What is management?
Bennis said that management is doing things right. Heifetz said that management is to solve technical problems.
I said that management is the correct way to solve specific things at the micro level.
An excellent manager should have four specific skills: doing things well, being able to communicate, bringing people out and taking responsibility.
If the manager is given a score of 100, success =60, success+communication =80, success+communication+bringing out people = 100, success+communication+bringing out people+taking responsibility > 100.
First, success = execution+performance.
As a manager, the core value of existence is: execution!
Execution is the vitality of managers, never, never forget it.
Managers' mental execution method: discuss less why, more how to do it, less what I think and more what I have done.
The poor execution of the team is actually the execution of the manager.
Managers with weak execution are unqualified.
Second, can communicate = the right object+the right information.
What the top management cares about is the result, as well as the benefits and influence that the result brings to the whole. Grassroots care about interests, care about whether it is good for their own growth and whether it can bring more income.
In front of employees, talk more about specific interests. In front of senior management, report more results.
Third, bring out people = efficient team+talent training rate
Managers should spend their time determining the team system and optimizing the workflow. A good team must be an efficient team.
Managers must focus on cultivating the team and make progress and growth with the team.
Managers who cannot train talents are unsuccessful managers.
Before you become a manager, the standard of success is how to make yourself grow. After you become a manager, the standard of success is how to make others grow. This sentence is a classic quotation of Jack Welch.
Fourth, dare to take responsibility = initiative+solve specific problems in time.
To put it simply, I can't decide this matter. The subtext is: it's none of my business. This is a big obstacle to the promotion of managers.
Facing a specific problem, say in front of superiors: let me do it, in front of subordinates, follow me.
When managers are advanced enough to take on this level, they are not far from becoming leaders.