How to improve your organizational leadership?
If an enterprise wants to be in an invincible position in the fierce competition and achieve sustained and healthy development, it is the key to build excellent leadership. In order to cultivate excellent leadership, enterprises must first establish a strong core team and make it run efficiently. Secondly, as the leader of an enterprise, we should use various leadership methods according to the actual situation and local conditions. Corporate culture and leadership are two sides of the same problem. In order to build excellent leadership, enterprises must also shape their own values and always guide their actions with these values. 1. Leaders should have six abilities: 1 and communication skills. In order to understand the interaction of employees in the organization and listen to the voices of employees, a manager needs to have good communication skills, of which "being good at listening" is the most important. Only in this way can subordinates not alienate themselves from Germany or dare to put forward constructive suggestions and requirements. Managers can also know whether their communication skills are successful through their subordinates' sense of identity, understanding and * * *. 2. Coordination ability. Managers should be sensitive to the emotions of their subordinates and establish channels for persuasion and venting. Don't wait until the opposition deepens and the contradictions expand before rushing to deal with them. In addition, managers should resolutely solve serious conflicts or contradictory events that may expand the opposite. Even when the situation is unclear, we should take immediate measures to cool down and use appropriate and effective strategies to resolve conflicts immediately after we understand the situation. As long as we master the preemptive right and the initiative to eliminate contradictions, any form of opposition can be easily solved. 3. Planning and integration ability. Managers' planning ability focuses not on short-term strategic planning, but on long-term planning. In other words, a good manager must have a vision, have a vision, can't see the present but can't see the future, and let employees know the company's vision in time, so as not to let employees lose their way. Especially in decision-making and planning, we should properly use the integration ability, effectively use the wisdom of subordinates and existing resources, and avoid manpower waste. 4, decision-making and execution ability. In the democratic era, although there are many things suitable for collective decision-making, managers often have to make independent decisions, including allocating work, coordinating manpower and solving employee disputes. This often tests the decision-making ability of managers. 5. Training ability. Managers must be eager to have a strong work team, therefore, cultivating outstanding talents has become an important task for managers. 6. Control ability. There is a saying: "A leader will not set up an enterprise, but he will set up an organization to set up an enterprise." According to this statement, the premise of being a manager is to be able to build a team in order to further establish an enterprise. But no matter how complicated and changeable the role of managers is, winning the trust of employees is the first condition. Second, improve the leadership of the team leadership: 1, build the core team of the enterprise: the enterprise needs a stable and reliable core team to develop, which is what everyone usually calls "building a team". As an enterprise leader, building an excellent core team is the first priority and an important embodiment of leadership. A strong core team can promote the improvement of corporate leadership. 2. Selecting core team members: To build this team well, the first thing that business leaders have to face is the selection of core team members. From the source, there are two ways: internal training and external recruitment. Whether they are brought up by themselves or hired, the core team members should have different levels and specialties, so that members can learn from each other and cooperate with each other to obtain "1+1>; 2 "effect. If everyone has similar expertise, ability and experience in a core team, it means that the whole team has less expertise in many other important places, which leads to the "short board" of management. When selecting team members, besides complementary professional knowledge, ability and experience, we should also consider the development stage of the enterprise. Enterprises are at different stages of development and have different requirements for core team members. In the start-up period, the core members of the team are generally less, ranging from three to four people to more than ten people. At this time, we should choose classmates, friends, alumni or fellow villagers who are familiar with each other, which is conducive to the rapid formation of the centripetal force and cohesion of the team. 3. Establish trust relationship: The correct selection of core team members is only the basis of team building. The most important thing is to establish a trust relationship, and ensure that these core members can work together to form a high-performance team. Creating an atmosphere of mutual trust needs to be considered from both horizontal and vertical aspects. In the horizontal aspect, team members can build mutual trust by strengthening communication, enhancing understanding and supporting each other's correct views. In the vertical aspect, as a leader of an enterprise, in addition to using the above methods to enhance trust with core members, authorization is also an effective way to establish trust relations with subordinates. From the leader's point of view, on the one hand, effective authorization can give core team members the opportunity to exercise and cultivate their leadership skills in practice; On the other hand, it allows you to have more time and energy to focus on important things such as strategic decision-making. These two aspects are directly related to the long-term development of enterprises. For team members, obtaining authorization can really make them feel the trust of leaders, further stimulate inspiration and enthusiasm, and improve the quality of work. Authorization needs to pay attention to some methods, otherwise it may be counterproductive, not only can not enhance trust, but will lead to unnecessary misunderstanding. There should be clear and challenging goals when authorizing. If the goal is unclear or not challenging, it will not only fail to motivate team members and make them feel fully trusted, but also make them feel at a loss and even cause unnecessary misunderstanding. Never repeat authorization, never hesitate or be willful when authorizing, otherwise it will destroy the trust relationship between teams. Unfortunately, this kind of arbitrary authorization often happens in domestic enterprises. 