Five abilities that managers should possess:
1, the ability to motivate
Excellent managers should not only be good at motivating employees, but also be good at self-motivation. In order to let employees give full play to their talents and work hard, it is necessary to turn what employees want me to do into what I want to do. The best way to achieve this change is to motivate employees. If we arrange work for employees in an incentive way instead of an order way, we can make employees realize their importance and sense of accomplishment. Encouragement will not weaken your management. On the contrary, you will arrange your work more easily and make them more willing to obey your management. As a manager, especially a senior manager, there are many complicated affairs and many thorny things to be solved every day. In addition, we must think about the company's development and future. Even so, managers must always keep a good mood to face employees and customers. The pressure on managers can be imagined. Self-motivation is an important means to relieve this pressure. Through self-motivation, we can turn pressure into motivation and enhance our confidence in success.
2, the ability to control emotions
A mature leader should have strong emotional control ability. When a leader is in a bad mood, few subordinates dare to report his work, because it is natural to worry that his bad mood will affect his evaluation of his work and himself. The mood of a senior manager can even affect the atmosphere of the whole company. If he often loses his temper because of something, it may affect the overall efficiency of the company. In this sense, when you become a manager, your emotions are not just your own private affairs, it will affect your subordinates and employees in other departments; And the higher the position, the greater the influence. When managers criticize an employee, they should also control their emotions and try to avoid making employees feel that you are not satisfied with him. In order to avoid losing control when criticizing employees, it is best to talk to them when you are calm. In addition, some excellent managers are good at criticizing with anger. This kind of criticism may be few words, but the effect is very obvious, especially suitable for employees who refuse to change their teaching. This kind of anger is different from losing control of emotions. It's intentional. The mood is under control. Although it is so important to control emotions, there are not many managers who can really control emotions well, especially those who are anxious about sex and pursue perfection, and it is difficult to control emotions. There is a simple method that may play a role in controlling emotions. When you are very angry, you can do this: recite the numbers, from 1 to 20, and then go outdoors for 5 minutes.
3. Humor ability
Humor can make people feel kind. A humorous manager can make his subordinates feel happy at work. The purpose of manager management is to enable his subordinates to finish their work accurately and efficiently. A relaxed working atmosphere helps to achieve this effect, and humor can make the working atmosphere relaxed. In some embarrassing situations, proper humor can also make the atmosphere relaxed at once. Humor can be used to criticize subordinates without embarrassing them. Of course, humor often doesn't work for those who are not so smart or stubborn. Humor is not innate, but can be cultivated. No matter how dull a person is, he can gradually become humorous as long as he works hard. Former US President Ronald Reagan was not a humorous person before. When he was running for president, others gave him advice. So he used the most stupid way to make himself humorous: prepare a humorous story every day. Humor is not satire. Satirizing others will make people feel disgusted and even lead to confrontation. Ironic humor will make others feel that you are taking advantage of others' weaknesses or shortcomings, which has a very bad influence.
4. Ability to speak
Excellent leaders have good speech skills, especially those famous politicians, who are excellent speakers. The function of a speech is to make others understand their views and encourage others to agree with them. From this perspective, any manager should learn to express himself through speeches. The target of the manager's speech is not necessarily many people, but may only be his own individual subordinates; The location of the speech is not necessarily in the meeting place, but probably when communicating with subordinates. The significance of a speech is not limited to the speech itself. Speech can improve oral expression ability, self-confidence and reflective ability. These qualities will make you handy when dealing with foreign countries and managing subordinates. A person's speech ability is mainly proportional to his speech times, and has nothing to do with other factors. In other words, even a person with poor eloquence will become a master of speech as long as he insists on speaking. The only feasible way to cultivate your speaking ability is to give a speech. If you are timid, you can give a speech in several places. In fact, the most difficult speech is the first time. As long as the psychological barrier is overcome, it is not difficult to make a speech.
