From an ordinary employee, someone else's subordinate, to being someone else's boss and manager?
In this information age, from the day you join the company, you will face many competitors, which are bright and dark, easy to hide but difficult to prevent. In the beginning, you must strive to win this "job protection war" before you can conquer this "promotion war". Find out where your competitive advantage is, where your advantage is, and give full play to it. Personal advice, make yourself a swot analysis table after joining the job, know yourself and know yourself, and you can take your time. We must find ways to improve our contribution to work, strengthen our learning ability at any time, and adapt to every new position and new environment. Fight, fight, even fight to the kind of vomiting blood.
In fact, it is very simple, just four words: work hard. Your boss, your family and friends have told you this since you first joined the company. Now work hard: complete the goal and task, and complete the performance appraisal. Excellence here means higher than the standards and requirements given by your boss. To use an advertising word, do everything better. As for how to do it, there is no way to elaborate, because everyone's post and responsibility are different. Can only say in general: Sao nian, come on! Tucson's model is broken.
What qualities and conditions does a manager need? This can be expanded to elaborate. Want to be an excellent manager (manager), sit in the right position from the following aspects.
Drucker, a master of management, once said: management can be learned, but it is difficult to teach. As a manager, self-motivation is very important. Based on my more than ten years' experience in the workplace, I think management is not like sales, business, research and development, clerical work, etc., and its own principles and concepts are very abstract. There is nothing unattainable about management. In theory, everyone can do it, as long as you receive certain training and are good at learning. Becoming a manager or manager is not difficult technically.
Next, let's talk about what kind of ability you need to be a "manager".
Management consciousness
First of all, we should have "team consciousness", which is the minimum. Managers are managers first, and most activities can be completed by teams. The manager's job performance is the sum of his management and influence and the effectiveness of his subordinates' work. Only when everyone in the team does their best can the team have the most efficient production capacity. In the vernacular, it is to use good people, right people and right people: make good use of every subordinate, let the right people appear in the right position and give full play to their advantages. All the work of subordinates is the embodiment of a manager's working ability and the output of the manager.
working methods
The ultimate goal of management is to achieve high efficiency. In order to achieve high efficiency and high return, the first step of work is to formulate reasonable indicators. What is a reasonable indicator? For example, if you are the manager of a cake shop, your big indicator is: customer satisfaction. How to reflect customer satisfaction, of course, is the sales volume (cake sales), and the sales volume is a specific figure (based on the maximum output of your store, if there are 1000 cakes a day). In order to complete this thousand cakes, your second small indicator is whether the stock of raw materials is enough. If there are too many orders, can you go on? There are many details, such as whether your human resources can meet the requirements of producing 1000 cakes, whether your mechanical equipment can bear such a heavy load, and so on. Next, you should match your indicators one by one, and then make an estimate in management. In order to ensure quality and quantity, process management should be carried out in all links and make calculations in advance. After this series of steps, if you are a person with no management experience, you will feel a little dazzled. It doesn't matter. If you want to simplify your work, you must first question the reasons of each step (reverse and rhetorical questions, such as how three shop assistants complete the distribution of 1000 cakes at present, and whether it is necessary to re-divide the work to improve work efficiency), and learn to add first and then subtract.
Daily work in management
Remember, the "manager" is unproductive (there are no specific facts). In the workplace, he often listens to his subordinates' comments on his leadership ability: our boss has done nothing, just drinking tea all day long to find someone to chat with, deal with emails and give orders. Yes, they don't need to do specific things, and he won't have any visible "actions", because all his abilities (outputs) come from the department led by the "manager", that is, the sum of his influence and organizational performance, that is, the sum of his subordinates' work. We can see that a manager's answers, opinions, judgments, instructions, resource allocation and decision-making to his subordinates in his daily work are all manifestations of the "manager's" working ability (output).
