The "seven secrets" that good managers must master are very important!
Management, Drucker said, is a true liberal art. On the surface, the purpose of management is the effectiveness of work, but work is done by people, so managers cannot help but deal with people. Managers have to face both lovely and imperfect people every day, to face the good in human nature, the evil in human nature, human potential, strengths and weaknesses.
Any experienced manager will understand this and must get to the bottom of it! Today, the editor of Chu Liuxiang shares with you: the "seven secrets" that excellent managers must master are very important! Hope it will be helpful for your management work.
The seven secrets are: interpersonal three-character formula, career four-degree, power structure, team building, work arrangement, motivating employees, and execution.
1. The three-character formula for interpersonal relationships
my country is a three-in-one relationship-based society based on human karma, with human relationships as the link, and human relations as the norm. At present, under the influence of foreign culture, Chinese interpersonal relationships are showing two changes: the concept of hierarchy is weakened; interpersonal communication is becoming more and more utilitarian. Based on the cognition of the characteristics of Chinese interpersonal relationships and the grasp of the current changing trend of interpersonal relationships, Xiaobian Chu Liuxiang summed up the three-character tips for dealing with Chinese interpersonal relationships: owe, beat, hang.
2. Vocational fourth degree
Attitude, altitude, precision, and speed together make up the professional four degrees, as shown in the illustration.
Attitude, some people regard work as a means of earning a living, and they are working hard; some people regard work as a career choice, and they are working with heart; some people regard work as a career pursuit, and they are working with love.
Height refers to the pattern and mind of a person. Do not compete for fame with superiors, do not compete for profits with subordinates, and do not compete for merit with peers. Not only do not compete, but also do: help the superior to become famous, help the same level to make meritorious deeds, and help the inferior to make a profit.
Accuracy is professionalism and competence. Do things right first, then do things well, and you have precision.
Speed, with precision, and then doing things in an efficient way, there is speed. Whether it is self-adjustment or influencing others, it is best to start with precision.
3. Power structure
Position power comes from the organization and superiors, and individual power comes from subordinates. Whether power comes from superiors or inferiors, it depends on two words: trust, and trust comes from character, ability and consistency of words and deeds.
Especially as managers, we have two identities at the same time: managers and leaders.
The basis for managers to perform their duties is position power and focus on matters. Leaders function on the basis of personal power, with a focus on people. Managers tend to operate from the bottom line, and leaders tend to pull from the top line.
4. Team building
Emotionally cohesive, goal-aligned, and benefit-sharing.
促进团队成员之间的坦诚沟通，营造宽松的氛围，是团队领导者的首要职责。与团队成员分享愿景，把团队成员的个人目标与团队目标连接起来。做到人岗匹配（能力）、人人匹配（情感）、人企匹配（价值观）。
通过情感凝聚，推动团队成员有效合作，在目标上结盟。再好的团队，再好的关系，都离不开利益。利益共享，只是关系的起点，利益平衡才是努力的方向。有利益平衡，才有心理平衡，有心理平衡，才有满意度，进而有归属感。
5、 工作安排
安排工作，需要遵循六个基本步骤，否则，就会出现管理失控，如图示。
在安排工作之前，管理者还要进行六点前提性思考。这六个前提是：适当，可控，带责，整体，信任，考绩。
适当：压担子可以，但不能超过能力太多。
可控：说检查而不检查，就没人关注结果。
带责：责权利对等，但下级往往淡化责任。
整体：上级要做好平衡，避免鞭打快牛，失去公平。
信任：不要干扰下级的指挥或者操作，相信下级能做好。
考绩：上级必须明确告知下级你要的结果是什么。
6、激励员工
要想调动员工积极性，不能盲目行动，必须对症下药。
首先，我们要分析，员工在什么情况下是没有积极性的，以下四大类（目标能力类、工作氛围类、沟通反馈类、管理方法类）、十二种情形就是员工没有积极性的真正原因，如图示。
其次，针对上述情形，管理者应分别采取相应的对策。
第三，作为经理人，我们还应该意识到，必须有效理解员工需求，才能真正激励员工。最好的激励，来自于工作本身。人们只对自己高度认同的事情任劳任怨。每个人对自身重要性的追求是永久的激励因素。
7、执行力
团队执行力有三个来源或者三个保障：组织，经理，员工。
组织的执行靠流程、制度、文化。流程有三个作用：无序变有序，复杂变简单，人走流程在。有流程，必须有制度与之配套。制度要体现严肃性、一贯性，不能有弹性。文化的作用在于：外树形象，内聚人心。
如果经理人管理有方法、领导有艺术，他的团队一定能达成目标。员工的执行靠的是好习惯以及他掌握的工具和方法。好习惯是态度、技能、知识三者的交集。经理人要时刻记住九字育人箴言“明策略，给工具，教方法”。