As a senior leader of an enterprise, how to improve leadership? As mentioned above, the so-called leadership improvement is actually the power to do the right thing. With the development of society and the progress of science and technology, leaders also need to improve their management ability and comprehensive quality by charging, so as to better lead the company to a scientific and standardized process. The leadership improvement of senior leaders should be paid more attention. So, what is the right thing for top managers? How do you exert your influence by doing the right thing? The following four principles can be used as a reference.
First of all, set an example.
The so-called lead by example means that senior managers should set an example for employees in terms of corporate values, company system regulations and process operations, and set an example for employees to adhere to principles and do things according to principles. Usually, top management is an advocate of values, systems and processes. They are most concerned about the improvement of these mechanisms and the progress of these work. Therefore, often, orders are issued from here, wisdom is gathered from here, and results are reflected from here. When the company is busy, it forms clear corporate values, perfect institutional arrangements and efficient process operation mechanism. The result is formed, but the effect is not necessarily as expected. Why? What's the matter? There is something wrong with the way things are done at the top. Obviously, some people don't follow the rules and seek coordination from the top. At this time, the top management often starts from the matter itself, directly solves the problem, uses the unique power given to them by the enterprise, and directly proposes solutions according to their own ideas. As a system management department, I dare not mention the system again when I see the leader speaking and making a decision. Another reason why subordinates are afraid to mention it again is that these people think that the decision made by the leader is correct, and that listening to the leader is right, and it is okay if it is wrong. If there is a leader, the responsibility shall be borne by the leader. What's wrong with that? It is the example of leadership that has not been set well. Leaders are used to doing things according to their own wishes rather than principles, which leads to upward behavior and downward effect. Subordinates are unwilling to take the initiative to remind leaders, lacking risk awareness, leading to management confusion, non-implementation of systems, non-compliance with processes, reducing work efficiency and tense working atmosphere.
So, what impact will this way of senior leadership have on employees? Employees will feel that the leader says one thing and does another, saying that he should act according to the rules and standardize the modern enterprise system, but he is the first to break the system. This will give employees an impression that leaders will not take it seriously without being serious in the future. If you are serious, you can only consult your own troubles. This is to weaken the influence of top management in the minds of employees, which will lead to two skins: leaders say leadership, employees work and employees. Therefore, to enhance the leadership of senior leaders, we must first set an example. Clear principles and adherence to leadership will gradually enhance the influence of senior leaders, who should set an example.
Second, the exploration process
There is a famous saying in management that managers should do what they should do, not what they are interested in. What is interesting is what you did when you promoted yourself to the highest level, that is, what you did outside your essential duties. For example, you used to be a business manager, but because of the good business development, you were promoted to vice president of marketing. But because your role has not changed in place, you still like to focus on specific business, and you ignore the formulation of marketing planning, the adjustment of marketing policies and the prediction of the market. It's called fun, but you don't do what you have to do. So, for the top, what is to do what should be done? Set the direction, set the goal. The top leader leads the team, and where the team goes depends on the top leader to grasp the direction. So the second aspect is to explore the curriculum and define the goals.
Senior leaders spend most of their time exploring the direction, defining the strategic positioning and describing the vision, rather than doing something specifically to solve a specific problem. The promotion of senior leaders comes from the sensitive cognition and grasp of strategic direction, the analysis and judgment of future development trend, and the effective communication of these cognition, analysis and judgment to managers, so that they can recognize these and agree with them. This is the power of the exploration course. When senior leaders lead the team to define the strategic direction and convey these contents to managers through effective ways and means, the promotion of senior leaders will be used in the cutting edge, which will have an impact on managers and attract a large number of followers and admirers. When such leaders stand in front of employees, they bring direction and strength, employees are welcome, and enterprises will become more mature.
Third, integrate the system.
In the case of clear strategic direction, senior leaders should also plan a management system to support strategic development, such as how to effectively express strategic positioning, so that everyone can clearly understand strategic objectives and their relationship with strategy. This will use strategic maps and balanced scorecards to make strategy an executable language. The strategic objectives are decomposed in place, whether the comprehensive budget is perfect, whether the process management is complete, and whether the human resource management system and the incentive system are matched? Wait a minute. These supporting management systems need the top management to integrate the layout through influence, which is also the third thing that the top management should do to enhance its influence.
Fourth, full authorization.
Clear strategic direction and integrated management system. What should leaders do? Is authorization. How to authorize efficiently and how to ensure that there is no disorder after authorization is also one of the topics that senior leaders should seriously study. What kind of power should be granted and what kind of power should not be granted? How to monitor the process after authorization and ensure that managers perform their duties according to authorization are all things that senior leaders need to practice.
