Liaison Yi found that some growing enterprises usually do not pay attention to the comprehensive quality training of grass-roots management cadres. When promoting cadres, they think that an employee has the ability to promote it, but they do not consider professional training for the promoted person.
An employee was promoted to a supervisor, but found that he did not have the ability to lead the team, and even the glory of the past was no longer visible. This phenomenon occurs in many growing companies, so the company must pay attention to the comprehensive quality training of grassroots cadres. At the same time, if the company wants to manage a team well, it needs to eliminate these ten types of managers with negative energy.
01
procrastination
Managers who have the habit of procrastinating are not strong enough to execute, and always have a beginning and no end in doing things, which not only affects him, but also affects his department team.
In Lianyi's view, qualified managers must act resolutely, resolutely and decisively, and pursue speed first and perfection second.
A company like Gree emphasizes that work must pursue results and mission must be achieved. In the process of pursuing speed, the result is gradually perfected, just like the mobile phone launched by Apple, which is more perfect every time in the update. Therefore, qualified managers should get rid of the habit of procrastination, and cultivate themselves to be resolute and decisive.
02
Prevarication
Managers who do not take the initiative to take responsibility would rather not reuse, because employees under such managers will not have a high sense of responsibility. In some growing companies, there is always the phenomenon of shifting blame from one department to another, and the problem is always pushed to other departments at the meeting, and it is difficult to solve the problem quickly.
Li Ka-shing believes that the most basic condition for measuring a management cadre is his responsibility. When he was still an apprentice, he accidentally broke a clock. He immediately admitted his mistake to his master, and when the master reported the matter to his employer, he did not mention Li Ka-shing's problem, but said it was his own responsibility.
Li Ka-shing was very grateful to his master. The master said to him: "The biggest difference between a master and an apprentice is to be responsible." He was deeply inspired and took this as his philosophy. Therefore, after he created his own business empire, he placed responsibility on management cadres at all levels, which shows that people without a sense of responsibility are difficult to be reused.
03
indifferent
Many managers don't know how to motivate employees in time, can't find the value of employees in time, and are not good at praising employees, but the essence of management is to stimulate the power of people to do good.
All executives at IBM in the United States must learn the lessons of how to praise others. When former US Secretary of State Hillary Clinton saw a sloppy person on the street when she was a child, she pointed and said, "This person's clothes are so dirty." At this time, her mother said to her: "Appreciation of others is a kind of ability, you see His clothes were dirty but I didn't see how warm the smile on his face was." Her mother's words were very useful to Hillary, and her mother was educating her on how to spot the light and the light in others.
Complimenting and discovering the value of employees in a timely manner is very important in the workplace. Some indifferent leaders think that employees are doing well. There is no need to praise them, but if there is no such thing, the performance of the team may decline and the motivation of employees will be affected. Therefore, unprofessional leaders usually focus on the mistakes of employees and make destructive criticism, but good leaders know how to discover the value and contribution of employees in time and make timely incentives.
04
waste
Some people as managers spend money in the company without restraint, and they think that since the money is not theirs, they don't need to be so restrained.
Excellent management cadres know how to use the company's budget reasonably and even save costs for the company, and try not to spend money where it should not be.
Liaison Yi once heard an entrepreneur say: "Whether a company thrives is related to whether the company is diligent or thrifty." Diligent and thrifty companies are prosperous, on the contrary, arrogant ones will gradually degenerate, so it is very important for a company to overcome the habit of waste. important.
05
corruption
Corruption means that some management cadres take advantage of their positions to receive illegitimate benefits. It also means that leading cadres systematically require employees to do things, but they do not lead by example, treat others with strictness and treat themselves leniently.
Although the leading cadres did not harm the interests of the company, it was a bad phenomenon of self-privilege. Therefore, corrupt people should be dealt with in a timely manner to clean up the team.
06
Selfish
Unprofessional managers are usually small-team, without altruistic and win-win values, they will only safeguard the interests of their own small team, and even expand their small team into a small gang.
Professional managers should consider problems from the perspective of the company and be a leader in a big pattern.
07
conceited
Self-satisfied people always think they are always right, they don't listen to other people's opinions, they are usually complacent and don't keep up with the times. Such complacent leaders will encounter bottlenecks at a certain point in their careers, and if they don't change in time, they can only stop there.
These types of personalities not only affect the growth of management cadres themselves, but also affect the entire team. So instead of firing 10 employees, the company should fire one of the aforementioned department managers.
Execution is not in place "Ten equals zero"
一、有工作没努力等于零
对于每位员工来说一定要学会珍惜，学会感恩。经济下滑的情况下更应该珍惜当前的机会。千里之行、始于足下，懂得把握机会的人才会笑到最后，有了工作如果不加以珍惜，金饭碗也会变成泥饭碗。
二、有能力没表现等于零
每个人都有自己的长处，知晓自己的长处并通过实践让自己的价值得以他人认同，才能获取更大的发展空间。所以，如果自认为是匹千里马，请先日行千里路，在展现自己能力的同时，伯乐也会出现。千万记住：潜在优势只有发挥出来才能成为优势，否则就会变成包袱。
三、有计划没行动等于零
计划只是执行的前提，而行动才是执行的真谛，如果计划不能通过行动去实践与总结，任何完美的计划都只能是一个永不能实现的童话。所以说，企业创新的关键不是制定多么完美的方案，而是即刻行动。
四、有机会没争取等于零
授之以鱼不如授之以渔，工作绝不仅仅是一份薪水，工作中，市场上涌现的种种机会同时也是培养和锻炼自己能力的一个良机，争取机会、把握机会只需要比别人多想一点、多做一点。
五、有布置没监督等于零
工作要有布置、有落实、还要有监督，他们不能代替监督，只有通过监督总结、才可能从监督总结中发现问题、处理问题、总结经验、汲取教训。才可能在最后把工作开展得更好。在这一点上，PDCA循环系统是每个人必须面对和思考的问题。
六、有进步没持续等于零
每个人都积极谋求进步，团队才能进步，持续的进步将是团队不断成长，“无功就是过，功小也是过”，如果进步没有持续、或有一点小进步就原地不动，最终的命运只能是末位淘汰。
七、有发现没处理等于零
面对瞬息万变的市场，任何计划在实施过程中都有可能小小的疏忽而导致整个行动的失败。
所以，除了完美的计划、细节的把握及时地实施外，还需要对过程中发现的每一个小问题进行处理、弥补，以防“千里之堤、溃于蚁穴”。
八、有操作不灵活等于零
运营重在创新，人无我有，人有我优，切忌生搬硬套，经验主义，任何流程操作、操作，面对灵活易变的市场，才可能无差异致胜。
九、有价值没利用等于零
Must be a good manager who can settle accounts: the rationality of the product structure is value, even the value of the company is value, only reasonable use of value, give full play to the value of each person and item, and even dig out of no value It is qualified for the value.
10. Sales without profit equals zero
If sales are the benchmark for measuring the performance of business personnel, then profit is the yardstick on the benchmark. It is not enough to complete the sales task. Only the sales based on profits can be regarded as real sales. Only those who can achieve both profit and guarantee sales to be excellent.
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