Good managers, especially capable leaders, can not only lead troops, but also achieve things, what indispensable abilities or traits do they need to have?
This can think of a lot of abilities or traits, but those who are really powerful and particularly capable often have these 4 traits, which are exactly what many people lack.
1. Lead people, achievement-oriented - self-driven
What is Achievement Orientation?
Achievement-oriented is not the same as result-oriented, result-oriented is the task that drives you to complete, get things done, and get the result.
Achievement-oriented means that you have personal ideals and ambitions, and are willing to take the initiative to contribute to the goal and be self-driven, so as to achieve a sense of accomplishment in getting things done.
For example, Steve Jobs, the founder of Apple, was a manager with a strong achievement orientation.
In the early days of Jobs' business, he had a very clear goal, hoping to create a great product that could change the world through his own efforts.
In order to achieve this goal, he led the team with enthusiasm to achieve it, and kept improving every detail.
He focuses on product design, quality, user experience ......He firmly believes that only by constantly pursuing innovation and breakthroughs can we stand out in the highly competitive market.
It is this strict control of details and the ultimate pursuit of goals that make Apple a leader in the industry.
Again, hisAchievement-oriented is not only reflected in the ultimate pursuit of products, but also in the motivation and leadership of employees.
He not only pays attention to the growth and development of employees, but also cares about the realization of their personal value, and stimulates the enthusiasm and creativity of employees by providing a good working environment and incentive mechanism to encourage subordinates to continuously improve themselves.
Under Steve Jobs' leadership, Apple eventually became brilliant, and its employees were willing to work for it.
Because they firmly believe that only under the leadership of Jobs can they create better products and realize their self-worth.
And those who are achievement-oriented managers usually have the following 3 characteristics:
(1) A strong sense of mission
As the saying goes, "the top level must have a sense of mission, the middle level must have a sense of responsibility, and the grassroots level must have a sense of hunger." ”
What kind of company do you want to become, what kind of team do you want to bring, and what value support can you provide to customers?
These are all things that managers need to think about, and the premise of doing these well is that they must have a strong sense of mission.
(2) Strong self-drive
Really strong people are self-motivated, they also have the consciousness that they don't need to be reminded of their work, they will constantly think, and they know exactly what to do next.
The famous entrepreneur Kazuo Inamori once said:"A person's attitude towards work determines the direction of his life. ”
This sentence impressed me very much, only a strong internal drive can make us stand out.
Therefore, for managers, self-motivation is mission-driven, the key to a team's continuous excellence, and the power source for an enterprise's development.
(3) Amazing challenge
A good manager is not satisfied with the status quo, but always strives for himself and his team to perform better, and has a strong thirst for success.
In his eyes, there is no concept of "good enough", only "better", constantly challenging higher goals, constantly demanding the team, and appreciating and motivating the team to continue to move forward.
2. Success, mechanism-oriented - see through the essence
A good manager mostly has a "mechanism" to do things.
What does it mean to have a "mechanism"?
In order to achieve their goals, they are able to focus on steps and processes, rearranging and combining things.
From point to surface, from part to whole, the system comprehensively sees the internal connections, so as to better process and complete more efficiently.
For example, when the team's business continues to be sluggish or can't do it at all, you will first complain about the people's incompetence, and then put pressure on HR to re-recruit
Or first calm down and think deeply, why can't you do it?Is it a personnel issue, or is it a difficult goal setting to achieve, or is there a deviation in the strategic direction?
I often say that "repairing people" is not as good as "building roads", and if people often fall somewhere, the point is not to remind people, but to fix the road so that they don't fall.
Management is even more so, instead of training people, it is better to build mechanisms.
Of course, there are "mechanisms" for wanting to do things, and there are 3 key points here:
(1) The goal is unique
There is no one way in this world that can adapt to all situations, if you want to build an efficient and executable way of doing things, you must first clarify what your goal is, there is only one, this is the "chassis" of achievement!
If your goals are faltering, your mindset must be in disarray, and all the efforts you put in and out of your team will be in vain.
(2) The elements are clear
It is what are the elements that need to be built to achieve this goal.
Like, what type of people are needed?How many people?With the help of what resources around you?What method tools are used?
Only if you are clear about what key elements you need, and by constantly experimenting, permutating and combining them to form different ways of building, you can get things done more efficiently.
