Regarding the feelings about the change of managers' roles, not only employees are aware of their roles, but managers also need to have them. Therefore, many managers will participate in role awareness training to improve themselves, and after the training, they will sum up their experience. Let me share with you my feelings about the change of managers' roles.

Reflections on the transformation of managers' roles 1 I have participated in similar courses before, such as from major to management and situational leadership. Frankly speaking, there are too many theories, and the learning effect is limited and continuous. However, the course "Cognition of Managers' Role" of Eagle Project has changed the previous teaching methods. On the basis of a small amount of theoretical teaching, it focuses on introducing private board teaching, so that students can break through the bottleneck of self in caring debate and confrontation and understand the essence of management, which has made me gain a lot.

In the morning teaching, the role of managers in all stages of career development (including leadership skills, time management, work philosophy, etc. ) made a comprehensive and clear exposition, focusing on the level of front-line managers. As far as I am concerned, there are two aspects that have the deepest feelings. First of all, deepening the understanding of two different management roles, department director and department manager, is conducive to clarifying their roles and positioning on the one hand, and to thinking and solving work problems from a higher angle on the other; Secondly, at the level of department manager, there are more pain points in knowing people to be good and self-coaching, such as how to effectively identify the strengths and weaknesses of team members, how to put them in the most suitable position or assign the most suitable tasks, how to conduct different management behaviors according to different growth stages of each person, how to lead and coach team members to grow rapidly, and so on.

Afternoon is the highlight of this activity, and I have been looking forward to it for a long time myself. The six simple steps of choosing a topic, asking questions, clarifying, analyzing, making suggestions and learning ideas have made us deeply immersed in it, especially the topics we finally drew, the problems and suggestions we expounded, which made me vividly remember. On the one hand, we stand on the sidelines to deeply perceive and analyze problems and put forward our views and suggestions. On the other hand, we also simulate ourselves in the situation of the interviewee to understand our coping styles and shortcomings. As far as how to improve the enthusiasm of the team is concerned, I think as a front-line manager, we can consider the following aspects. First of all, try to unify the team values, work objectives and requirements. As a manager, we should set an example and practice, and resolutely clean up the team for those members with obvious differences in values and unsuccessful education for many times; Secondly, according to everyone's wishes, abilities, growth stages, etc., flexibly change their own management style, know people well, have clear rewards and punishments, and help team members find their own sense of professional accomplishment; Thirdly, change the learning concept, abandon the cramming and theoretical education methods, strive to create a learning organization and atmosphere, and formulate personalized and sustainable learning and growth plans for team members to help them enhance their competitiveness in the workplace; Finally, do a good job in humanistic care and communication, affirm and encourage the good achievements of team members in time, guide and care for their negative emotions and pressures in time, and make team members feel stable and safe.

Finally, a new question is raised. Through this course, we students have further realized our role and orientation as managers, but knowing is knowing, and doing is doing. If knowing and doing can't be integrated, maybe our cognition will just stay in the process of juggling, so we should constantly put what we have learned into our management practice in order to constantly verify, summarize and optimize, and finally form a management style that really suits us. General manager Geng commented

This paper not only talks about the understanding of the private board meeting, but also deeply analyzes the existing problems and management ideas of the department in combination with the course content. When it comes to "the unity of knowledge and practice", it is the key to when the training can achieve the effect, with unique insights and incisive analysis!

At the private board meeting, the students' thoughts collided, constantly digging up problems from themselves, actively analyzing themselves, recognizing their roles and thinking about how to change their roles. What touched me most in the whole process was how to communicate effectively. Many problems are caused by poor communication.

So how to avoid it? It's what I'm thinking after class: first, insight, looking at the essence through the surface. You need to grasp the core of the real problem from the superficial problems and solve the problem realistically. When communicating, the other party expresses a question, but maybe he doesn't know what the core of the problem is, so we should analyze the problem, guide us to know better information and help us find the core of the problem. For example, if a subordinate is not enthusiastic, as a manager, we will want to know his real information. If you ask him directly, he may not want to talk or find his own reasons. At this time, you need insight. Maybe you can learn about his life outside of work or some of his ideas or some ways and means of dealing with his work through guiding questions to gain insight into his real pain points.

Then, find the core point of the problem and achieve a win-win situation. The purpose of our work is to better serve the company, so we should grasp a general direction, communicate on the premise of the company's interests, and solve the problem sincerely and fairly. We can't have the concept of preemption, only by telling the facts can we resolve contradictions. For example, cross-departmental communication is only for the benefit of individuals and departments, not for the benefit of the company. Have a big picture. When there is a contradiction, put yourself in others' shoes and understand what others are doing, so it is easier to reach a consensus.

Finally, adopt a positive attitude and use the art of language. Positive attitude when communicating, and the use of language is also very important. If you want to express the same meaning, using different languages will produce different communication effects. For example: departmental cooperation, division of labor is ambiguous. As a manager, giving orders may affect the emotions of subordinates and dampen their enthusiasm; If you sincerely communicate your original intention, inspiring language and reasonable suggestions when assigning work, the effect should be better.