5, the ability to listen
Many managers have this experience. An employee felt wronged by unfair treatment, and he came to you for advice. You just need to listen to him carefully, and when he has finished, his mood will be much calmer, and you don't even need to make any decision to solve this matter. This is just one of the benefits of listening. Being good at listening has two other advantages: 1, which makes others think you are modest; 2. You will know more things. Everyone thinks his voice is the most important and beautiful, and everyone can't wait to express their wishes. In this case, a friendly listener naturally becomes the most popular person. If a manager can be a listener of subordinates, he can meet the needs of every subordinate. If you don't have this ability, you should cultivate it at once. The training method is simple. You just need to remember one thing: never talk until others stop talking.
Ten qualities that an excellent manager should possess:
(1) Be calm, but don't be indecisive.
Excellent managers have the characteristics of calmness. They are good at considering many aspects of things or stakeholders involved in problems, and are not easy to act impulsively.
Good managers are calm, but they are not indecisive. They often make decisive decisions or clarify their views after careful consideration.
Managers with this trait can often handle things or problems properly and help to form good interpersonal relationships.
(2) Do things seriously, but do not seek "perfection" in everything.
Good managers know that business and scientific research are different. Scientific research focuses on the pursuit of rigor and Excellence; Business focuses on the pursuit of efficiency and input-output ratio.
Excellent managers are very careful in everything, but they are also very clear about what needs to be "perfect" (perfect) and what is "almost enough" (reaching basic standards).
Managers with this trait can often "do things right" and create value more easily than ordinary people.
(3) Pay attention to details, but don't stick to details.
Excellent managers are good at paying attention to the details of things and observing people and things around them. They are good at grasping the crux of the problem and "killing" the problem in the bud.
Although excellent managers are good at paying attention to details, they will not be too rigid in details, nor will they care about other people's small mistakes or mistakes.
Managers with this feature can often greatly reduce the occurrence of "problems" and their daily management work will be orderly.
(4) Arrange work through consultation, and rarely give orders.
Managers are not "supervisors" who give orders. A manager who can make his subordinates "follow" actively depends on his or her personal charm and leadership, not his or her "rights".
Excellent managers rarely give orders to their subordinates, and they often arrange and arrange their work by consulting with their subordinates.
Managers with this trait can often make subordinates really "willingly" complete the assigned tasks, and such managers can often create a harmonious and United team atmosphere.
(5) Care for subordinates and know how to cherish and care for talents.
Excellent managers are good at respecting and caring for their subordinates. They often regard their colleagues as "brothers" and know how to cherish and care for their "comrades-in-arms" who get along with each other day and night.
Managers with such characteristics often make their subordinates feel "at home", which makes everyone pay more actively, proactively and without regrets.
(6) Be tolerant and patient with others.
Excellent managers are open-minded, tolerant and patient. They are good at caring about the difficulties and interests of others, and are good at "digging thorns and planting roses".
Managers with this characteristic often form good interpersonal relationships and often get the most sincere support and help from others when needed.
(7) Be strict with yourself and convince others with actions.
Good managers will not let themselves be independent of various rules and regulations. They often lead by example and influence and drive people around them with their own practical actions.
Managers with this feature are often "upright and do things without orders."
(8) Seemingly upright.
Excellent managers are honest and trustworthy. They often treat people equally and do things fairly. No black-box operation; I won't "smear candied fruit" to my face and "stab a knife" behind my back.
Managers with this trait often make people feel "safe" and gain the full trust of others.
(9) Modest and prudent, good at learning
Excellent managers will not take their existing knowledge and skills as management capital. They are often modest and prudent, and are willing to learn from their superiors, colleagues and subordinates.
Managers with this feature are often very capable and can constantly improve their abilities.
(10) is not satisfied with the present situation, but it is not divorced from reality.
Excellent managers are not satisfied with their current performance, they all have higher goals and pursuits. They are not satisfied with the status quo, but they will never be divorced from reality. They always strive for higher and further goals step by step. They know very well what their future will be like and what their imagined future will be like.
Further reading: manager training course
First of all, the manager is the human resources manager.
