Management knowledge (management is a university question!)
Managing a team is easy to say, but it is actually a lot to implement. When you are promoted to a leader and start managing a team, you must know these “hidden rules” in management.
One, what you get is not power, but service.
Power is to allow you to better serve the team. Management is not about how many people you can manage, but how many people you can achieve. If you make power the cornerstone of your position, it often backfires, either by letting good people go, leaving minions behind, or by waiting to finish the course yourself.
Second, lead by example
From day one, “Lead by example, the way of adulthood” should be a higher standard of self-cultivation. Liu Chuanzhi said that employees don’t listen to what you say, they watch what you do! Leading by example is not an important reason to persuade subordinates, but the only reason. If you fail to do this, employees will obey you to your face and call you bureaucratic behind your back. Your leadership will lose its foundation.
Third, management begins with goals.
You can motivate employees’ personal goals first, and then assign work indicators. When you are managing a team, communicate with the employee what his goals are as soon as possible. The clearer an employee’s goals are, the more they want to achieve them. What you need to do is motivate them and help them achieve their goals. In this way, employees’ work mentality will be much less. Employees can regard their work indicators as part of their growth goals and feel that they are working for themselves.
Fourth, management begins with respect for human nature.
Management must begin with respect for humanity. How to do it? It starts with respecting employees, don’t lock yourself up, keep the team at a respectful distance from someone, and mingle with employees without losing dignity.
Verbs (abbreviations of verb) lead employees to learn and grow.
The incompetence of the employee before mixing with you is his own problem, and the incompetence after mixing with you is your problem. One of the employees works with you every day, and you are responsible for his growth. That is to say, as long as you want to stand up, you will get what you want.
Sixth, there is dignity only when there is distance.
Everyone knows the “hedgehog” law: two hedgehogs get together because of the cold. But each has thorns, making it uncomfortable for each other to sleep. So they moved some distance away, but it was too cold, so they got together again. After several twists and turns, the two hedgehogs finally found a suitable distance, and won each other’s warmth without being stung by each other.
This relationship also applies to the manager and the managed. Middle managers should keep a certain distance from their subordinates. Don’t be together every day. Let’s get to know each other. The most taboo thing for middle-level managers is for their subordinates to tell him about the past. This is a big taboo, and it is also an industry rule. As a manager, if you want to be with your subordinates every day, the two sides will become brothers.Brother, that’s troublesome.
The so-called humanization is not humanization. Keeping a certain distance from subordinates can not only establish and maintain the leadership’s authority, but also avoid causing subordinates’ jealousy and tension, and reduce subordinates’ flattery and bribery. Therefore, if our relationship with our subordinates is too close and exceeds a certain distance, it is a terrible thing.
7. Be consistent with your words and deeds.
As a middle manager, you must know your role, where you are, what you want to keep for yourself, and what you want to keep for yourself. It is difficult for a middle-level manager of Youyou.com to become an excellent manager without knowing his own identity. Now is the time to be strict, to pay attention to strategies and methods. The top leaders of many successful companies are generally amiable, which does not contradict their extraordinary management skills. The more furious you are, the less your subordinates are afraid of you. On the contrary, the more low-key you are, the more intimidated your subordinates will be. Therefore, you should walk the talk. In the company, you represent the department. If the leader is absent or the boss is absent, you are the boss’s body double, and you are the role model, coach, and leader in front of your subordinates.
Eight, all emotions are hidden.
Hiding here does not mean cunning, but gives subordinates a sense of maturity. There is a saying in China: “If you don’t have hair on your mouth, you can’t do anything.” Why? In other words, these people do not have a strong sense of maturity. According to psychological analysis, immature feelings can easily lead to emotionalization. Emotions, emotions, joys and sorrows are all manifestations of emotional intelligence. Good leaders are good EQ coordinators. When he is in a bad mood, when the economic crisis comes, he will adjust his emotions appropriately so that his subordinates will not feel it. What good is it if nothing happens? Your subordinates will feel confident and hopeful. If you are a middle manager, you have no self-confidence, and you are a leader with serious emotions, why are your subordinates willing to follow you?