When the leader starts to rip

Any leader needs candid advice, and the biggest obstacle to obtaining such advice is often the leaders themselves, and at this time the leadership needs the most is "honest advice"-joke originally in the second half of this year, the company will be in Beijing to engage in a high-level forum in a university, but Cryoff, came a "melancholy people" message, One of the main speakers-from the United States world-renowned masters, its participation fee suddenly no landing, the original promised to sponsor the enterprise suddenly changed the GUA, all of a sudden let the organizers of the conference costs a large one. In the face of sudden changes, we all have no idea, and finally the leadership has the courage to decisively--"the cost of our bear!" "So, we all grow a breath, and dark pick Dazhi."　　However, the performance of the subsequent leadership is a bit of a surprise, he will be responsible for sales of the vice president to find, two people together to start the accounts, to see if they can be left to the students free ticket cancellation, sold to other enterprises customers, calculate how to recover the loss. At this point, I can see from the eyes of everyone from admiration to disagree with the process of change, however, given the leadership of the usual "authority", in the face of the boss after the half of the nonsense, the scene no one said too much. A friend once said: "The boss is realistic!" "Maybe everyone understands the pressure of leadership, therefore, when everyone except the boss knows that" selling tickets "is not the best way to solve the problem, because everyone knows that the decision behind the leadership has been contrary to the purpose of hosting the forum-the construction of learning-oriented organizations in universities,　　Students at school are the main driving force for the construction of a learning society, they will be absent because of the high fares, and the cost of recovery is not only a method of "selling tickets", but regrettably, we have chosen the "forbidden mouth". We sometimes hear such advice: "Don't get angry at the person who sent the bad news." Such advice should not be necessary because there are few logical reasons to be angry with the messenger.　　But that is not the case, because bad news is unpleasant and agencies find it difficult to pass on such information to the boss. Gordon Brown, Britain's former prime minister, is said to be a leader in bad news, swearing, punching staff, grabbing his collar, stamping his cushions with pens, and making his advisers wince at the fear of being beaten. If these descriptions are true, we will surely believe that people with high weights sometimes abuse their authority. I am not particularly concerned that such leadership as Mr Brown may be as ferocious as an animal, and I am concerned that they will not hear good advice. Some have described the disastrous decision by Brown to abandon a widely anticipated early election in the second half of 2007 years. Brown's core group waited until he walked out of the boardroom to agree that the decision would be disastrous.　　However, when the Prime Minister returned to preside over the meeting, they did not express this meaning. "No one has expressed a clear point of view, which means that no one wants to take responsibility for the decision." "I think that this famous view is preciselyThe best reminder of the leader who started to rip the crap out! Any leader needs candid advice, and the biggest obstacle to obtaining such advice is often the leaders themselves. Even a cool, cultured boss tends to squeeze out the old naysayers into his own core circle.　　With this in mind, sensible subordinates will do everything possible to avoid criticizing or conveying bad news. "If you send bad news, you are weakening your power," said David Sims, a professor at Cass Business School (Cass Business Parochial), "and your opinion will be less likely to be heard in the future."　　"For some aspiring subordinates, this fate is worse than the threat of a fist attack," he said. A friend of mine recommended to me a new reality TV show, "Undercover Boss", played on Channel IV (Channel 4), which seeks to understand the undercover between the boss and the front-line staff by filming executives who hide their true identities and delve into the trenches.　　It is said that the program is being hit in America. But in fact, when the boss has to put on a coat to understand the real operation of his organization, the trouble will ensue. One obvious observation, by a scholar named Friedrich (Friedrich Hayek), is that society is full of local knowledge, which often has subtle characteristics and is only instantaneous availability. This is one of the reasons that the market process of going to the center tends to run well.　　When a hierarchy had to exist, Hayek's insights explained why bosses should want to get a real assessment of what was going on at the bottom (they didn't get it), and that subordinates should be happy to provide that information (they don't). For all organizations, making things worse is that each layer is performing the same story. Every middle manager is another obstacle to the flow of truth to the top.　　Wise managers work hard to keep information flowing freely, but many people are more willing to step up their barriers by seeking quiet privacy. One of the FT's authors once told a story in his own column: One day when he arrived at the office, he found a bottle of water on his desk, a bottle on every other desk in the 11-storey building, and a small card beside it, with a string of yellow dots, Depth from the most pale lemon to the deepest ochre. They represent the color of the urine, depending on the amount of water. This is done to let employees know whether they should increase the amount of drinking water.　　The card warns that dehydrated employees are inefficient. This is obviously the most extreme example of treating an employee as a baby, without worrying about it. In my experience, even the youngest child can find out in a very effective way whether he is dehydrated-no need to bring a yellow card to the toilet: if you feel thirsty, the child will have water to drink. In a whole building, no manager dares to stand up and say, "What do we mean by this?"？ Or: It's all nonsense.　　Because this decision is the leader after a certain training to come back to decorate the work. In fact, most organizations are unable to stop the leaders ' "nonsense" and the indifference of the different views of the people. Of course, in our China, there are "Shine", "bitter", "heeded" such as the old adage, the question is apart from personal cultivation, how do we through the management of the Organization, let these candid advice in the organization to play a greater efficiency?　　So companies will instead pass the "360-degree" assessment system, such as the "brainstorming" meeting at GE, Welch, or anonymous advice cards, to encourage bottom-up feedback, and the question is, what else is there? Finally, let us go back to the first story of this article, as far as I know, when everyone out of the office of the leader, there is an old comrade came back, asked the Mister: "Leadership, I would also like to ask, we pay the master to do what?" "The leader was silent for a moment, smiled and said:" You please come back to us, we will not finish this meeting na! ”