(3) Straighten out the contact
That is, what is the relationship between the goal and the elements.
When different permutations and combinations are performed between various elements, different results will be produced.
The core here is to be able to make sure that the direction they are going is the goal that you have set.
In short, a leader who has a "mechanism" will first go deep into the inside of the problem, see through the essence, grasp the key, balance it, and find the best solution.
3. Action, when the responsibility is oriented - bow down to enter the game
Words are better than deeds, this truth that women and children know, many managers still do not do it well.
For example, some people are in the position of management, they will be high, and they will no longer be able to bow down to enter the game, not responsible, not responsible, only read reports all day long, and make suggestions.
I've always believed that if you don't get into the game and don't know the front line, then you don't sit in the management position, because then you can't find the real problem.
So how should managers do a good job of bowing into the game?The following 3 points are important.
(1) Join the subordinate bureau
If you want to focus on it, you first have to enter the subordinate's bureau.
It's normal for managers to move further and further away from the front line as the tide rises in their positions.
But if you are a middle manager and want your subordinates to better cooperate with you in making decisions, then you need to join your subordinates' bureau, go deep into the business details to better understand, think about what they think, and provide them with solutions.
For example, if you are a sales executive, when your subordinates can't keep signing orders, you need to find out why they don't sign orders, accompany them to do it, and provide them with support.
When you don't know the front line at all, but from the perspective of "I think", directly say your ideas and let them implement them, so that the decisions you make are basically treated as deaf ears.
(2) Entering the client's bureau
In addition to entering the subordinate bureau, you must also learn to enter the customer's bureau.
As a manager, you must spend more time dealing with customers, digging into the real needs of customers, and how satisfied are theyWhere do you start with business innovation?How to improve the quality of service?
These answers have to be learned from the customer's mouth.
For example, I have always insisted that after the course, I will extract some companies to do the course satisfaction and student feedback, and even I will take the time to personally visit some consulting customers and take the team to sign the order better.
The reason why I do this is not only to better understand customers and observe the market, but also to do so when you have enough experience, when you are making strategies and products, you will not be empiricist.
If you don't dig into the customer's plight yourself, and only listen to your subordinates report what they know, it is often difficult to grasp the real pain points and needs of customers.
So, even if you're in a management position, you have to learn to be closer to the customer, a little closer.
(3) into the future of the bureau
The development of any thing is cyclical, and managers must be forward-looking, look at problems with a forward-looking vision, and define problems, so as not to be confused when encountering problems.
In my work, I have always believed that today's problems are buried yesterday, and from the perspective of the future, it is often more effective to find the answers one step ahead and think a little more.
After all, prevention is more important than dealing with problems, and once managers master the future thinking, many times similar problems will be solved. What can a mercantile business mindset do?
4. Conflict, cooperation orientation - witty and humorous
Good managers also need to have witty coordination skills, which can help them better build relationships, communicate effectively, and collaborate with team members or other stakeholders.
For example, when many people encounter others who do not cooperate, or what they promised is not fulfilled, it is easy to fall into the vortex of accusation, complaint, and even punishment, instead of letting go of the other party's "fault" and entering the mode of how to cooperate, that is, to solve the current problem, or let the other party participate in the mode.
Some people also know that they should enter the cooperative mode with the other party, but they can't help but complain or punish the other person, and the result will only make the other person "escape" from the cooperative mode.
In a coordinated relationship, the manager's verbal humor is an interesting elementNot only will it make you more attractive and charismatic, but it will also make your team members more likable and trusting.
Again,Witty coordination can also better cope with various challenges in the teamEasily resolve conflicts between team members.
Use humor and lightheartedness to solve the problem, relieve the high pressure and unhappiness at work, so as to promote the smooth progress of the work.
To do this, in addition to being peaceful, it is also necessary to master the skills of non-violent communication, and use the strength of others to solve problems, rather than pushing the other party away in the "blame" mode.
Write at the end:
As the saying goes, "the general is incompetent, and the three armies are exhausted", a good team must be inseparable from a good leader.
And those managers who are really capable, the boss's right-hand men, have more of these 4 basic qualities than others:
Goal, achievement-oriented;There is a "mechanism to speak of" in doing things;action, can bow down into the game;Coordinated, witty and humorous.