First, initiative
Initiative means that managers spend more energy in their work, are good at discovering and creating new opportunities, foresee the possibility of things happening in advance, and take planned actions to improve work performance, avoid problems or create new opportunities.
If we can't move forward actively and dare to be the first, our collective achievements will be limited. If middle managers can't play a positive role in promoting the overall performance of enterprises, they are digging their own graves for their careers. One of the criteria to measure the effectiveness of middle managers is to look at the number of actions initiated by individuals. In this respect, middle managers are quite similar to surfers. Surfers can only rush to the shore wonderfully if they walk in front of the waves. And if you slow down half a beat every time, you can only rise and fall in the sea, waiting for the next wave to come. Walking in the forefront of the times requires real efforts and enthusiasm.
Wu Bing is the new customer service manager of a large household appliance company. Although their products are household necessities, their sales volume is tepid and the growth is gentle. Apart from promotion, price reduction and discount, the company has little to do with how to stimulate sales.
Wu Bing is not satisfied with the status quo. He carefully investigated the internal problems of the enterprise and constantly investigated and analyzed the current situation of competitors. He believes that if the gap between the service quality of employees and the sales performance of specialty stores is improved, it is possible to increase sales by finding ways to combine the advantages of both sides.
He called first-class customer service representatives for product and logistics training, and then set up a telemarketing center to serve their specialty stores. Top specialty stores exceeded their sales targets by 26%, and sold 6,543,800+million dollars more products every year than ordinary specialty stores that did not join the phone plan of specialty stores.
Second, execution.
Xu Feng, former human resources manager of Procter & Gamble (China) Co., Ltd., believes that execution is the most prone to problems, and it is also the ability that middle managers must have. When evaluating decisions, senior managers often measure whether their decisions can be well implemented by grassroots middle managers.
Judging from the abnormal situation of the book Execution, many enterprises are facing the problem of insufficient execution. Good products need good planning, good planning needs good execution, good execution needs good teams, and good teams need good middle managers. The strength of execution is an important basis to measure the strength of a team's combat effectiveness, and it is also an important factor for middle managers to win. Individual execution is the foundation of team execution, and the key to the foundation is the execution of middle managers. As local decision makers and leaders, middle managers are very important. As the headquarters and your superiors, their decisions and marketing promotion plans have come down, and they all hope to get 100% implementation. If you and your team often give discounts during the implementation process, what will they think? Will it be promoted and reused? I'm afraid I doubt your ability more. I'll replace you.
Mr. Wu, the middle manager of a film and television culture advertising company in Shanghai, once encountered such a thing in his work: for a while, the company's large-scale projects were concentrated and a few producers were very busy, so he started to play the role of producer's backup. However, because the backup staff are inexperienced, many links have gone wrong, and because of their young age, they failed to pay attention to the importance of communication with the director.
In this case, Wu Jingli began to carry out similar information management work, sort out the workflow, responsibilities and necessary coordination with relevant personnel of large-scale project production, and solidify it into a form; At the same time, arrange the "old" producers to pass on, help and guide the newcomers, so that they can understand the essence of the production work as soon as possible. Finally, the project was successfully completed.
In this process, Wu Jingli played a role in defining responsibilities and rights and determining what everyone should do. In fact, the executive power of leaders lies in making employees do better.
Third, pay attention to details.
Everything from quantitative change to qualitative change is not a short-term process. If middle managers don't insist on "lifting weights as easily as possible" and do every detail well, they will not reach the realm of "lifting weights as easily as possible".
There is a middle-level supervisor of a famous publishing house who wants the publishing house to occupy a dominant position in a specific field of the publishing industry. With the consent of his superiors, he decided to buy a relatively small publishing house at a considerable price. The director was eager to launch this purchase activity to ensure the publisher's important position in the market, so he put pressure on his employees to fight before they were carefully prepared. He said, "We can clear those details later."
However, the quick action of his men ignored a detail that could not be ignored. Thousands of customers have ordered the products of this publishing house, which is very good; It is also a good thing that the bill is introduced in time. But only 20% of customers paid for the goods. For some reason, someone forgot to check the recovery rate of the goods. This matter was not deliberately concealed, but was submerged in a lot of other trivial financial details. In this way, not only can the whole strategy not produce the expected effect, but the losses caused by it have hindered other investments of the publishing house in a few years.
If the manager thinks that the overall situation is important, then this idea will tempt him to believe that all the details are not worthy of attention. But at the same time, there will be a lot of "small things" that will bring a series of troubles, which will lead to his great opportunity being destroyed until it goes up in smoke.
Fourth, influence.
If traditional leadership mainly depends on power, then modern leadership depends more on its internal influence. A successful leader does not mean how tall he is, but a person who can attract other members to his surroundings, gain the trust of others, guide and influence others to achieve organizational goals by virtue of his prestige and intelligence. And make the organization group achieve good performance. The influence of leaders has increasingly become an important symbol to measure successful leadership.
An influential middle-level leader can command freely and skillfully in leadership positions and lead the team to achieve good results; On the contrary, a leader with weak influence, a leader who relies too much on orders and power, cannot establish real prestige in the detachment and achieve satisfactory leadership efficiency.
Zhang Ruimin was once elected as the only "most influential business leader" in Chinese mainland, and his influence lies in making employees form a constantly changing consciousness. The employees of Haier Group have a feeling that they have just finished running 100 meters and will continue to run without rest, and they will never have the comfortable feeling of "working at sunrise and resting at sunset". enterprise management
Five, cultivate the ability of others
Welch, president of American GE Company, believes that business leaders must be "busy" with some meaningful work. Welch said, "I was told that he works more than 90 hours a week. I said to him,' You are completely wrong! Please write down 20 jobs that keep you busy for 90 hours a week and check them carefully. You will find that at least 10 jobs are meaningless or can be done by you. Frankly speaking, I am particularly disgusted with formalism. Some business leaders praise' diligence' but ignore' efficiency' and pursue' quantity' without asking' income'. Diligence is a necessary condition for success, but it has positive significance only when you do the right thing and do it yourself. We might as well ask ourselves before' diligence': Is it necessary to do this? Do I have to do it? "Welch believes that business leaders should spare some time and energy to find the right managers and stimulate their work motivation. He emphasized that people with ideas are heroes. His main job is to discover some "great ideas" and then "perfect them" and "expand to every corner of the enterprise at the speed of light". He firmly believes that his job is to hold a pitcher in one hand and fertilizer in the other to make everything flourish.