1. Clear goals

Successful enterprises should have appropriate plans. For sales business lines, clear goals mean implementing indicators. Accurate and implementable indicators are the basis of budgeting, policy making and incentive assessment, and the most important thing in sales management.

2. Set the goal of "jumping up and reaching" for employees

I once read a classic management article called Jack? There are 51 Welch management methods, one of which is to set goals for employees that can only be reached by jumping. This is Jack? Welch's common ways to motivate employees' potential. He once said: "In my management career, I have constantly provided challenging jobs for every employee, which has created great general employees, and then they have created great products and services." Jack? Welch's challenging work is the goal of "jumping up and reaching".

3. Good communication

If you go in the wrong direction, there will only be one consequence: you are not planning how to succeed, but how to fail.

if there is one thing that can make employees know more about the direction of implementation, it is good communication. Passing decisions to employees at all levels, helping them understand the goals to be achieved and gaining their support are the guarantee of success.

4. Being good at giving execution instructions to subordinates

Giving orders is one of the daily work of leaders, and it is also an important skill for leaders to manage effectively. It is like a scepter of a leader, which is intended to show his authority and ability. Many tasks of leaders are accomplished by issuing orders to subordinates. Without issuing orders, leaders either do nothing or do things themselves, and both of these situations are contrary to their leadership responsibilities.

5. Optimism and optimism? Trust

managers always face difficulties and challenges, and whether they are optimistic and confident plays an important role.

The core of optimism and self-confidence is actually a sense of control over one's work and life. If one thinks that opportunities and results are in one's own hands, there will be no insurmountable difficulties as long as one acts. Obviously, he can bring higher morale.

6. Praise is the best encouragement for subordinates

Most people in society work conscientiously in a certain unit or a certain group, and everyone cares about the evaluation of their superiors. Praise for themselves is the best reward for subordinates. So as a leader, you should learn to praise your subordinates, which will encourage them to work harder. Of course, you are the leader who benefits the most.

7. Criticizing subordinates depends on the occasion and object

There is nothing wrong with criticizing subordinates, but you should master the skills of criticism. Otherwise, the criticized subordinates will not be convinced, but will fear you! When criticizing subordinates, you should look at activities and objects. Don't put a third party on the spot when criticizing. Don't criticize the general faults of subordinates in public, especially in front of other subordinates. If other people attend, it will increase the psychological burden of subordinates and affect the attitude of being criticized.

8. It is unwise to turn punishment into personal attacks. Managers may know that punishment and blame should be directed at employees' mistakes and substandard achievements. However, it is easy to post inappropriate or exaggerated comments that cause staff protests. Managers should pay attention to both written expression and verbal punishment.

If you can use this information properly and effectively in the conversation, you can make employees realize that you value yourself, at least you are interested-instead of punishing them impulsively.

9. Let your criticism soft land

Hard landing criticism has destructive power, but soft landing criticism is often beneficial to work and helps to solve problems gently. Therefore, as a manager, we should be alert to the dangers of hard landing criticism and be aware of the benefits of soft landing criticism. When managers criticize subordinates, they can not only attack by innuendo, but also criticize subordinates by "confusing the false with the real, the imaginary with the real, and the implication". Of course, when criticizing the soft landing, don't say false words, please deliberately, and don't abandon principles. Only by attaching importance to principles and fully respecting each other can we make each other accept it gladly and embarrass each other. Therefore, when leading cadres criticize their subordinates, they skillfully make their criticism turn a soft landing, which has tried and tested effects on harmonious interpersonal relationships.

11. Last but not least, leaders should learn to appreciate the brilliance of each employee.