What kind of leadership is worth following? This is a topic that is never tired of talking about in the field of management.
Every workplace person, if you want to develop, you must polish your eyes, choose the right leadership, talent and hard work will have real output results.
So what kind of leadership is the right leader? In this article, Hu Hao, a partner of management knowledge content and a well-known management consultant, believes that it can be summarized in four words: can win the battle. The so-called "being able to win a battle" needs to be judged from three angles.
Enjoy the following:
Common sense jun | have something to say
Author: Hu Hao
Source: Common Sense of Management (ID: Guanlidechangshi)
Almost everyone is eager to have good opportunities in the development of the workplace, but they subconsciously believe that opportunities are elusive and quietly coming, as long as they work hard, one day the opportunities will fall from the sky like a blind box.
In addition, most people in the workplace do not have a clear idea of what kind of opportunities they need, they are passive, if asked what kind of opportunities they need, the answer is nothing more than the following:
Good job vacancies, their own chances of rising;
New projects are valued and they may be chosen to be responsible;
Someone suddenly picked a pick, and the leader's eyes shifted to himself;
Customers who thought they were small, but quietly brought large orders;
… …
All kinds of good wishes, in fact, are not real opportunities, just people hope that they will encounter good results, after all, dreams rarely come true, it is not difficult to understand why few people in reality can seize the opportunity.
Lao Hu believes that the opportunity that can really be used for you is not to give you a result, but to let you enter a good track or environment, and to fully exert your ability to win a good result.
Therefore, for professionals, the biggest opportunity is to follow a leader who can win the battle, so that your efforts in the organization will be meaningful and have the opportunity to win appreciation and development.
Only a leader who is bent on winning the battle will create a culture, organizational structure and mechanism that can continuously win in the competition, and can bring opportunities for the development and success of the entire organization and members.
Leaders who can lead the team to win the battle have many common characteristics, Lao Hu summarized three of them to share, when judging that you encounter a leader who can win the battle, you should do your best to participate in the "battle" of his leadership.
01
Leaders who win battles have self-confidence
But not arrogant
Many leaders confuse self-confidence with arrogance and mistake arrogance for self-confidence.
Self-confidence is a positive attitude in self-evaluation, is the confidence of their own strength, convinced that they will be able to achieve the goals they pursue, the leader's self-confidence will produce attraction to team members, bring talents together.
Arrogance is self-righteousness, only oneself in the eyes, and repulsiveness in the team, making people farther and farther away.
I have met a very arrogant business owner, in his eyes all employees are inferior to him, thinking that so many people are because he has food, so it is a way to teach and reprimand anyone.
Gradually there was a loss of cadres and backbones, and he never cared, thinking that he had started a business to bring up this gang of people, leaving himself nothing.
The biggest feature of arrogance is that they can't listen to opinions, and only they are right in the whole world.
Due to the continuous loss of talent and the intensification of competition in the industry, the boss watched the market he had laid shrink and decided to make a new product production line.
Several of his subordinates advised him to be cautious, seeing it as a transitional product with a huge investment but a short life cycle.
How can an arrogant boss listen to his subordinates? He believes that these people are unwilling to change, unwilling to accept the challenge, but ask for a quick start, soon the production line is introduced and can be officially put into production, the boss is proud to tell the team:
The revenue of this production line will recreate a company, you have no vision, market competition must dare to make decisions, quick decisions, time is everything.
However, in less than half a year, the industry has undergone earth-shaking changes, the next generation of products has been rapidly launched and popularized, and the company's production line does not have the ability to upgrade, the investment is bloody, and it is on the verge of closure.
If you follow such a boss, no matter how generous the salary, it will not give you a future, even if there have been successes in the past, but it will be short-lived.
And what is it like to follow confident leadership?
The book "Winning the Battle" describes this scene:
At noon in 1994, when Huawei employees were eating in the company's canteen, Ren Zhengfei suddenly rushed out of the kitchen, wrapped in an apron, holding a spatula, and shouted in a somewhat hoarse voice: "20 years later, the world's communications industry is divided into three worlds, and Huawei has one!" ”
The employees were stunned at first, and then they applauded in unison.
By 2012, Huawei's sales accounted for about 1/3 of the global market, ranking second in the industry, and ranking first a few years later.
Huawei's success is not because of Ren Zhengfei's sudden shouting of this sentence, but because the leader has a strong desire to achieve and strong self-confidence, and in order to achieve the goal, he constantly polishes the correct strategic direction, continuously optimizes the organizational mechanism, continuously improves the ability of employees, and gathers all people into the process of winning the battle.