In fact, there are many ways and suggestions to solve effective communication. Through this study, I noticed these three points. I also hope that I can change my mind and grow constantly in my future work.

General manager Geng commented

This paper focuses on the three principles of communication, with clear thinking and unique analysis. As one of the most important skills of managers, communication is indispensable for every manager!

How to make yourself a leader, not just a manager? This requires managers to make appropriate changes and adjustments in their roles. This transformation includes three levels:

First of all, from strategist to "visionary"

What is strategy? What is a vision? From the strategic level, it has been seen that quite a few managers put their work on how to build enterprise systems and how to achieve enterprise goals, so they emphasize strategy and tactics. But today, more emphasis is placed on a vision, which is more important than strategy. Because there are many uncertainties in strategy itself, if you try to attract some followers through strategy, you may not achieve your goal. People are not interested in how the leader does things, but if the leader shows his subordinates a vision and a grand blueprint, at this time, people are willing to follow the leader to enjoy the glory. So what conditions should a good prospect have?

1, ideal

Good prospects should meet people's expectations for the future and have good incentives. It can produce a sense of pride, self-esteem, vitality and accomplishment.

2. Testability

A good vision should have an excellent standard that can reflect people's lofty ideals.

Step 3 be consistent

The vision should conform to the history, culture and values of the enterprise.

4. Attraction

An exciting long-term goal can attract widespread attention. In order to facilitate memory, corporate vision can express himself in concise words. For example, Sony's vision is to experience the joy brought by progress and use the technology that is most beneficial to the public; Wal-Mart gives ordinary people a chance to buy the same things as the rich. And Disneyland, which we are familiar with. Their vision is six words: to make people laugh. Our Zhongyu Pavilion is to realize the * * * growth and * * * benefits of enterprises and employees!

Second, from conductor to storyteller.

Why become a storyteller? In fact, the adjustment of this role is related to the first one. Strategic leaders are always assigning tasks and giving orders. Whether buying or selling, increasing or decreasing production, investing and financing, increasing or decreasing personnel, it is basically imperative. A visionary leader is different. In fact, he achieved his goal through encouragement and induction. Therefore, far-sighted leaders will use communication instead of orders.

Strongly advocating a leader to be a storyteller, of course, requires some skills. Leaders who can tell stories often touch people's hearts through stories to boost employees' morale and even let subordinates take a long-term view. On the other hand, if your story is not interesting, it is difficult for you to encourage a group of people to achieve their goals. In fact, the best story is to tell your own problems, including your personal problems, including some problems of your organization, including your own experience, that is, to start with the essential problems. For example, who are you, what is the current situation of the enterprise today, what kind of goals the enterprise will achieve in the future, and so on. These problems can reflect a leader's thinking and values, are real appearances and prospects for the future. But storytellers must pay attention to one thing, that is, their words and deeds are consistent.

Third, from system builders to reformers.

This change is also related to the first two contents. If the leader spreads some well-known ideas and things that everyone is already familiar with, you don't need to do it. So what do leaders do? To do things that others don't know, it requires leaders to change. In this sense, one of the important responsibilities of leaders lies in change and innovation. To play the role of both creation and destruction, the purpose of destruction is to create better. In Zhongyuguan Group, Liu Lei, the chairman, strongly advocated that the operation of the group should be "changed" and conform to the status quo. Leaders and management cadres should keep up with the situation, boldly innovate and change, dare to take risks and dare to toss, so that enterprises can have vitality and a way out!

1, traditional pyramid

Traditional managers have always been committed to maintaining the coordination and consistency of organizational order. By subdividing job responsibilities, the organizational structure is actually like a pyramid. Who is at the top of the pyramid? Of course, it is the general manager-the number one. So who is at the bottom of this pyramid? Is a front-line production, sales and service personnel.

If this pyramid is like this, the leaders are above, and the grass-roots employees really come into contact with customers, the employees will focus on the people at the top of the pyramid and turn their backs on the customers. In this way, all the attention and energy are focused on the top of the pyramid, and all kinds of information will be fed back. After the feedback, wait until the leader's instructions come down, and then implement it. This process is long. What customers need is quick response, but there are a lot of information and many questions that need to be fed back to the top of the pyramid. Who does the enterprise really care about? Is it 100% customer satisfaction or 100% boss satisfaction? In this sense, the traditional pyramid should be reversed.

2. Inverted pyramids

Who is at the top of the inverted pyramid? They are front-line employees who can face customers at any time. Who is at the bottom of the pyramid? As a leader, a leader should play the role of a server. Leaders, that is, service providers, must really look at how employees fight in the front line from the perspective of service, and see what they need, lack of resources for resources, and lack of personnel for personnel.

After the pyramid was turned upside down, people's ideas and ideas changed greatly immediately. In the past, it was boss-centered, but today it is customer-centered; In the past, employees revolved around leaders, but today leaders should follow employees. So completely inverted pyramid is a challenge to today's leadership role.