Original He Hui et al. Zero Conductivity Leaderstyles
Included in the topic #Zero Conductivity "Know And Do" series
Zero-conductor "Know And Act" series five
The management of many companies has such a misalignment phenomenon: executives do the work that middle managers should do; middle managers do the work that supervisors should do; supervisors do the work that front-line employees should do. In many leadership development seminars, the most frequently cited challenge for senior managers is how to make the role of middle and grassroots managers more effective. Executives believe that the middle and grassroots managers they observe: First: too dependent on superiors, need to be more proactive and courageous. Second: too clear boundaries, need to be connected to each other, twisted into a rope. Third: Too much focus on business needs to inspire people and inspire a new generation of employees.
In fact, the above phenomenon in the enterprise management team has similarities with the family team. If we compare the top managers to the parents in the family team, the above behavior of their subordinate partners, middle-level and grassroots managers, is like the above-mentioned behavior of the adults who have not yet grown up - "parents baby", although they have begun to lead the team (have children at home), they need to independently undertake tasks and work goals (raising children), but they can neither get rid of the dependence on the superiors (parents), nor do they take responsibility for motivating and cultivating their own team members (their own children). Parents are responsible for the problems of "children", and they are also responsible for the problems of "subordinates". If you hope that middle managers will change from single-handed soldiers to generals who lead soldiers to fight, as their superiors, senior managers need to update their inner beliefs, from "achieving themselves" to "achieving others", or achieving themselves by achieving others, and "helping middle managers to get on the horse" and then "sending a ride" to ensure the success of their transformation. In order to accomplish this mission, the self-positioning of senior managers needs to change from "strong", "wise" and "wise" to "wise". Several client partners of the leadership journey summarized the differences between the above role positioners: "the power person", with his own strength; the "wise person", with the human power; the "wise person", with the wisdom of the person; the "great wise person", with the wisdom of the person. Top managers have different behaviors under different role positioning, which also has different impacts on the development of their subordinate partners, that is, middle-level and grass-roots managers.
"Do it yourself" is very clear, that is, you think for yourself, do it yourself, and do not need team participation. Newly promoted top managers are easy to be "powermakers" when they first take over their new positions. However, if this model is solidified for a long time, if it is not adjusted in time according to the new organizational situation, new reporting relationship, new management roles, and new task requirements, it will often make middle-level and grass-roots managers lose their way, and finally become their own. Of course, this does not rule out that senior managers with major management responsibilities still need to think about and do some things themselves.
If the self-positioning of senior managers is a "wise man" who "uses human strength", it is usually to think clearly about the solution first, and then give specific action instructions to the subordinate partners, only need to be implemented by the subordinate, and do not need the subordinate to use his own brain. Once they find that the team's execution is not in place, they can easily jump in and do it themselves, and become the team's nanny. Such a style of top management is needed in response to crises and emergencies, but if it becomes the main management style, it will make middle and grass-roots managers form awe and dependence, and bring management risks. Today's market is ever-changing, and the middle and grass-roots managers and the people they need to cooperate with are also ever-changing, and the psychological conditions are different. When encountering changes, if you only contribute your efforts and do not use your brain, either passively waiting, or coming back to ask for instructions and reports, such results can be imagined, and must not satisfy the senior managers. For any middle-level and grassroots manager who only has the opportunity to contribute, his sense of existence and autonomy is low, and his growth is limited. In the long run, the "wise" need to be well considered and closely followed up in every detail, which will lead to physical and mental exhaustion and unsustainability. Therefore, an efficient synergistic relationship cannot be established between senior managers and middle-level and grass-roots managers.
"Wisdom" here refers to mental power. Senior managers positioned as "wise men" will lead their growth by leveraging the ingenuity of middle and primary managers. "Wisdom of people" means that senior managers need to put forward expectations and goals, stimulate the initiative of subordinate partners, exert the independent thinking ability of subordinate partners, let them find ways to complete the work, and sometimes give clear instructions in order to achieve results. The senior managers positioned as "wise people" pay attention to the achievement of goals and results, hoping to leverage the ability of team partners to make up for positions, have a certain degree of authorization, and the ability of middle-level and grass-roots managers in trial and error and exercise will be improved. Moreover, commitment to results and focus make it easy for each other to be effective performers in their respective roles. After the ability of middle-level and grass-roots managers is improved, they will have a certain degree of trust and closeness to the superior senior managers positioned as "wise people", and they will usually give a positive evaluation to "wise people" in the dedication survey and 360 ° assessment. But in the age of disruptive connectivity, "human intelligence" is not enough to create consistent, superior team performance. The connection between the senior managers positioned as "wise people" and the middle and grass-roots managers still stays on the responsibilities entrusted by the role, focusing on the events, goals or results, ignoring the internal connections between the people behind the people and the roles. The best performance of middle-level and grass-roots managers is to lead the team to complete the set goals, it is difficult to have the motivation to achieve higher goals and dreams, and it is difficult for senior managers and middle-level and grass-roots managers to establish back-to-back trust and commitment. The biggest opportunity that the "wise" has lost is to train middle-level and grass-roots managers, stimulate them to grow themselves, and create greater value in the current management work.
Compared with the "wise person", the most important change of the senior manager positioned as the "wise person" is to still have confidence and trust in people in the face of uncertainty and crisis, and pay attention to people's hearts and beliefs while paying attention to implementation and results. Paying attention to people's hearts refers to understanding and insight into each other's internal needs and motivations, exploring and excavating each other's goals and values, respecting and accepting each other's equality and differences as independent individuals, and inspiring and sublimating each other's pursuits and dreams. The senior managers positioned as "wise men" pay attention to activating the self-stimulation ability of middle-level and grass-roots managers, and constantly explore and develop the internal resources of middle-level and grass-roots managers. By carefully discovering, activating, connecting and cultivating middle-level and grass-roots managers, they integrate with their lower-level partners into an organic whole in all aspects of intelligence, spirit, emotion and action. With such a connection, we can communicate sincerely and frankly when there is conflict, deepen the relationship of trust, and truly share the burden of gain and loss and achieve each other. Therefore, senior managers position their role as "wise people", not to draw big cakes, nag home or exchange privacy, but through spiritual and emotional consensus and recognition, let middle-level and grass-roots managers identify with organizational goals, visions and values from the bottom of their hearts, and lead their small teams to achieve common goals while realizing personal value. If the team partner is a variety of seeds sown in the soil, then positioning one's role is a spring dew of nature for the top managers of the "wise one". One entrepreneur concluded that the "wise man" is a dreamer who can make his partner think more, do more, and achieve more.
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