Leadership improvement is good for both enterprises and individuals. It is a sublimation of people to hone their leadership in the process of improvement and make your management, patience and problem-solving ability quick and effective.
How to improve execution
First, the phenomenon of poor team execution.
In practical work, the phenomenon of poor team execution mainly includes:
1. unclear division of labor
Some enterprises have no clear strategic planning and implementable strategies, and some enterprise policies often change. Coupled with poor information communication, employees are at a loss and have to rely on inertia and their own understanding. This makes the work of employees out of touch with the enterprise, and the important work of the enterprise cannot be carried out.
If the division of labor between departments is not clear, which department should do what is not clear, and it is not written down in black and white, it is often that one's own department resolutely refuses to do what should not be done, while one's own department has to wait and see, which greatly reduces the execution of the team and may cause huge losses to the enterprise.
2. Unclear responsibilities
Within the team, what everyone should do in each position is not clearly defined, and it is written down in black and white. Everyone only knows roughly what I want to do, but they are all things that can or can't be done, so the whole team has no execution. Therefore, managers should make employees clear: what should I do? Only in this way can employees do their jobs well.
3. The assessment is not strict
There is a famous saying: employees will not do what you want to do, but will only do what you want to check. In this way, there are often two situations. First, there is no assessment. As long as the work is finished, no one cares whether it is good or bad. Or some things are not clearly defined by which departments to do, and the responsibilities are not clear, so it is impossible to assess. Second, the method of assessment and inspection is wrong. The principle of supervision and inspection is chaotic and contradictory, and it is irrelevant, unscientific and arbitrary in terms of assessment index content, project setting and weight setting, which often reflects the will and personal likes and dislikes of the Chief Executive and changes at will, making it difficult to ensure the continuity and consistency of policies. In this way, there will often be a "management vacuum" or overlapping management in enterprises, which will lead to the situation that no one is responsible for things.
4. Unfair treatment
The so-called unfair treatment means that the salary design of enterprises is unscientific, too unbalanced, doing more and doing less, doing well and doing poorly. Some people think that the average is fair, and if managers try to do so, the result will be a mess. No matter what you do, the return is the same, so everyone lacks enthusiasm, which will lead to corporate losses. Because the so-called fairness of "equalitarianism" is the biggest unfairness to employees who work actively.
Equalization makes people angry. Because everyone is dissatisfied, we should reward the best employees, and show the team's emphasis on performance through the assessment of ability and performance.
Second, ways to improve team execution
An enterprise wants to develop, not by individual heroism, but by team. While harvesting the fruits of victory with strategy, the team is also building invincible competitiveness with execution. Therefore, only when the implementation is in place can we cope with the changing environment and win the initiative for the team.
Welch, the former president of GM, believes that the so-called team execution is the strict implementation of the enterprise reward and punishment system. Liu Chuanzhi, an entrepreneur in China, believes that team execution means "doing the right thing with the right people". Methods to improve team execution are:
1. Build a reasonable team.
Team is the backbone of an enterprise. To achieve an enterprise, we must first build a team.
There are different types of people in the team, energetic, pioneering, conservative, extroverted and introverted. And everyone has their own unique and even irreplaceable advantages and strengths. Of course, everyone has weaknesses and shortcomings. If everyone's strengths are reasonably matched according to the actual work and their advantages are complementary, the best overall combination effect can be exerted. Only by finding the most suitable talents can we give full play to the strength of the team.
2. Make it clear that * * * has the same goal.
"If the skin doesn't exist, the hair will attach." Teams and employees are interdependent. The team provides a platform for employees to display their talents and create the future. Employees are the foundation of the team and the first productivity of team development. They are interdependent and indispensable.
The core of executive culture is to shape the same values of team members. The same values as * * * have become the key to the survival of enterprises. With the same values, team members will unite and cooperate, help each other and support each other for the same goal.
Everyone is United, and its profit is broken. When everyone has the same goal, everyone will work for the same goal. Everyone keeps pace, the team's execution will be improved, and the enterprise will continue to grow.
3. Improve leadership skills
A team's "leadership" determines the team's execution. On the contrary, execution is the follow-up of leadership, which supports the development of leadership.