How to make good use of management lever
There are many kinds of management levers, and the following can help management in time and effectively. They can be called management levers, just like lubricants. Time management is very important for a "manager" and is a lever to improve his management ability, which is what we often call a "prescription". For managers, the art of management lies in how to choose one or two of the most important activities from so many seemingly important activities, and then do it wholeheartedly and conscientiously. If you are a sales manager, the daily sales volume may be the most important thing for you. How to urge subordinates to complete the daily indicators may be more important than accepting customer complaints. Of course, as a manager, learning to authorize is also a management lever. At the same time, the ability to solve problems and deal with emergencies is also a very important management lever because the market is unpredictable. When encountering standard questions, it is necessary to establish standard answers, and when encountering emergencies, it is necessary to establish models to deal with problems. The so-called standard questions and standard answers are easy to understand. If the mechanical parts are damaged, please replace them. In emergencies, "building a model to deal with problems" is like the explosion in Tanggu, Tianjin, which we encountered some time ago. As a government administrative department, there should be such guidelines to deal with emergencies in advance, turn irregularities into laws, and let the whole situation enter a benign state.
Effectively manage subordinates
The ideal number of people in a team is 6-8, the core layer, and the direct subordinate of a manager (the direct subordinate of a sales manager is a regional manager). The effective management of subordinates is reflected in their familiarity with their work, so as to control them to varying degrees. One-on-one conversation or meeting with subordinates is the most efficient way to communicate and the best means to collect personal information. By asking questions, each other can "know everything and say everything". A little advice is that "managers" should get used to taking notes anytime and anywhere when talking with subordinates: write them down, set up personal files, exchange opinions and organize information. Drucker once defined managers well in this respect: managers who make good use of time don't have to tell their subordinates their problems-but they know how to get subordinates to tell them their problems.
Effective decentralization and efficient decision-making
These days, being in a high position no longer means "you are the boss" and "everything is up to you"; What matters is not whether your opinion needs to be adopted, but whether it will be adopted. As a manager or "manager", every decision you make should be made by the person closest to the problem and who knows the problem best. A middle-level manager can not only connect the structures handed down from top to bottom, but also cultivate two kinds of people: "power" and "ability (knowledge)". For example, in a research and development department, product managers will have more "power" and engineers will have more "knowledge". The product manager can directly influence your decision, and the engineer is the best opinion provider. Let them have a full and free discussion together. You just need to collect enough relevant information. At this time, as a manager, you can not talk or just talk in general. As a leader, sometimes listening is more important than speaking.
In order to make efficient decisions, the following are several steps for reference:
1, decide the content.
2, decision-making time limit
3. Decision makers
4. Who should I consult before making a decision?
Who keeps his promise to this decision, or can completely deny it?
6. Who should be notified after the decision is made?
Finally, it is very important to choose people. God disposes, man proposes. As mentioned earlier, the ability of a manager is reflected in the sum of the work of his subordinate departments. In other words, the efforts of the players are very important in a team.
Motivation is very important.
Motivation is used to improve performance, not to change a person's mood or attitude. In order to make the work of subordinates excellent, it is necessary to establish a reasonable incentive system to understand the real needs of each subordinate. Personally, I prefer Maslow's hierarchy of needs theory and recommend you to read his book Motivation and Personality. People's needs are divided into five levels: basic physiological needs (food, clothing, housing and transportation), security (going out with an umbrella in rainy days), sense of belonging and identity (birds of a feather flock together), status and respect (the embodiment of self-worth), and self-realization (you will do things better and always pursue the best without anyone reminding you). In a team, you should know the needs of each member, what level he is at this stage, and make targeted responses. Different requirements adopt different standards. If the players can be inspired to realize themselves, this team is invincible and invincible. The most important duty of a manager is to inspire the best performance of his subordinates.
The department manager should be a trainer.
Finally, a manager should have the ability to train subordinates, and this training includes training. A recruit who is sent to the battlefield without training is undoubtedly equivalent to death. No matter how hard the employees who are not well trained work, the result may still be low work efficiency, customer dissatisfaction and increased costs. Because there are no job requirements, no company requirements and no market requirements. The "manager" must be a trainer, because you know your subordinates best and the situation of your industry best, and the training content must conform to the company's pragmatism. Don't hire those "ostentatious" training institutions to train their employees. Those so-called lecturers are useless. As a qualified manager, the training of subordinates should go on all the time.
I think managers with the above abilities should be qualified or excellent. If you have been in the workplace for several years and have never been able to climb to the position of manager, then ask yourself if you have always lacked some ability. If you have been in the position of manager, but your performance is average, you can't break through and do better. Whether it is not promoted in some way.
Again: people in the workplace should work hard, work hard, work hard, study hard and be serious. You know, come on!