As a leader, the best way to exercise is to fail. Nothing can exercise people more than experiencing failure.

To really be an excellent leader, you must have excellent qualities in all aspects of work and life. In a sense, leaders must be ideal role models for all employees. Isn't this just what people usually understand? De? Does that mean it's equally important? Wisdom? . The basic quality of leaders directly determines the basic quality of employees, as the saying goes: stupid? Will be in the absence of Qiang Bing? Wisdom? There will be no weak soldiers under his command. This problem is very important, but it is often ignored by us.

First,? Leadership? Standard of

It is generally believed that a successful manager must have all the qualifications? Leadership? Ten criteria:

1. Create an atmosphere. Be proud of your own enterprise, treat your work with enthusiasm, drive employees with enthusiasm, and guide employees to give full play to their talents. We should be good at triggering internal competition mechanism and stimulating employees' vitality. An enthusiastic person will work happily. He can radiate a healthy mentality and spread it to people around him, making them more efficient workers.

2. foresee the future. It is necessary to have a certain foresight on the development of enterprises and the prospects of the market, and earnestly grasp the future development direction. If you want to have an advantage in strategy, you must have a deep insight into the competitive environment.

3. Pay attention to practice. Work must be vigorous and resolute, and what you think is good must be put into practice immediately. Don't think too much, or you will often lose more. Without practical actions, there will be no outstanding achievements. Action is gold.

4. pursue Excellence. We should strive for perfection in everything, and strive to achieve 100%. We should constantly improve ourselves, develop enterprises, update our concepts and upgrade our subordinates. Right? Not the best? Don't even look. In short, we should pursue Excellence.

5. Keep your promise. As a decision maker, you must never promise anyone what you can't do. At the same time, be consistent in words and deeds, and be responsible for every action and decision. We should use our own practice to motivate our subordinates and cultivate their sense of responsibility. Tell subordinates clearly what they must achieve and guide them to objectively evaluate their performance.

6. Control employees. For new employees, we should patiently teach them how to think and how to work. In terms of controlling employees, it was tough at first, and then it was slightly relaxed. The initial tough control can show your control, and then a little relaxation will make subordinates appreciate you. Employees should be treated regardless of their relatives and friends, and their self-esteem should not be dampened.

7. Encourage criticism. Can accept criticism and listen to different opinions. Big mistakes are often accumulated by small mistakes, and you must not be careless. Employees should be encouraged to speak out about misconduct in the organization. If an employee makes a mistake or negligence in his work, he should clearly point it out to himself. Any problems that arise should be reviewed and studied in time and effectively solved.

8. Avoid dictatorship. It is particularly important that personal interests should not be put above the interests of the Organization. For many large enterprises, dictatorship is often their achilles heel.

9. Share the honor. Don't show off, don't be greedy. It is very wise to share the honor with colleagues. Showing off yourself too much often backfires. Willing to do things that don't cost much, willing to be promoted to subordinates instead of yourself.

10. Strengthen communication. Be good at communicating with subordinates, because poor communication often leads to gossip and misunderstanding.

Second,? Leadership? The role of

As long as the management is correct and the working atmosphere is good, employees will go all out to work. Excellent enterprises need excellent managers, and excellent managers are the basis for the successful development of enterprises. What kind of person to choose to join the enterprise management team fully embodies the characteristics of an enterprise. It is necessary to cultivate and instill clear goals within the enterprise organization and create an exciting working atmosphere.

Enterprise managers must become one with their employees and never engage in personality cult. This is because many employees are very disgusted with the dominant managers in the enterprise organization.

Ericsson defines managers as: managers = business operators+operation managers+capability developers. Ericsson emphasizes that managers should play a key role in human resource management. Managers must first pay attention to and devote themselves to business work, must devote themselves to the management cycle from planning, execution, audit to improvement, and must constantly develop their subordinates and their own abilities. At the same time, managers must also pay attention to cultivating and shaping a good team atmosphere to improve the effectiveness of the organization. Ericsson attaches great importance to management planning to prevent the company from management faults and management vacancies due to various departments. They select the candidate team of managers through the employee competency evaluation system, organize training and development, and boldly appoint qualified personnel, so that they can get enough exercise and training in management.

More often, the role of leaders is to motivate subordinates. In Panasonic, it is an important principle to hand things over to subordinates. Under normal circumstances, in order to avoid some shortcomings caused by thoughtlessness or lack of skills, bosses are often used to instructing subordinates what to do. However, Panasonic's leaders believe that if the instructions are too detailed, it may make subordinates blindly dependent. One command and one action of machinery is far from improving work efficiency, let alone cultivating talents. In personnel training, the most important thing is to guide trainees to think repeatedly, make plans and strategies in person and put them into practice. Only independence can be independent. For a leader, the most important task is to stimulate the autonomy of subordinates, so that everyone can work independently, instead of becoming a puppet of obedience.

There is no doubt that hard work is a good quality. But as a manager, this is not enough. A successful manager should be one. Leadership? Their value is to drive a group of people.

Third, personality charm.

Oriental Hotel in Bangkok, Thailand was rated four times by International Investor magazine? The best hotel in the world? . The great success of hotel management and general manager Kurt? Wachter and fyt were inseparable.