Elon Musk is also a role model of confident leadership, and he firmly believes that Tesla can succeed, once saying: "The bull I have bragged about usually happens, it may be late, but it will never be absent."
Leaders with strong self-confidence will have a more open mind and a higher pattern, the enterprises they lead will always be in the upward development channel, and the workplace people will strive to enter such enterprises to make their careers develop faster to the expected heights, and will also gain value because of their participation.
02
Leaders who win battles can gnaw hard bones
Instead of loving to pinch soft persimmons
Leaders who can win battles are definitely not people who love to pinch soft persimmons, they often face difficulties and see every difficulty as a step to success.
They don't draw a grand blueprint and let the team work hard, they are the ones who can gnaw the hardest bones in the organization.
When leaders dare to gnaw hard bones and win new developments from difficulties again and again, they will give the team great strength, which is an unparalleled motivating force, and the team will also feel the true meaning of winning the battle:
The most valuable victory is not the completion of the work with all the conditions in place, but the victory won in the crisis, in the extreme challenge of the extreme challenge in the time of great pressure, and the potential strength of the people is aroused, such a victory will make the whole team produce a qualitative change and enter a new height.
Yanai is writing in the "Notes on the Cultivation of Operators":
"Leaders don't challenge, and members don't challenge. It is very meaningful to constantly challenge and constantly pursue a high standard of work style and lifestyle. To create the ideal team with a true belief in victory, it is important for leaders to take the lead in the challenge before inspiring the team. ”
Lao Hu himself has benefited greatly from "gnawing hard bones", and for private enterprises, it is never possible to lie flat, and if you do not advance, you will retreat.
When I joined a technology company as a managing director ten years ago, I found that the team was very weak, and although the company was profitable, almost all of them lacked motivation and did things step by step.
However, the existing business will be eliminated sooner or later if it is not upgraded as soon as possible, it is said that the previous several proposed business line expansion and existing business upgrades have not been solved, no matter how much the management emphasizes, the sales department has always made no progress in tapping customer needs, and the technical department is also busy with the support of mature business.
I had several one-on-one conversations with technicians and salespeople to find out why. Almost all of them answered me this way:
"We also know that the development of new business or business upgrades is good for the company, the original business has been very competitive, our advantages are not obvious, but the assessment of our performance, if we invest energy in a new direction, in case of failure will deduct our money, the previous general manager and branch heads know to call us to do, they themselves have not made any effort in this regard!"
I am very grateful to the employees for their honesty with me, in the final analysis, it is a management problem, I quickly adjusted the organizational structure, specially set up a new business research project team, composed of headquarters technicians and branch front-line technical and sales personnel, adjusted the performance appraisal method, more importantly, they need to see the leaders with them to invest in a matter full of uncertainty, to gnaw hard bones together, will let them really invest in.
I sent a company-wide email announcing that my personal year-end performance was related to new business development, and that the quality of business development (the number of standardized products formed for new business operations and the number of contracts signed during the year) accounted for 20% of my personal assessment, and I served as the project leader myself.
After receiving the email, hundreds of people in the whole company underwent a miraculous change, and everyone was asking each other if they had joined the project team and were actively concerned about the new business situation, which was far beyond my expectations.
The next step is to gnaw hard bones with employees, dozens of customer site surveys, wearing helmets in the high temperature equipment room to understand the operation of various equipment, to understand the customer's various difficult problems. Although I didn't understand technology, as the highest level of the company, I experienced the feeling of being soaked with my employees, and as long as I stood by their side, it was an encouragement to them.
For half a year, I participated in this at least 5 days a month, and discussed the plan after the research, so that the whole project progressed smoothly, achieved more than expected results, and the new business was recognized by many customers, and the company's business made great progress in this year.
What is even more gratifying is that the team's vitality has greatly improved, more talents have emerged, and they have obtained positions that can better play their value.
The following year, when I continued to do new business development and business upgrades, I no longer needed to be so involved, and the team already believed that only by doing so would there be a future.
In fact, I just did my own work, but also as a case to require all cadres to first have their own spirit of gnawing hard bones, I also firmly believe that when leaders are willing to lead the team to gnaw hard bones, the organization has development, the team has development, and talents can emerge.
03
Leaders who win battles cherish the team
Instead of leveraging teams
Winning the battle is not just about the determination of the leader and his own participation, but must rely on the team, which needs to be truly accepted by the team members to do a good job.