4. Effective use of conflicts: Although the team strives to form a cooperative relationship among members, it does not mean that different opinions are not allowed in the team. In fact, team conflicts may occur at any time, some are explicit and some are implicit; Some are constructive and some are destructive; Some are cognitive, some are emotional; Some may endanger the survival of enterprises, and some may not be worth mentioning. Facing the conflict in the core team of an enterprise, as an enterprise leader, we should face, analyze and solve it correctly, so as to purify the team atmosphere and improve the overall performance of the team. Business leaders should adopt different methods to solve conflicts of different nature. We should try our best to avoid destructive, emotional and life-threatening conflicts. Once we find signs of such conflicts, we should cut the gordian knot and nip in the bud. For constructive and cognitive conflicts, we should give appropriate guidance, use conflicts to explore different opinions and stimulate more creativity. If there is no conflict in your core team, everyone is in harmony, everyone supports the suggestions made by the leader or other members with both hands and does not hear any objections, then as the leader of the team, you should be careful. 5. Flexible use of leadership style: With the continuous development of leadership art and people's in-depth study of leadership practice, many scholars have summarized many leadership styles and styles from different angles. This paper summarizes six kinds of leadership styles prevalent in global enterprises today, namely, directive leadership, authoritative leadership, alliance leadership, democratic leadership, leadership and coaching leadership. As far as leadership style and leadership style are concerned, there is no difference between good and bad. As a leader of an enterprise, if you can understand the advantages and disadvantages of these different leadership styles, it will help to form your own unique leadership style and leadership style, and then affect the potential of employees and the performance of the whole enterprise. 6. Match with the development of the enterprise: An excellent leader should adjust his leadership style and methods at any time according to the different stages of the company's development and the scale of the management object. Different stages and scales of development should adopt different leadership styles. For example, for small enterprises and start-ups with a small number of employees, business leaders can take the lead, set up their own authority and example power by actions, and guide employees to follow suit, that is, adopt a leadership style of "leading by example"; You can also combine the leadership style of "patient persuasion", pay attention to family management, listen to each member's complaints and persuade them. With the continuous development of the company and the gradual expansion of the workforce, the leadership style of "patient persuasion" may no longer be practical. At this time, we should gradually shift to the direction of institutionalization and adopt other more effective leadership methods. Different industries or industries should adopt different leadership styles, otherwise the leadership of enterprises will be greatly reduced, and even lead to the brink of death. For example, high-tech enterprises are faced with a changeable, fast and competitive environment. At this time, it is necessary to stimulate team vitality and encourage innovation. If enterprises adopt "mandatory" leadership, innovation may be inhibited; However, traditional enterprises are faced with a relatively stable, slow-developing and small profit margin market, which requires in-depth, comprehensive and strict management to reduce consumption and cost. At this time, "mandatory" leadership may become an ideal choice. 7. Adapt to the cultural background: Each country or region has its own unique cultural background. For example, western culture is direct, while eastern culture is implicit. Even China and Japan, both of which belong to the oriental culture, have very different ways of thinking and values. Therefore, for business leaders of cross-cultural management, they should adopt different leadership styles for teams or personnel with different cultural backgrounds, otherwise it will affect the exertion of leadership, and even lead to cultural conflicts in serious cases, with disastrous consequences. 8. Establishing corporate culture and strengthening leadership: Culture and leadership are two sides of the same question and cannot be understood separately. On the one hand, in a sense, corporate culture is the culture of corporate leaders, and their recognition and support is the key to the success of corporate culture construction. Therefore, leaders should have a unique ability to create, integrate and manage culture. On the other hand, the formation of corporate culture and corporate values has been widely recognized by members, which makes every member of the enterprise have a sense of mission and will further enhance the leadership of the enterprise. The core of corporate culture is the same values, and different types of enterprises need different values to match it. For example, high-tech enterprises focusing on R&D can take organizational innovation and technological innovation as one of their corporate cultures, because only continuous innovation can bring competitive advantages to enterprises. As for the traditional processing and manufacturing enterprises that mainly focus on assembly line production, they should advocate a corporate culture with rigor, order and discipline as the core, rather than unilaterally encouraging innovation. The success of an enterprise lies not only in having a set of core values, but more importantly, it can always use these values to guide actions and sublimate the leadership of the enterprise. If we just regard the values of the enterprise as a slogan and the leaders put on a show at the conference, but actually do not use the values of the enterprise to guide our actions, it will only give people a false impression and lose prestige in front of employees and customers. Over time, leadership will disappear.