that to create trust is to show your values, and then you must do what you say and do.

14, a leader can expand organizational values by setting standards above what people think they can achieve. The standard of performance we use is the same as the best in the world. People usually find ways to achieve their goals. They dream and seek this way. The trick is not to punish people who have not reached them, and reward them as long as they improve, even though they have not yet achieved their goals. But unless you set standards high enough, you never know how much people can achieve.

15, in the past, many organizations only paid attention to encouraging their members to seek major innovative measures that could save a lot of money, but ignored small changes. In fact, all small changes were large reforms, which would bring about great economic benefits. So: all members of the organization must continue to look for minor things that can be improved today within their responsibilities.

The key to success is to advocate an enterprise culture, so that all kinds of innovation proposals will be accepted and encouraged naturally, and no formal reward channels can be sought. If we try new ways, we will encourage them, even if they are imperfect. If we stick to such a stereotype, "we have always been producing in this way, and it should continue to be effective." In today's fiercely competitive environment, such organizations will lose their foothold. Only when all the people involved in reform are taken action, can everyone find out problems, solve problems and work hard to improve their work before they can initiate real reform.

16, organizations should feel more deeply than ever before that leaders have already given power to them, thus giving them a sense of mission. Once members of the organization are involved in management and see their own achievements, they will further develop a sense of ownership. When members of the organization have not yet had the opportunity to participate and do not feel that they are masters of an enterprise, it is unrealistic to ask them to shoulder the relevant responsibilities. The only way to turn the prospects of the organization into reality is to enable everyone to assume the responsibility of the reform organization in some way.

A lack of enthusiasm for reform is often not due to stubbornness, but because in his mind, there is already a ready-made model as a benchmark for his observation of things. Therefore, we can not realize the benefits of implementing reform unless he personally participates in the practice of reform, and through his own experience, he realizes that the pattern of central China's holding first is not perfect, and that the situation will change.

In order to get rid of the inherent pattern of the members of the organization, a different experience is needed. Because of this, the old mode is often changed by "new" or "alien" people. In any organization, administrators allow members to find problems and solve problems themselves. They always get excellent results. They always want to do well in their work. Most people are glad that they have the right to innovate. If every member has established the concept of constant excellence, even the simplest and most repetitive administrative functions can be improved. The biggest reason for a manager to win the highest decision maker is his ability to change the status quo.