The so-called manager is to complete the work through others, and the manager makes decisions, allocates resources, and guides the activities of others to achieve work goals. In every organization, there are managers at different levels with different divisions of labor and missions.
Managers should not be a privileged group of high-ranking and bossy people. They should have a greater degree of responsibility. A responsible manager will have higher prestige in the company, more loyal subordinates, and higher personal charm. and management ability to better fulfill the mission.
Responsible managers should have the following personal qualities:
1. Have the courage to take responsibility
US President Harry Truman once hung a striking slogan on the door of his office: bucketsstophere means that the problem ends here, and will not be passed on to others. Every executive should take this phrase as his motto.
There are two kinds of people in the world, one is trying to justify, and the other is constantly expressing. As a supervisor, you should try your best to express yourself, avoid excuses, and dare to take responsibility. When something goes wrong, see if it’s your fault A sentence from the famous management consultant Steven Brown: If managers want to exert their management effectiveness, they must have the courage to take responsibility.
2. Use every opportunity to cultivate talents
There are some managers, especially among the middle managers of the company, who do not pay much attention to the ability training of employees in the department, and what's more, they worry that some employees with outstanding abilities will " make a lot of money" "The Lord" was too edgy, overshadowed his own abilities, and stole his limelight.
Managers should undertake the mission of "employee training" in their work, and should attach importance to opportunity education. When managers find problems with employees' working methods and style, they should correct them in time and make good use of this opportunity to teach them the correct work philosophy. It is wrong to think that education is a human resources department. A supervisor should take 70% of the responsibility to educate his subordinates, and only 30% of the responsibility lies with the human resources department, and the human resources department is only responsible for basic education. Real executives need professional education. Cultivating one's own subordinates is of great benefit to the overall situation of the company and to the careers of employees. Managers cannot only focus on personal gains and losses from a personal point of view. Over time, they will lose people's hearts.
3. Equal treatment and equal opportunities
The company culture should not establish the concept of three, six, nine, etc., and treat employees of this department and employees of other departments equally. It is necessary to establish the concept that all employees are indispensable screws in the company's big machine. They are indispensable, and both employees and managers are worthy of respect.
The company's system restricts the behavior of every employee, and does not treat certain employees with personal preference. Nor should a sense of superiority arise from the division of work. In some enterprises, the sales department has an extraordinary sense of superiority from top to bottom, because they think that their department is a department that creates benefits for the company, so they should be arrogant in the company. As the company's top managers should put an end to such phenomena, because if this atmosphere spreads, it will dampen the enthusiasm of employees in other departments.
Managers are the ones at the helm of the company's culture. It is found that the situation of negative culture breeding in the company should be eliminated from the source, and lead by example to avoid the situation of "privileged groups" in the company.
Fourth, understand subordinates, employ
people's strengths, and adapt to their aptitude. Managers should be extra careful, study and understand subordinates in depth, and judge each person's personality and ability characteristics from their behavior, actions, eyes, language, and thoughts. Look at the strengths of employees and employ people's strengths.
The worst thing is to treat everyone as the same or even focus on the shortcomings of employees. Because different employees have different cultures and growth backgrounds. As a manager, you should pay attention to these details.
员工需要管理者的肯定和鼓励，管理者应承担伯乐的角色，每一个员工在不同的领域都有可能成为千里马。
五、控制情绪
一个成熟的管理者应该有很强的情绪控制能力。当一个领导者情绪很糟的时候，很少有下属敢汇报工作，因为担心他的坏情绪会影响到对工作和自己的评价。
一个高层管理者情绪的好坏，甚至可以影响到整个公司的气氛。如果他经常由于一些事情控制不了自己的情绪，有可能会影响到公司的的整个效率。从这点意义上讲，当你成为一个管理者的时候，你的情绪已经不单单是自己私人的事情了，他会影响到你的下属及其他部门的员工;而你的职务越高，这种影响力越大。
当管理者在批评一个员工时，也要控制自己的情绪，尽量避免让员工感到你对他的不满。为了避免在批评员工时情绪失控，最好在自己心平气和的时候再找他谈话。另外，有些优秀的管理者善于使用生气来进行批评，这种批评方式可能言语不多，但效果十分明显，特别适用于屡教不改的员工。这种生气与情绪失控不同，它是有意的，情绪处于可控状态。
六、树立权威
管理者为了更好的完成使命，应当树立权威，这与特权不同，权威的树立是严格的践行公司的文化和制度，不破坏公司的规矩。很多管理者为了与下属搞好关系，希望部门氛围一团和气，就忽略了公司既定的制度，时常纵容下属，无视制度条款。
管理者经常会在“人情”与“制度”中摇摆，一个管理者纵容下属的后果将变成无序管理，管理层应该是公司制度的捍卫者，不允许任何人破坏公司的文化和制度。管理者的担当还在于敢于用“法”治事，敢于严惩无视、藐视公司制度的人。以大局出发，不谋私利，不取悦不讨好，真正为员工成长考虑、敢于“得罪”员工的管理者，更能得的员工的尊重。
WEN总理曾说：“我有一个信念，就是事不避难，敢于担当，奋勇向前。”希望所有的管理者，都能践行如此信条，坚定的在自己的岗位上敢于担当，奋勇向前!
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