How to become a good professional manager?
Question: I have been working for more than three years, and I have been working in the sales of health supplements for the first two years, but I find that this field has limited my personal growth and development. Later, I moved to an IT company as a sales manager, and during my work, I found that I still had some shortcomings in corporate planning and project development.
Since graduation, my dream is to become an excellent professional manager before the age of 30, what are the requirements for an expert to be an excellent professional manager? How to plan yourself for your future career? (Questioner: The Five-Year Itch).
Answer: Your question is very broad, and it is also a representative question that most people are concerned about. Now I'm going to try to answer and analyze your question with the simplest equation. The equation is: (work power + execution power) willpower = contribution power (or productivity).
This equation doesn't just apply to you, it can apply to everyone or every position in the workplace.
There is a joke in the "information world" that goes like this: "What you put in is garbage, and what you produce must also be garbage." Therefore, to be a good professional manager, you first have to make sure that your "input" is correct and quality. The specific analysis is as follows.
Work ability: To complete any job (or position) in the workplace, you need to have enough "work ability", from senior leaders to the most basic operators. Ordinary people often express their education, experience, physical strength, and even charm, but in fact, this is not necessarily the case. In terms of academic qualifications, there are quite a few excellent professional managers and even business founders, but their academic qualifications are not high. Therefore, it is more critical that you have enough direct and relevant ones"Work knowledge"。Until today, most organizations still use "work ability" as a basic consideration when selecting talents.
Execution: It specifically refers to:"The ability to do things"。In the workplace, we see a lot of people with high academic qualifications, but their performance is not outstanding. The root cause of this is a lack of ability (or method) to do things. Therefore, in order to become an excellent professional manager, in addition to the ability to manage things (such as information, interpersonal and crisis management, etc.), you also need the ability to manage people (such as motivating, coaching and improving the performance of subordinates) and thinking skills (such as strategic thinking, innovation and change, etc.). If you work in a large or multinational company, you will need integration skills (e.g. adaptation to different ethnic groups, acceptance of multiculturalism, organizational re-engineering and macro control skills, etc.).
Willpower: This is a ** force, on the one hand, it comes from your inner requirements and expectations for yourself; On the other hand, there is the degree to which you are receptive to the encouragement given to you by the outside world. It is often manifested in workplace situations, including acceptance and commitment to work, bearing pressure, adjustment of mindset (or values, etc.), and personal integrity. The more senior management work,"Willpower"The more severe the test.
To sum up, only the hard work, execution and willpower required to maintain an adequate position will inevitably create a bright future. But it should be reminded that if a person's willpower is zero, then no matter how good the work and execution are, it will be in vain. Know your responsibilities, recognize your direction, and success will be waiting for you just around the corner in front of you.
When a new officer takes office, how can he be competent as soon as possible?
Question: I am a department manager, but I still don't know what to do after three months in office, so I ask for expert guidance.
A: The background information you have provided on the question is limited, so I can only provide some personal views from a general perspective. From your description, the organization you serve does not look like a large-scale and institutionalized enterprise; Conversely, your current position is also your first managerial job. Otherwise,"I haven't figured it out for three months"It's an incredible thing.
In enterprises with systems, there must be so-called in the human resources department"Job description"。For different positions, the job description will simply and concisely specify what the person holding the position should do"Qualifications, size of authority, interpersonal relationships, most important work authority and responsibilities, etc"。Without such management literature, your immediate supervisor (or supervisor) will overwhelmingly verbally tell you what you will be responsible for and what you should achieve when deciding to promote you to line manager. Therefore, you should check with the HRM management department as soon as possible and obtain yours"Job description"。
If the agency you serve doesn't have one"Job description"You should immediately check with your immediate supervisor (or other appropriate supervisor) to understand and confirm your main work norms and responsibilities.
In fact, management is a kind of control of a dynamic situation, and the highest mission of the manager is how to effectively introduce the human and material resources under his jurisdiction into this dynamic situation, on the one hand, to maintain the high morale of his subordinates, and on the other hand, to complete the goals entrusted by the enterprise.
What you should do right now is: understand your work; On the other hand, enrich their own management talents. The talent of management is not innate, but it needs to be observed, experienced and practiced by oneself. Over time, everyone can theoretically be a good manager. But people who invest a lot and have a high level of comprehension will accumulate the strength you need in a relatively short period of time. It can be helpful to read more books or read more relevant books, but the key is still"Have you really put your mind to comprehend and practice?"。
From a practical point of view, you should do the following:
Confirm your job responsibilities;
Assist your subordinates in understanding the vision of the company and your department;
Assign work and assist subordinates in setting individual work objectives and progress, etc.;
Provide consultation and work guidance to subordinates when necessary;
Check the progress of subordinates' work and provide feedback, etc.
Hopefully, the above tips will help you get on the road to your new job soon.
How to solve the problem caused by the role change?
Question: I used to be a front-line production manager in a large company, and I was later promoted to assistant general manager due to coincidence. After a period of running-in, he was assigned to be responsible for the sales management of the branch and the local area. The friction with the former sales general manager is increasing day by day, and now my work covers almost all the work of the sales manager, but I am always hindered by the sales manager in actual performance. I feel like I'm at a crossroads, and I don't know whether to move forward or avoid, so please give me advice. (Questioner: Laugh at the sky).
Answer: For a salesperson, his main performance depends on the results achieved and the maintenance of good customer relationships. You've been"Takes over all the work of the sales manager"It is said that the sales manager and the sales general manager should be very important to you, but why can't you meet the two of them? There must be something hidden in it. The letter does not state whether you have tried to understand the reasons for the difficulties, etc., so the advice you can give can only be analyzed from a general point of view.
As the saying goes,"The bell must also be tied to the bell"。Therefore, it is effective to find an appropriate time as soon as possible to directly ask them what they think of your work, what can be improved, etc., hoping to find out where the knot lies through dialogue. Furthermore, can other colleagues in your unit or the general manager when you were an assistant give you any information?
At the beginning, you were promoted to assistant general manager, and you must have been able to excel. Therefore, if you look at your problem from a secular perspective, the reason why it causes friction and hindrance with your supervisor can be roughly summarized as follows.
1. Because you are transferred from the general manager's office, is it possible that because of the internal power dumping, you have become a victim of the dumping, and you are regarded as a superior"Eyeliner"。
2. Some are hindered because you have joined the sales system"Vested interests"acquisition.
3. Deliberately despise you because of your different background (e.g., faction, etc.).
If, after all these efforts, you still can't uncover the source of the unpleasantness, you should consider asking for an internal job or department transfer. If the situation is too bad to improve, leaving may be a fact that you have to accept (unless you are willing to face an unpleasant work environment all the time).
A person's career development will inevitably have highs and lows, but you must be rational in choosing what you personally accept in the face of adversity"The bottom line"At**? It is not healthy or fair for you to suppress yourself too much for a long time.
This article is from *** Sales Director Information (non-profit organization; CSO Information; Assist sales practitioners to better engage in business development).