Social scientists, after studying 250 of the greatest military, religious, philosophers, artists, and scientists, have found that there are 20 conditions for being a great man, and here I'll condense them into 5:
intellect. A high IQ is the first condition for an outstanding person. It turns out that to be great, you can't do it without a clever mind.
Supervisory power. Supervision is the ability to count on the ability to make an order, a work, be carried out as one wishes through various means.
assertive. Self-confidence refers to a person's appropriate, moderate confidence in themselves. Since it is moderate, it cannot be excessive, and excessive is arrogance; nor can it be inferior, and if it is not enough, it is inferiority. Self-confidence is one of the important hallmarks of mental health and a psychological trait that a person must have to succeed.
Be proactive. In order to achieve the goal, always be able to face all challenges proactively, show extraordinary courage and enterprising.
decisive. Be able to do things consistently and courageously, and as soon as your thinking is mature, you can start to do it immediately, rather than starting to do it and then cowering.
Successful middle-level cadres generally have the following habits when dealing with things:
Be proactive. In order to achieve the goal, have the courage to face new challenges and take responsibility.
The main thing is first. Focus on getting the most important things done first, encouraging individuals to take positive action and optimize the mix.
Win-win thinking. Encourage the search for solutions to conflicts, help individuals to find mutually beneficial solutions and enhance collective cohesion.
Know thyself and know thyself. By developing listening skills, the ability to understand and communicate is enhanced, thereby increasing the level of trust between each other.
Constantly updated. Ensure continuous renewal, prevent exhaustion of work or lifestyle, and increase productivity through continuous improvement in the four aspects of interpersonal, physical, mental and intellectual.
Of course, there are many ways for middle-level cadres to enhance their personal charm, and different people have different emphases. What we want to emphasize here are the following aspects:
First, don't be too opinionated.
Middle-level cadres must be broad-minded, and the so-called "embraces all kinds of rivers and rivers, and tolerance is great," that is to say, they must be able to accommodate different people and different opinions, and they must be able to adhere to principles and handle them flexibly. Some middle-level cadres are more irritable, especially when others raise objections, the first reaction is to refute, which not only cannot solve the problem, but also may intensify the contradiction. So in some cases, it is necessary not to be too stubborn and not to rush to express your opposition.
Second, don't always think you're right.
Many middle-level people are always stubborn in thinking that they are right, they are experts, and they are dismissive of the opinions of others, especially the opinions of young people, which makes people feel that it is difficult to communicate, and sometimes they want face, and they are obviously wrong and will never admit it. As everyone knows, leaders who can admit mistakes and have the courage to take responsibility are the most loved by subordinates, but unfortunately many people can't do this.
Third, don't easily blame your subordinates.
There is a Wave theory in behavior that says that when subjected to many criticisms, subordinates tend to remember only some of the previous ones, and the rest do not listen, because they are too busy thinking about arguments to refute the previous criticisms.
When problems arise, the middle level is often very blunt, angry, and does not give subordinates a chance to explain, or although they are allowed to explain, they actually do not listen to anything. It's not wrong to be blunt, but the problem is that a lot of times things don't look like you see or imagine.
As a manager, you should calm yourself down as soon as possible and listen to the opinions of your subordinates very rationally. If things are related to yourself, you must also take the initiative to assume your responsibilities; or although it has nothing to do with yourself, you must also show that you are willing to take responsibility. Blindly finding and emphasizing the mistakes of subordinates and demanding liquidation is only the practice of incompetent managers. In short, always staring at the mistakes of subordinates is the biggest mistake of managers.
Fourth, maintain a moderate degree of majesty.
A good-natured, kind middle-level person may not necessarily get everyone's support, because subordinates often think that you are a good friend, but not a good leader. Therefore, the successful middle level is a combination of grace and power, and when with subordinates, we must maintain the moderate majesty of the manager. This "kindness" does not mean "being kind to others and sympathizing with the weak", which may be a good quality in daily life with colleagues and friends, but it is not necessarily good for the identity of the middle level. If you look closely, you will find that no manager will "sympathize with the weak" at work. What does the middle layer do? It is to influence subordinates with personal charm and let them work for you. What you should do is: do not do the work for the subordinates, just set goals, point out the direction, supervise and inspect, reward the good and punish the bad, and so on.