The relationship between leaders and teams is the same as that between people, whether they are sincere to people and whether they really stand on each other's position, the other party can clearly and accurately perceive.
Leaders who cherish the team see themselves and their members as one, while leaders who use the team always distinguish "me" and "you" very clearly, and members are willing to be used for various reasons (salary or other constraints), but their minds do not really stand with the use of leaders, and it is difficult to win when they really encounter a tough battle.
As Zeng Guofan said: "The famous generals of the ancient world will win the hearts of soldiers, cover those who are outside of money, and the future generations will make Mou Zhuan's grain and heavy salary as the heart of the caged soldiers, which is already shallow, and it is with Jin duo who is brave and ant-attached, and when the profit is exhausted, it is snubbed and scattered." ”
The leader who can really win the battle is to win the hearts of the people with good development prospects, opportunities to do things and sincere love for the team, in his eyes every team member is precious, and his cherishing of the members is prominently reflected in three aspects:
1. Cherish the energy of team members
The orientation of the leader determines the behavior of the team, and when the team members spend most of their energy on pandering to the leader, spending energy guessing and testing the leader's intentions, they are not effective.
How many organizations do employees prioritize the emergency response to customer questions with the response to leadership instructions?
Leaders who can win battles understand that protecting the energy of the team is in a sense protecting the combat effectiveness, and they will try their best to use the energy of the team members for operations, for events that are really effective for development, and reduce internal friction.
When explaining matters, they will not pretend to be sophisticated, and obtain the satisfaction of the superior from the "dedicated" speculation of their subordinates, but will clearly pass on their own purposes and requirements, so as to act quickly.
2. The original intention of managing the team is to make it more successful, rather than satisfying the "desire to control" of management
Team members in a "control" environment are difficult to develop, they dare not fully express their opinions, and they are also afraid of possible innovative measures, for fear of not meeting the control requirements of their superiors, and everything is passive.
You can look at how many of the company's performance metrics are designed to help employees do better and to help them realize their value in the organization? Or is it more of a control over their behavior and the use of this means to achieve results?
In the simplest example, weekly reporting will become routine in many businesses, but we only see cookie-cutter unilateral reports, in which employees carefully follow the leader's requirements to set what they will do, and in fact they can do far more than the report, much better.
The vast majority of superiors are only listening to reports and will only give instructions when they find that they do not meet their own requirements.
Such weekly reports can only be a burden on employees, who have no motivation, because they do not feel how good this work is for them, and they do not feel the support and guidance of their superiors.
3. Provide wholehearted support for the growth and development of team members
In fact, employees are very sensitive, and they can easily see whether you are really thinking about his growth and development, or whether you are acting only from the position of your boss.
Winning leaders pay special attention to passing on their wholeheartedness through two skills, one is to listen carefully, and the other is to try to mobilize resources to help subordinates, and constantly think about how to benefit subordinates.
In fact, as a professional, the important factors in choosing a company and being able to tell yourself that you should do a good job lie in two points:
One is that one's own opinions can be heard by superiors, which represents trust and respect;
The other is whether there is support for doing things, if you do it yourself everywhere, then where is it not good?
As introduced in the book "Winning the Battle", why can Huawei, a big team, always achieve key victories?
One of the reasons is the empowerment of front-line employees, a young employee with a grade of 13 can be given the power of the organization to "call" the cadres of the organs at the 21st level.
The former is the starting grade that can be reached in one year of campus recruitment, while the latter is a level that has not made sustained outstanding contributions, has not experienced more than ten years of experience, and is difficult to reach.
But because the former needs project resources, it can call the latter three times in the middle of the night, and the 21-level cadres must also answer the phone of this 13-level employee who has never known.
Only in this mode can employees dare to do things, maximize their abilities and potential, and thus win development, and the organization can always win the battle because of this empowerment.
Of course, there are many characteristics of leaders who can win battles, but they must have the three characteristics of self-confidence, can gnaw hard bones, and cherish the team, they can always win with the team, and even as Ren Zhengfei said, winning the battle as a belief.
04
Conclusion
Finally, I want to say a very realistic word to people in the workplace: don't think that you can't choose leaders at work, in fact, if you really want to develop yourself, you must polish your eyes, choose, or strive to be qualified to choose leaders who can win the battle, and your talent and efforts will have real output results.
Following a leader who can win a battle is the biggest opportunity for career development, because you can participate in winning the battle.
This article is authorized by the author "Common Sense of Management" (ID: Guanlidechangshi) original first published, reprinted please contact us.
【Further reading】