Combining with practical work, we can cultivate managers' leadership from the following aspects: As managers, we should have high "four quotients" and "five abilities". The "four quotients" are moral quotient, IQ, EQ and health quotient. Moral quotient (MQ): refers to the moral level of leaders. Including respect, tolerance, honesty, integrity, responsibility, loyalty, courtesy and other virtues. Intelligence quotient (IQ): Leadership itself is a work that relies on wisdom, which requires careful thinking and wisdom. Emotional quotient (EQ): the ability of leaders to deal with emotions and interpersonal relationships. Health quotient (HQ): the health level and health awareness of leaders. The "five abilities" are the ability of scientific judgment, the ability of doing things according to the rules, the ability of team control, the ability of emergency management and the ability of taking care of the overall situation.
4. Establish business processes
Enterprise managers are not the basis for the long-term development of enterprises, and perfect institutional processes are the "amulets" for the long-term development of enterprises.
Perfect institutional processes make work easier. The system process of an enterprise is a valuable wealth accumulated in the process of continuous development and a summary of the experience of countless people. Clarifying the company's system flow and doing things according to the flow can make employees take fewer detours and achieve the highest execution by the fastest and most direct method. When all departments act according to their own responsibilities and processes, the overall execution of the team will be enhanced, followed by the enhancement of the competitiveness of enterprises, and enterprises will develop better and better.
5. Strict performance appraisal.
The strategic objectives of enterprises and the effectiveness of various management systems should be achieved through performance appraisal, rather than simply restraining employees' behavior morally.
It is necessary to motivate people through assessment and grasping things, constantly correct employees' behaviors and thoughts, constantly weaken employees' inertia without supervision, truly implement the team's intentions, and put key work in place. Only by establishing a supervision mechanism, tracking, checking, urging and feedback, and forming a standardized management system, can we ensure a strong "implementation". When implementing performance appraisal, we should master the following principles:
Principle of openness: let the examinee know the procedure, method and time of assessment, and improve the transparency of assessment.
Principle of objectivity: evaluate and investigate on the basis of facts, and avoid the influence of subjective assumptions and personal emotional factors.
Open communication principle: through the communication between the evaluator and the appraisee, solve the problems and shortcomings in the appraisee's work.
Routine principle: incorporate assessment into daily management and become routine management.
Developmental principle: the purpose of assessment is to promote the development and growth of personnel and teams, not to punish them.
Principle of timely feedback: it is convenient for the assessed to improve their performance, and the evaluator can adjust the evaluation method in time.
Performance appraisal is conducive to improving the performance ability of organizations and employees, achieving team goals and improving the overall management level of enterprises. Through comprehensive performance management, we can know the problems existing in the implementation of development strategy in time, and track the action plan and performance results through revising the strategy, thus ensuring the realization of development strategy.
6. Improve the incentive mechanism
The so-called incentive is to stimulate and encourage. Specifically, it is to stimulate the enthusiasm of employees, tap their physical and mental potential, and encourage their enthusiasm for work. Employees need incentives, and people's enthusiasm for work comes from incentives.
Encourage employees to change from equal results to equal opportunities and strive to create a level playing field. Incentives should be fair and accurate, and rewards and punishments should be clear. Incentive should have a sound and perfect performance appraisal system, so that the appraisal scale is appropriate, fair and reasonable.
All problems in management can be summed up as "motivation" and "distribution". It is necessary to introduce a competition mechanism into the scheme to motivate employees, and advocate orderly and equal competition among employees and departments within the enterprise to survive the fittest. Such as bonus, salary adjustment, job rotation, selection of outstanding talents, training of reserve talents, etc. Can be used as an incentive. At the same time, a certain proportion of elimination system must be implemented.
7. Be brave in pioneering and innovating
Innovation should always accompany the development of the team. As long as the team is not eliminated, abolished, disappeared or annexed, change should always exist.
In the process of innovation, teams often encounter obstacles. Recognizing resistance, that is, understanding the conservative forces in change, is the basic premise of a team innovation. The resistance of innovation mainly includes: the resistance of interest conflict and the psychological resistance of uncertainty.
Innovation includes new technology application, target adjustment, system innovation, process innovation and incentive mechanism innovation. If you can't accept innovative thinking, it will hinder the gravity of the team. In such a competitive society, others will sharpen their heads and push forward. Failure to make progress means retrogression, which means that your team will be eliminated in the end. Innovation can improve the team's execution, keep moving forward and inject motivation.
In the team, there are often reasons such as unclear division of labor, unclear responsibilities, lax assessment and unfair treatment. , resulting in low team execution, many policies and strategies can not be implemented, unable to develop and expand the team. For team members, there is no you or me, only us. We need to set up a reasonable team, define a consistent goal, improve leadership, establish business processes, strictly assess performance, improve the incentive mechanism, be brave in pioneering and innovating, and lead all members of the team to work towards a goal, so as to improve team execution, realize the strategic goals of enterprises and win in a highly competitive environment.