Seven secrets for outstanding managers

In the final analysis, the competition among enterprises is the competition of talents, the first resource of enterprises, and the most important resource and main driving force for scientific and technological progress and socio-economic development. If an enterprise absorbs and gathers excellent talents, it will gain the initiative in competition and remain undefeated in the fierce scientific and economic competition. To attract, gather, and control a large number of talents to flourish our enterprise, managers at all levels should have seven magic weapons.

1. Have the idea of cherishing talents. Talent is a valuable asset of an enterprise. Managers at all levels must cherish talents and never be jealous. Even if a manager is an extraordinary talent, it will be difficult to achieve a great success if there are few talented talents and a large number of backbone workers. When a manager starts to use a talent, it will bring or attract a group of talents, and the business you lead will inevitably flourish. Therefore, managers must first have the heart of love. At the same time, love must start from the overall business situation out of the public mind and be able to use sages. This requires managers to have a high spiritual realm and a high sense of mission and responsibility for their careers.

2. You must have the idea of seeking talent and thirst. We have both the heart of love and the thirst for our own talents. From the perspective of groups, talent is rare. It is both a talent and an outstanding talent. Naturally, it is rare. A small number of talents are drowned in a large number of groups, which requires managers to seek help. From the perspective of the individual, the phenomenon of being arrogant is common. As a talent, it has its own unique personality and will not be easy-going, and will not be on the rise. If a manager is not eager for talent, talent will not come to you automatically. Managers are not asking about the choice of all subordinates. They mainly choose the "talent" at the next layer you manage directly ". As for the next-level personnel, it is "the only thing you choose. If a manager Selects all talents, it is easy to blur the line of view of your selection and interfere with the leadership function at the next level.

3. Be tolerant. It is not easy to use, but more difficult to use. Talents have strengths and weaknesses, and the advantage is often more prominent, and its shortcomings are also more prominent. Talent pride is a common problem of talent. Talented People are usually informal, and talented people may even have some bad habits. There are also various contradictions between talents and talents. Therefore, managers must be good at using their strengths and be able to tolerate their weaknesses. The manager must have a broad mind to attract talented people like a magnet, and be able to turn between talents like a lubricant, enables collaborative and efficient operation between talents. Narrow-minded managers often look at the strengths of talent rather than the shortcomings of talent. As a talent, you must have your own insights, be confident in your own opinions, and be unwilling to leave yourself alone. Your opinions on managers are echoed. If the manager adopts the attitude of "shun me" and "Deny me", it will only be able to use slaves or mediocre talents in the end, and lose the real talents. It is not only a talent, usually busy with career, without having time to engage in interpersonal relationships; or lack of human feelings, without regard to the public, it is often easy to offend leadership, however, some managers find themselves "arrogant and complacent" and "no leader ". This kind of manager puts personal dignity on the top of his career. On the surface, there is no capacity, but in essence there is no love. This kind of manager is difficult to take responsibility. Of course, the amount of talent is not just about accommodating the shortcomings of talent, letting alone, but paying attention to ways, from love, education and guidance, inspire their self-knowledge, self-respect, self-discipline and self-improvement.

4. We must have the virtues of recommending talents. Managers should have the virtues of recommending talents. A person who is not suitable for a position is an unstable factor. Even if he is obedient, he does not show the feeling of being talented, but "Something is not fair, something is loud ". People will consciously or unconsciously compare talents with managers to reduce their prestige. Therefore, when managers are competent for their jobs, they should be recommended to their superiors or other appropriate positions. When managers are not competent, they should have the courage to give way. Managers should be like teachers. If the number of students exceeds the number of teachers, it is the greatest honor of the teachers. Managers should promote young and promising talents in an informal manner and add new vitality to the Organization.

5. There must be an eye for identifying talents. If the manager is not discerning, the talents will be missed even if they are present. Knowledge is essential. Observing and observing behaviors, especially the current situation, is the fundamental method to identify the nature of talents. Be good at identifying different types of talents. People have different talents, but they have different sizes and directions. Managers must engage in their own business and work, and must not identify and evaluate talents in their own ways. It is not easy to recognize, which requires managers to constantly improve their own quality. Only high-profile managers can recognize high talents. Of course, "Lu Yao knows the power of the road and sees the hearts of the people for a long time", knowledge, often still need to pass the time test. "Suffering and loyalty": if you do not see any shadows in difficult and dangerous times, but seek out the people around you in profit and profit, you are usually a person without talent, even if you have the talent, it is also a lack of virtue and cannot be reused. There are many managers in ancient and modern China and foreign countries who can reuse talents in the event of crisis, but they use mediocre and slaves in good condition. As a result, they have ruined their own reputation and should be taken as a warning.

6. Be able to control talents. If managers are good at controlling talents, the leadership efficiency will get twice the result with half the effort. Managers are not necessarily superior to others, but they must have superior talent. The use of human resources by managers is first manifested in the use of talent without limitation. It is better to reuse talented people with disadvantages than to reuse mediocre talents without disadvantages, it is also manifested in the daring to use talents with different opinions, or even those who have opposed themselves.

7. Be brave enough to protect talents. It is not only the "talent" of managers, but also the "talent" of managers ". Managers should not only prevent "kill" talents, but also "kill" talents. No one is perfect. Even talents make mistakes, and mistakes are inevitable at work, especially in the process of exploration. Managers should be well protected by them. On the one hand, they must be sincere and enthusiastic to help them correct mistakes or make up for mistakes. On the other hand, they must assume leadership responsibilities and never be afraid of being implicated. talents should be used as scapegoat, it is chilling and intolerable to lose the coach. If a manager cannot treat a talent fairly, it will generate a chain reaction to other talents, causing the manager to lose trust. As the saying goes, "Heroes are short." talents are often tough at work, but they are emotionally weak and cannot afford to be wronged. Once talents make achievements and receive rewards, they may face various criticism, which is awesome and difficult to block. At this time, managers should bravely stand up to maintain talents and go to the masses to do ideological work, if necessary, we must criticize and punish malicious slander and never allow "kill" talents. At the same time, managers should also prevent "winning" talents. The talents are outstanding and their achievements are brilliant. As a result, the talents lose their self-knowledge, their minds are hot, and their vicious expansion leads to their own credit. they forget the organization and the masses and enter the Lost Path. At this time, managers should come up with a clear mind to criticize the inappropriate comments, help the talents to view themselves correctly, treat the organizations and the masses correctly, guard against arrogance and rashness, be modest and cautious, and avoid self-destruction of the future. This is another protection for talent.