For grass-roots managers, it is reasonable for me to undertake some or even key business work. But managers must pay attention to, understand and solve people's problems. There are vacancies in the department. What kind of high-quality employees should we recruit? Does the quality of existing employees meet the needs of work? How to train and improve employees who meet the needs but are not competent enough? How to evaluate the performance, ability and attitude of employees? How to communicate effectively with employees? How to help, guide and motivate employees? An excellent business manager is directly involved in recruitment, training and assessment, and is also an excellent human resource manager.
Second, managers should optimize their management style.
Each manager's management style is different, and some tend to be centralized and autocratic, requiring subordinates to obey and absolutely obey; Some are willing to listen to the opinions of subordinates and employees to participate in management; Some establish authority through occupation or knowledge and exert influence on employees; Some are more active in communicating with employees and coaching their psychological or professional knowledge and skills. For the IT industry, the management style of excellent managers is usually shown as affinity, democracy, guidance and authority, rather than command and coercion. The management style of managers directly affects the atmosphere of a department or team. Different managers will form completely different organizational atmosphere, either dull, chaotic, loose, or active, clear and cohesive. Or low morale, negative, or high morale, positive. And ultimately determines the organization's performance and the realization of goals. Therefore, managers should constantly cultivate themselves and optimize their management style to help establish and create a good organizational atmosphere.
Third, managers should be good at screening, coaching and using employees.
Every company and every post has different quality types and standards for employees. Managers should first understand the quality types and standards of companies and positions as the basis for evaluating and screening employees. For example, in basic business positions, besides basic professional knowledge, skills and experience, it is more important to require employees to have customer awareness, initiative, analytical thinking, flexibility and information gathering ability. Whether the work can be done well depends largely on whether the quality types and characteristics of employees are consistent with the job requirements. For employees who are not "suitable", I am afraid it will not help to invest more energy in training and counseling. Managers should not repeat the story of "tortoise and rabbit race", but should identify squirrels and kangaroos, let squirrels climb trees and kangaroos jump, so as to give full play to their strengths and be happy. For employees who are not suitable for the current position, managers should arrange for their use separately on the premise of full communication. For those employees who are suitable but still incompetent, provide targeted counseling, put forward specific improvement suggestions and implement improvement plans.
How can we manage the enterprise well?
Let's take a look at what management is.
Management is a process of decision-making, planning, organization, execution and control.
The purpose of management is efficiency. The core of management is people.
The function of management is to aggregate the resources of the enterprise, get the best return with the best investment and realize the enterprise goals.
Contents of enterprise management:
1. Planning management effectively organizes the economic activities of enterprises around the requirements of the overall goal by means of forecasting, planning, budgeting and decision-making. Plan management embodies management by objectives.
2. Production management is to manage the establishment and operation of production system through production organization, production planning and production control.
3. Material management: organize the procurement, supply, storage, economical use and comprehensive utilization of various production materials needed by enterprises in a planned way.
4 quality management supervision, inspection and inspection of the production achievements of enterprises.
5. Cost management focuses on cost prediction, cost planning, cost control, cost accounting, cost analysis and cost assessment. Around the occurrence of various expenses of enterprises and the formation of product costs.
6. Financial management manages the formation, distribution and use of financial activities of enterprises, including fixed funds, circulating funds, special funds and profits.
7. Labor and personnel management is the comprehensive planning, organization, systematic control and flexible adjustment of labor and personnel in all aspects of enterprise economic activities.
8. Marketing management. It is the management of pricing, promotion and distribution of products by enterprises.
9. Team management. In an organization, according to the nature and ability of members, various departments are formed to participate in organizational decision-making and problem solving, so as to improve organizational productivity and achieve organizational goals.
10, corporate culture management. It refers to the combing, conciseness, deep planting and promotion of corporate culture. Under the guidance of corporate culture, match the company's management lines and management modules such as strategy, human resources, production, operation and marketing.
Competencies that a manager should possess:
1, 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.