How do the hottest managers give full play to the

How to give full play to the strengths of managers and their subordinates (1)

if managers want to do effective work, they must start from their own strengths and pay attention to giving full play to these strengths and strengths

most managers I know, whether they are from government departments, hospitals, or business circles, are very clear about what they can't do. They are sometimes overly sensitive to things that their superiors don't allow, company policies don't allow, and the government forbids. Therefore, I often complain and waste my time and talent in complaining

effective managers will of course be concerned about the limitations they face, but they can always find that there are still much more things they can do and are worth doing than they think. While others constantly complain that they can't do this or that, they dare to practice boldly. As a result, the so-called restrictions that pressed other "brothers" out of breath were easily solved in front of them

an American railway transportation company is facing various government restrictions on the company, and the company management seems to feel that nothing can be done. Later, a new vice president in charge of finance came to the company, and he knew nothing about these "warnings". Therefore, he went to Washington to visit the "interstate commerce commission" and asked them to approve him to take several rather radical reform measures. "Most of the contents of your measures," the gentlemen of the committee said to him, "have not violated our relevant regulations. As for some other contents, we have to try them out first. If the effect is OK, we will be happy to support you in doing so."

"someone won't let me do anything." This statement is indeed questionable, because it is often used to cover up their own emotions. Even in places with various restrictions (in fact, people work and live under quite strict restrictions), there are always many important, meaningful and relevant things to do. And effective managers will take the initiative to find such things to do. If he asks himself at the beginning, "what can I do?" Such a problem, then he can almost certainly find: in fact, there will be many things to do, for fear of limited time and resources

how to make their own strengths work is also extremely important to cultivate people's working ability and habits

it is not difficult to understand how to work to achieve results. People who live to adulthood, of course, have a clear idea of whether it is good to work in the morning or at night. If you want to write a manuscript, do you want to quickly draw up a draft and then revise it, or think it over and over again word by word until it is finished? His heart is also very clear. If he wants to make a speech to the public, he certainly knows whether to prepare a speech draft in advance, an outline or an impromptu speech. He also knew whether it was better for him to join the committee or to work alone

some people only need a detailed outline at hand That is to say, after careful thinking in advance, he is particularly effective in doing work; Others only need a few rough hints. Some people work hard under pressure; Others can only work effectively in a relatively free time, and may be able to complete the task ahead of time. Adding this powder, some prefer "reading materials", while others prefer "listening" to oral reports. What are your characteristics? You know them best. It's as easy as knowing whether you are left-handed or right-handed

some people will say that these are superficial phenomena, but this statement is not necessarily correct. Many characteristics and habits can reflect the basic points of a person's personality, such as his view of the world and himself. Although these things are illustrative of the surface 2.2 formula, these working habits are also a factor in improving work efficiency. Most work habits can be adapted to all kinds of work. Effective managers understand this and will act as needed

in a word, an effective manager will strive to maintain the personality characteristics that he can basically touch the testing use of every industry, and will not easily change his image. He will carefully observe his performance and work effect, and try to find something regular from it. "What things do others take nine cows and two tigers to do, but I can do it easily?" He would ask himself. Drafting a report is just a piece of work for some people, but it will be even more difficult for others. Some people find it easy to draft the report, but it is very difficult to analyze the content of the report and make a decision at the end. In other words, he is good at being a staff officer, because the staff officer only needs to integrate the materials and list the problems. He is not good at being a decision-maker, because he has to be in charge of making decisions

some people know that they are good at working independently. They like to work alone from the beginning to the end of the project, and they also do well. Others know that they are good at negotiation, especially when they are in emotional negotiation, such as the negotiation between trade unions and employers. Of course, before each negotiation, he will make predictions about the requirements that the trade union will put forward, and he also knows the accuracy of these predictions

when people discuss a person's strengths and weaknesses, they rarely consider these situations. What they think of is only some subject knowledge or some artistic talent. However, people's temper is also an important factor affecting career success. Adults usually know their tempers very well. If he wants to be effective, he must spend his energy on what he can do and do it in his most effective way

how to deal with the advantages of employment is not only an attitude problem, but also a question of dare to practice. As long as we dare to practice, we can do better in employing people. Assuming that the power is fixed, it is inversely proportional to the engine speed. For example, we can learn to ask more "what is this person good at?" Ask less "what's wrong with him?" Then we can quickly establish a correct attitude, find out others' strengths, and make good use of others' strengths. As long as we persist, one day we will be able to ask ourselves the same question