[Reprinted] Top Ten capabilities required by excellent middle-level

Excellent middle layers are similar, but bad middle layers have their own bad points! There is no way to say anything about the worst. Let's talk about the similarities between the excellent middle layers. Many of my friends saw Liu Xingliang's speech "how a middle-level management team was built" and "six" strengths "in team management, I want to give a summary of the capabilities that excellent middle layers should possess when I have time. Specifically, an excellent middle-level must have the following ten capabilities:

I. comprehension ability. The most important thing about comprehension is to first find out what your boss wants you to do, and then grasp the direction and method of doing things with this goal. This is very important. Do not start to work hard when you know nothing about it. In the end, you have to work less and do less, but the result is half the effort, or even give up. It is better to understand one thing than to do ten things rashly and get twice the result with half the effort.

Ii. Analysis and judgment ability: The analysis and judgment ability refers to whether managers can see the internal links of irrelevant events on the surface and analyze them from the system perspective. The Analysis and judgment capability helps managers grasp the overall situation and analyze and solve problems systematically. Judgment is the ability of managers to grasp the direction of things development trends through handling known information. Judgment helps managers improve work efficiency and accuracy in planning departments and work plans. Judgment ability is very important for a manager. Enterprise operations are complicated. The supervisor is often required to understand the cause and effect of the incident, so as to find the true crux of the problem and propose a solution. This requires an insight into the opportunities and preparations. It must be clear that the crisis can be turned into a turning point and finally a good opportunity.

3. planning capability: to execute any task, you need to prepare a plan, and assign subordinates to undertake the tasks in a light, heavy, slow, and urgent manner. You just need to look at them at the end. Focus on the future development of the department, and constantly clarify the plans for tomorrow, the day after tomorrow, next week, next month, and even next year. During the implementation and review of the plan, key issues should be grasped in advance. The trivial work should not affect the important work that should be done. It is necessary to clearly do a good job of 20%, which is equivalent to creating a performance of 80%.

Iv. command capability: Command capabilities include assignment, coordination, on-site play, and command and handling of crisis events, as well as command methods and tone, inspire morale and the ability to guide forward. No matter how thoughtful the plan is, if it cannot be effectively executed, it still cannot produce the expected results. In order to make the subordinates have a common direction to execute the plan, proper command is necessary. Good command can stimulate the willingness of subordinates and improve their sense of responsibility and mission. The highest art of command is that subordinates can perform self-command. It is best to have good language skills.

5. coordination capability: if any job can formulate a sound plan, issue appropriate commands, and take necessary control as required, the work should be completed smoothly. However, in fact, most of the supervisor's time must be spent in coordination. Coordination includes not only consensus coordination between internal superiors and subordinates, departments and departments, but also coordination of interests with external customers, relationship units, and competitors.

6. Writing Ability: Many people think this article is insignificant, but it is not. The purpose of writing is to emphasize the importance of this capability in middle-level cadres. As a middle layer, it is inevitable to write a lot of documents such as plans, summaries, Research and analysis. If this is difficult, it is the dumplings made in the teapot. After all, in many cases it is not just about solving the problem.

VII. business capability: this is a basic skill.

8. Control Capability: the control capability includes business control capability and self-control capability. Business control is to track the assessment and ensure that the objectives are met and planned. Although it is uncomfortable to talk about control, the operation of an enterprise has a very practical aspect. If some things are not controlled in time, it will cause direct and indirect losses to the enterprise. However, if the control is too hasty or the control is insufficient, it will also be counterproductive. Self-control includes emotion control, self-estimation, and environmental adaptability. For managers, emotional language and behavior cannot solve any problems at work, but will lead other employees to lose their acceptance of you. Therefore, it is very important to control your emotions and treat all kinds of problems in your work rationally and objectively.

9. Self-estimation ability: the most important part of this ability is that the middle-level managers need to be self-aware. Whether the job is suitable for you, whether the job can be done by yourself, and whether the task needs to be completed by yourself is very important.

10. Authorization capability: no one is perfect, even if it is perfect, the time is limited. As a senior manager, you cannot experience everything like a salesman. But you must be clear that your responsibilities are to cultivate the common growth of subordinates, give yourself a chance and create a chance for your subordinates to grow. You cannot achieve your career.

The comprehensive collection of the above ten capabilities is the embodiment of the leadership of the middle-level managers, and ultimately the embodiment of the executive power of the enterprise. (Author: Liu Xingliang)