1. Successful managers should possess five abilities

Anyone can become a manager. But not many people actually become excellent managers at work. This is because most people do not pay attention to the issue of "management ability." Managers must have better abilities than non-managers, and these abilities are not mysterious. They can be roughly divided into five types:

1. Motivational ability

Excellent managers must not only be good at motivating employees, but also be good at self-motivation. In order for employees to fully utilize their talents and work hard, it is necessary to change what employees want me to do into what I want to do. The best way to achieve this transformation is to motivate employees. If we arrange work for employees in an motivating way rather than a commanding way, we can make employees feel their own importance and sense of accomplishment in their work.

2. Interpersonal communication skills

A successful manager not only needs to know how to do things, but also how to communicate and communicate effectively with employees. It is difficult for an authoritarian and unreasonable manager to be convinced by employees. Effective communication and communication can enable managers to understand employees' ideological trends in a timely manner, shorten the distance between themselves and employees, unite others, and enhance centripetal force. and the cohesion of the enterprise, so that employees can better unite to serve the enterprise.

3. Conceptual ability

Conceptual ability is also called conceptual skills. It mainly includes the ability to observe and analyze complex environments and management issues; the ability to handle and make decisions on overall, strategic, and long-term major issues. Ability; ability to respond to sudden emergency situations, etc. This ability is extremely important for the strategic decision-making and development of the organization. This ability is also a must-have for a successful manager. Only managers with this ability can better conduct management analysis and decision-making to fully achieve good management results.

4． Innovation ability

Today, with the continuous development of socialized mass production, increasingly fierce market competition, and the emergence of a knowledge economy, the times have posed severe challenges to the abilities of managers. Some people may have seen a famous case in American textbooks. Let’s talk about two leather shoe salesmen, one from the United States and one from the United Kingdom. Generally speaking, Americans are more pioneering and innovative, while British people are more conservative. So when a British leather shoe salesman came to the African troops and saw that everyone was barefoot, he immediately sent a telegram to the headquarters saying that there was no business at all here. The second American leather shoe salesman was very innovative and pioneering. He came to the same tribe and saw the same phenomenon and told the headquarters that the business here was very good. Because if everyone buys a pair, the market will be huge. The phenomena seen are the same, but the conclusions drawn are completely opposite. Explain the difference in thinking styles. The American promoters later thought and designed a plan. I hope the headquarters will send 100 pairs of gift shoes first. These one hundred pairs of shoes are divided into three parts. The first part is given to powerful officials, the second part is given to rich and powerful bosses, and the third part is given to knowledgeable people, experts and professors. The leather shoes of the director, who is an official, are very comfortable to wear, and the rich director and section chief want to buy them. The professor's leather shoes look very stylish, and wealthy students may buy them. Finally, guiding consumption and creating the market is an important manifestation of innovative thinking. Relatively speaking, a manager with certain innovative capabilities will bring more opportunities for economic benefits to the enterprise.

2. A successful manager should be "good at governing"

In short, a leader who is good at managing an enterprise should learn to weaken himself appropriately and cultivate a group of trustworthy people. Only through effective delegation of senior managers can the entire team be full of energy and the organization gain momentum for sustainable development. There are three elements of good "good governance" leadership:

1. Appropriate "invisibility"

There is such an image metaphor: When an enterprise is in its infancy, the company presents a triangular state , the leader acts as a general, giving orders, calling the shots, and strongly promoting the forward development of the enterprise; as the company matures, the organization should become a concentric circle, with the leader implicit in this circle, becoming the "backbone" and spirit. The core and soul of the organization weakens and hides itself in exchange for the strength of the organization. Therefore, a leader who is good at governance must be someone who knows how to make himself “invisible” at the appropriate time. And a leader who always plays the role of a general and takes the lead in everything may not necessarily be a successful and wise leader.

2. Learn to be "lazy"

Just as you hide yourself in order to highlight others, you are "lazy" in order to make others work hard, because management itself is the knowledge of guiding others to do things. A successful manager's purpose of weakening himself is to effectively influence others, consciously and diligently do things that should be done well or even poorly, and fully stimulate their sense of responsibility and work potential. In this process, employees who show a strong sense of work responsibility and outstanding work ability can be focused on training and entrusted with important responsibilities. The more the company develops and the business becomes more complex, the more leaders must weaken themselves and pay attention to their supporting role in the overall organizational operation rather than their substitute role.

3. Do the most important things

Some companies are troubled by the "barrel effect", where the shortest piece of wood determines the capacity of the barrel. The same is true when it comes to management. The weakest function becomes the main obstacle restricting the development of the enterprise. Therefore, only by learning to prioritize and focus on important areas and weak areas can work efficiency and work quality be improved. Konosuke Matsushita once said this: "When there are 10 people, you walk at the front; when there are 100 people, you walk in the middle; when there are 10,000 people, you can only pray for God's help." In daily work in the company During the operation, you can't see the leader's waving fingers, commanding tone, or suspicious eyes, and when others are running in an orderly manner under his management, that is when the best state of management is reached.

3. A successful manager needs to continuously improve his professional quality

To be a successful manager, you also need to pay attention to constantly improving your professional quality at all times. This is not much different from general managers or senior staff.

Improving one's professional quality is not just about "showing off" or expressing oneself, but the most important points are two points: first, it is conducive to constantly summing up experience and improving performance; second, it is conducive to further motivating yourself to do better and be more outstanding!