Mr. Cooter runs the Oriental Hotel like a big family. What is the secret of hotel management? Everyone runs a restaurant? . In addition to a set of effective management measures, Mr. Cooter's personality charm also makes him handy in managing this world-famous hotel. Although he has been the general manager for decades and is the highest person in charge of all hotel affairs, he never puts on airs and is kind to ordinary employees. Any employee who has difficulties or problems can talk to him directly. He is very famous in Thailand and has been awarded many awards by the Secretary Union of Thailand. Manager of the year? . In order to connect employees' feelings and let them work for the hotel, Mr. Cooter often organizes various activities for employees and their families, such as birthday parties, sports meetings, Buddhist ceremonies and so on. These activities have virtually narrowed the distance between departments and between superiors and subordinates, promoted the enthusiasm of employees, harmonized relations and improved the work of hotels. In the Oriental Hotel, all employees, from the janitor to the cashier, have a sense of honor in running the hotel well. In addition to the generous salary, employees also enjoy many benefits, such as free meals, year-end? Red envelopes? Emergency loans, medical expenses, year-end leave, occupational insurance, etc. These are undoubtedly an extremely important measure for employees to actively serve the hotel.

Teaching by example is more important than teaching by example. Fukuichiro Honda, the founder of Honda Technology Research Industry Co., Ltd. in Japan, always takes the lead in doing things by himself whenever he encounters difficult things. So young people in the company admire his exemplary style. 1950 One day, in order to talk about an export business, Shoichiro Honda and his colleague Takeo Fujisawa hosted a foreign businessman in a Japanese restaurant in Hamamatsu. Foreign businessmen accidentally dropped their dentures when they went to the toilet. Without further ado, Shoichiro Honda ran to the toilet, stripped off his clothes, jumped out of the cesspit, carefully fished slowly with a wooden stick, and finally found the false teeth. Then, he cleaned it repeatedly and did strict disinfection. Back at the banquet, Shoichiro Honda personally tried it and danced with joy. The foreigner was very moved by this incident, and the business was naturally a complete success. Takeo Fujisawa witnessed all this and was deeply moved. He thought he could cooperate with Honda Tomichiro for life.

Example can play an obvious role in encouraging, thus promoting the development of all work. What is the core problem of example motivation? In other words, managers of enterprises should set an example. Facts have proved that every move of enterprise managers will often affect the enthusiasm of employees and leave a deep impression on them. Many enterprises carry out activities to evaluate the advanced and establish typical models, which set an example for employees and formed a positive corporate culture atmosphere.

Regarding personality charm, most managers usually think the following points are crucial:

Being a model of observation system is an important content of example. As a leader, you must never be above the system. If leaders can consciously abide by the system, employees will not easily violate the system. If the leader doesn't abide by the system, his subordinates will follow suit step by step.

Duplicity is the taboo of management. As a leader, being consistent in words and deeds and outspoken can gain the respect and trust of employees. Many times, the difference between words and deeds will seriously affect your management effectiveness. If a person makes a mistake, but you beat around the bush, say something irrelevant, or even praise him unprincipled, it will confuse the person who made the mistake. It goes without saying that people will be despised on any occasion.

A good leader should appreciate the talents and achievements of his subordinates as much as possible, give the honor to his subordinates as much as possible, and put himself behind, so that his subordinates will do their best for you. If your vanity is too strong and you suppress your subordinates everywhere, it will inevitably cause general resentment among your subordinates.

It is impossible for a person not to make mistakes as long as he works. The key is whether he can admit his mistake and correct it. If a leader dares to admit his mistakes and correct them, he is a great man. In fact, people will respect those who dare to admit their mistakes and correct them.

Fourth, the power of trust.

Everyone knows that trust can produce a kind of power. However, in many enterprises, the crisis of trust has become a very common problem. Therefore, repeatedly emphasizing the role of trust is of great benefit to people's management. As an operator, we should boldly believe in the great power generated by trust. In an enterprise, if employees are always suspected and monitored everywhere, it is impossible for them to do their best for the company.

Douglas? McGregor once said: Once I know that the other party will not misuse me carelessly or unintentionally, intentionally or unintentionally, I can put my situation, my status and my dignity in this group with complete confidence, and I can put my relationship, my job, my career and my life into the hands of the other party. This is the beginning of a virtuous circle. ?

In the case of business failure, we often find some leaders giving orders directly to the grassroots. Facts have proved that this practice will seriously dampen the enthusiasm of grassroots leaders. Experts who study human resource management point out that you have to go through the heads at all levels in everything, but you can't assign work beyond your authority. If you put someone in charge of a job, never make a decision before consulting him or give orders directly to his subordinates. If you must deny his opinion, you should ask his opinion first. Otherwise, you will deprive him of his position and power, leaving all the work that should belong to him on his shoulders. Don't spend too much time helping the department heads below. You are not helping him, but will hinder and interfere with their work. Therefore, it is the best way not to interfere with the work of subordinates and let them do it themselves. Work arrangements that exceed the authority often lead to the lack of prestige of department heads, and the most likely terrible result is sabotage, and the whole enterprise will gradually relax.

In essence, concretizing trust means doing what should be done. Welch, president of American GE Company, believes that business leaders must? Busy? Some meaningful work. Welch said? I heard that he works more than 90 hours a week. I said to him:? You are completely wrong! Please write down 20 jobs that keep you busy for 90 hours a week and check them carefully. Do you find that at least 10 jobs are meaningless or can be asked to do for you? . Frankly speaking, I am particularly disgusted with formalism. Have business leaders praised it? Diligence? And ignore it? Efficiency? , pursue? Quantity? Without asking? Income? . ? Diligence? This is a necessary condition for success, but only if? Do the right thing? With what? Must you do it yourself? Only when it has positive significance. Why are we not here? Diligence? Ask yourself before: Is this necessary? Do I have to do it? Welch believes that business leaders should spare some time and energy to find suitable managers and stimulate their work motivation. He emphasized that people with ideas are heroes. His main job is to dig some? Good idea? And then what? Perfect them? And then what? Extend them to every corner of the enterprise at the speed of light? . He firmly believes that his job is to hold a pitcher in one hand and fertilizer in the other to make everything flourish.