Three skills required for successful users

The original article is as follows:

Lead: After an enterprise has set its strategic goals, it has to make great efforts to turn the goals into reality. However, in real life, we often see that many companies are experiencing success, failure, growth, or decline. when we discuss the causes, however, it is found that the human factor plays a considerable role. Therefore, in this course, we will mainly discuss what skills should a qualified operator or a successful entrepreneur need and what role these skills play in the development of the enterprise, how should enterprises cultivate and utilize skills to promote the development of enterprises.
Three skills required for successful users
Abstract: when looking for talent, an enterprise cannot only look at what he does on the surface, but also whether he has the ability. That is to say, skill is related to a person's success or failure, the success or failure of a person's use is often related to the rise and fall of an enterprise. Generally, a successful manager should have three skills: technical skills, personnel skills, and conceptual skills.
Q: What skills should an enterprise pay attention to when selecting talents?

The rise and fall of an enterprise and the success or failure of a company account for a large proportion of human factors. Therefore, modern enterprises use people as a kind of resource for development and utilization. The former "Personnel Department" of enterprises has quietly become "Human Resources Department ". From the name changes, we can see that most enterprises now focus on the role of people.

However, when looking for talent, some enterprises often come with incorrect ideas, and identify people with their own unit or a person's prejudice. Sometimes, they mainly look at their superficial characteristics, sometimes it depends on the degree of closeness between him and his leadership, and sometimes it depends on whether he is obedient to the leadership. In fact, selecting an excellent management talent doesn't depend on what he does on the surface, but on whether he has the ability or skill. The so-called "skill" refers to the ability that can be trained, not the talent or potential ability, but the ability that can be displayed at work. Therefore, the primary criteria for identifying skills must be effective actions taken by this person in various circumstances. Therefore, when selecting an excellent manager, an enterprise should be guided by a person's technical skills, personnel skills, and conceptual skills, rather than relying on certain expertise. These three skills provide an effective way to correctly view and understand the management process. This approach is to observe the management personnel on the site to perform their tasks, combined with the on-site investigation of the current Administration, the results are obtained.
Three Skills
Abstract: The three skills have different meanings. Of course, they also play different roles. Different levels of management positions should be held by people with different skills.
Q: What are technical skills, personnel skills, and conceptual skills? What are their respective roles in enterprise management?

The skill to handle technical problems is to be familiar with and familiar with a professional activity, especially involving methods, processes, Program Or technical activities. These skills include: professional knowledge, professional analysis skills, and proficiency in using the tools and skills required for specialized training. Among the three skills of successful users, the problem handling skills are the most familiar to everyone, because specialized skills are the most specific and essential skills for most people in this era of specialization. Many of the great advances in modern industry are attributed to technical skills. Efficient operations are not essential to the use of technical skills. Therefore, technical skills are the most important for grass-roots managers.

The so-called "Personnel" skill refers to the ability of managers to do their jobs well and lead their personnel to exert their cooperation spirit as part of the organization. This capability requires the applicant to be sure to take a proper measurement when handling tasks and interpersonal relationships. When dealing with things, you must pay attention to the relationship between things. When dealing with interpersonal relationships, you must be flexible and changeable. This ability shows the ability of an individual to understand his superiors, subordinates, and persons of the same status, and the behavior of an individual towards these persons. Therefore, a person with superior "Personnel" skills knows his attitude, thoughts, and beliefs towards other individuals or groups, and he can see how useful they are to him, they can also detect their limitations. By encouraging lower-level managers to participate in plans that directly affect their interests, and encouraging them to execute jobs that are directly beneficial to them, they can create an atmosphere that is readily agreed and unconvinced by the speaker, he urged his subordinates to express their opinions freely without any criticism or ridicule. Such a harmonious relationship is very important. Not only can we hear the correct opinions, but also can make full use of the subjectivity and democracy of employees. Therefore, he can determine the possible response and result of the action he wants to take. With this sensitivity, he can and is willing to take action based on others' opinions.

The so-called "concept" skills include the ability to regard an enterprise as a whole and recognize the interdependence of different functions in an organization. Some of these changes will affect the rest. This skill allows people to further imagine the relationships between individual enterprise units and the real industry and society, as well as the relations with political, social, economic, and other forces in the country. Based on the relevance of various functions, the management personnel will consider the overall situation of the enterprise. Therefore, the policies and business objectives are feasible. The feasibility of any decision is highly dependent on the conceptual skills of decision makers. For a manager with poor conceptual skills, the decisions made by him are just a mess, and there is nothing feasible.

Not only does the effective collaboration between various departments of an enterprise depend on the conceptual skills of the management personnel, but also the style of the enterprise and the overall development direction depend on the conceptual skills of the management personnel. The attitude of the most senior management personnel determines the style of the enterprise and the "characteristics of the company", so that the business methods and methods of a company are not different from those of other companies. Their attitude is a reflection of management personnel's conceptual skills. They have different conceptual skills, their decisions, and their work attitude, and the future and direction of the company. Because the overall success of a company depends on the conceptual skills required by the business management personnel in decision making and execution, this skill plays a coordinating and unified role in the management process, it has undeniable Comprehensive importance.
Use three skills effectively
Abstract: In real life, these three skills are closely related, and they are mutually constrained and work together. Although the three skills are important to managers at all levels, different levels of management personnel have different levels of proficiency in technical skills, personnel skills, and conceptual skills, these three skills have their own relative importance.
Q: What skills should I focus on for different levels of management positions? In daily work, how can we use the "Three Skills" theory?
In general, the three major skills have a relative importance for different levels of management positions: lower-level management positions mainly require technical skills and personnel skills, effective management at a higher level mainly relies on personnel skills and conceptual skills. For successful managers at the highest level, conceptual skills are the most important of all skills. As a manager, if he does not have personnel skills, he will encounter many obstacles in management. In the company, there will be people not cooperating with each other, not coordinating, or even "out of touch" in their work. For senior managers in an organization, conceptual skills are the most important. If a general manager lacks technical or personnel skills, however, as long as his subordinates have strong technical and personnel skills, his work can still be very effective, but if his conceptual skills are very poor, the entire organization will be compromised.
With this knowledge, business owners should use the "Three Skills" theory to re-develop the objectives and solutions for training and management talents, and re-examine the Personnel arrangements in the Organization, revise the testing and selection procedures for future management talents.
Therefore, an enterprise should adopt a compatibility model in terms of management personnel, that is, to complement each other by forming a management team with different skills; when selecting managers, they should be assessed based on whether they have the skills and basic knowledge necessary for a level-1 position, he should be assessed based on his business achievements rather than on his superficial personality. Excellent management talents are not born, but developed. By identifying the skills most required for different levels of management positions, the "Three Skills" theory may be useful in selecting training and improving management talents.