1) Strong middle-level enterprises are strong. The middle level is the right-hand man of the enterprise, however, this is not the case. In the eyes of enterprises, the middle layer has become a "megaphone" and the middle layer has become a "fault". The boss is confused, and the middle level is confused. What should I do?

2) Many middle managers only play the role of technical experts or "leading soldiers", most of them are star players, and they don't really play the role of supervisors. Solving the middle-level crisis is the focus of enterprise management today. 1) By changing the middle-level thinking and working style, the self-management ability of middle-level personnel has been significantly improved, and the effectiveness of the team and organization has been fundamentally improved from the inside out.

2) Improve the execution of middle-level cadres through actual combat training, cultivate a proactive spirit, be more brave in facing challenges and taking responsibility, and become the pillar of enterprise organizations.

3) By teaching specific management methods and skills, let the middle-level understand the leadership art of effective communication, encouragement and authorization, so as to build a middle-level backbone team that can "lead troops to win the battle". Improve middle-level professional quality. 1. Do your best.

1. Mentality management: open the window and see a new world;

2. Arm yourself: swim with sharks;

3. Enjoy work: make work a happy production base;

4. Unity of knowing and doing: thoughts are released and actions are produced.

Second, how to win at the middle level.

1. Focus on contribution: What can I contribute?

2. Pay attention to implementation: speak with results;

3. On-site things: solving problems on the spot;

4. Eliminate waste: reducing costs means increasing profits;

5. Give full play to your strengths: Give full play to everyone's strengths (superiors, subordinates and yourself).

Third, find your own position: do things right and do the right thing.

1. Insufficient review: eight major sins of middle-level bad and misunderstanding;

2. Management cognition: What should middle managers do?

3. Middle-level positioning: three major tasks and three major realms of the middle level;

4. Case discussion: What's wrong with director Chen's role?

5. Software upgrade: from technology to management, from management to leadership. Improve the management skills of middle-level cadres. Fourth, master your own time: how to work efficiently?

1. Busy blind busy: Why do you always have no time?

2. Recognize the problem: managers' time pressure;

3. Managing time: how to control and control your time;

4. Efficient work: results-oriented time management strategy:

5. Case discussion: A. What is the problem in Ren Lin? B.how does manager Xiao arrange his day?

5. Effective communication: How to motivate actions and achieve results?

1. The ultimate goal: to motivate the other party to achieve results;

2. Three steps: encoding, decoding and feedback;

3. Basic principle: Say what the other party wants to hear and listen to what the other party wants to say;

4. Communication strategies: five strategies for effective communication;

5. Practical training: Who shares it best?

6. Be good at inspiring others: How to make subordinates full of enthusiasm and passion?

1. Basic principles: grasping sugar principle and Ma Si Nuo's hierarchy of needs theory;

2. Incentive menu: four different personality types of incentives;

3.2 Key points: immediacy and creativity;

4. Practice exercise: train your sincere praise;

5. Brainstorm: Write down 10 kinds of operable small incentive strategies.

7. Being a coach cadre: How to cultivate a "winning" team?

1. Understanding Coach: What is a coach?

2. Note: How to be a good coach?

3. Daily teaching: "three taboos" and "three questions" in middle management;

4. Manage monkeys: Don't let monkeys jump back to the three key points on your back;

5. Teach subordinates: 7 steps of resignation management. How to become the new force of the eighth team? Building a team fighting for results: how to shape the team's execution?

1. What is a team? A comparison between a good team and a bad team.

2. Solving the problem of aging: five breakthroughs

3. Dealing with conflicts: five ways to deal with team conflicts

4. Effective authorization: 4 authorization types and 5 authorization levels.

5. Real implementation: action with results

6. Strive for results: the definition of results; Lock the responsibility; Formulate steps; Follow-up inspection; Critical assessment.

7. Don't ignore simple things, have persistent spirit, pragmatic spirit and down-to-earth attitude.

Performance black hole: employees' negative behavior: 1, being late, leaving early and asking for more leave.

2, rebellious psychology, love to complain. 3. Spreading negative remarks "hell thoughts". 4, perfunctory, doing nothing (QQ generation). 5. Leave the team. 6. indifference and lack of enthusiasm.