Three Essential Steps For Successful Managers

An employee who works very hard and performs well, so the company promoted him to his department. manager Let him manage five people. The company's mission to him has also increased several times. For some time, the new manager almost cried to find the general manager and said he didn't want to do it. Originally, in order to repay the trust of the general manager, he worked day and night, but still could not complete the new task, nor could he see the possibility of completing the new task. The general manager said to him, "that task is for your department, not for yourself. You can ask others to do it for you." He said, "I feel that I am a leader, and I can not assign hard work to others."

This is a very typical example I have ever seen. A man is put in a new post, but his ability is temporarily incompetent. The first step for a new promotion manager is to learn to make others do it from himself, and many people choose to do it because of the above reasons or because they are not comfortable with others. Not up to this stage, the promotion of excellent employees has lost meaning, and even played a negative role, like the above example.

It is a relatively easy thing to learn from others and to command others. Because although I have not done it, everyone has seen the command of others. Besides, standing at high places and directing others is a very satisfying thing. Most people will soon adapt themselves to the role of command when they are promoted. They will even love their banner. Those who are not good at directing can quickly learn to command others by going on demand. It's much easier to catch people up than to catch up with them.

If the manager wants to go on the first step is command, then the second step is guidance, that is, learning to teach others to do things. Many intoxicated commanding officers will give subordinate He said, "I told you where the goal is and what to do. You don't care what you do, you'll have to give me the result, or I'll deduct your bonus. " A better one would say, "I will teach you how to do this. Remember, I will teach you once. I will not learn. " Most managers stay on the steps of the command, but not on the steps. Actually, tutoring subordinates to do their job well is the manager's duty. Only the subordinates do, they are qualified managers.

After years of hard work, some people went to second steps, learned to be teachers of their subordinates, and appreciated their roles. They will tell their subordinates with a pleasant voice: "I can help you out if you have anything to do with me." In the company, you can often see them explaining, training and tutoring their subordinates. But what they don't know is that the consequences of doing so may be that their subordinates will never surpass themselves.

The third step for managers is to start, to tell others what to do, to motivate and inspire others to do things differently. At the Sanya conference in Yi, I found that the effectiveness of giving lectures to the management of the company was far less than that of the general manager. Drucker's consultation method is always asking questions, and through continuous incisive and inspiring questions, the consultant can find the answer by himself instead of giving himself a wise suggestion. A manager who is good at inducting and inspiring enthusiasm is an excellent manager. Perhaps the highest level of management is regardless of reason. Management is to close your eyes when you close your eyes, shut your mouth when you close your mouth, and close your ears when you close your ears. Of course, judging when and when to do so is Administration Art.