The "Chinese Medicine Recipe" For The Development Of Middle Managers

"360 degree" middle managers, when they talk about dilemma, what is the first thing people think of?

A man in between his wife and his mother, a middle-level manager between senior leaders and subordinates.

John has worked hard to set up sales channels, but the quality of products is not good enough to create high sales.

The boss blamed John, the marketing manager, and said no other words.

Linda, a sales manager who finally made achievements, was forced to leave because of the "rebellion" of her hand.

Xiao Xiao came to the company as a financial manager at the beginning of the company.

5 years later, the business scope of the company has been expanding, and the organization has also developed from a registered company in Shanghai to a nationwide group.

However, as the company grew, Xiao Xiao's position did not improve. The chief financial officer responsible for the whole company changed and changed, but he never got round.

Disappointed, Xiao Xiao submitted his resignation.

The...

The middle managers are hard to do and have their own difficulties.

Middle managers are the mainstay of an enterprise. Their actions do not directly affect the strategy and decision-making of an enterprise, but they are the basic guarantee for the execution of an enterprise.

They try their best to complete the task, they may still not get the understanding and leadership recognition of their employees, but also face the disagreement from other departments of the company, their customers' dissatisfaction and doubts.

Middle managers are suffering from a 360 degree attack.

As a result, middle managers not only blame themselves, but also hurt their interests.

No wonder middle managers have to shout, "how can I get a word in a crack?"

However, when it comes to calming down, it is hard for managers to manage, but difficult to do.

How should managers manage themselves in the cracks and seek higher development?

The middle managers of "middle class managers" who are developing middle managers are a must for every company, and also the backbone of the company, especially in those companies that advocate flat organizations.

In a more standardized company, whether you are the head of the functional department (such as: Market Manager, sales manager, product manager, R & D Manager, customer service manager, HR manager, etc.), or regional directors (regional directors, regional managers, regional managers, etc.), or even senior managers of some companies, such as directors, department managers and so on, belong to middle managers.

We know that the future of a company depends on the quality of the management team, and the quality and ability of the middle managers directly related to the success or failure of the company.

Therefore, middle managers are of great importance to a company.

The main characteristics of the middle managers of a company are to allocate a certain number of subordinates, play a connecting role in the company, upload and distribute functions, and be responsible for a certain function of the company or a strategic operation unit in a certain area.

Middle managers are participants in strategic planning, organizers of strategic plans, and supervisors of tactical implementation.

Therefore, for middle managers, there will always be endless tasks - there are always more things to do, there are always more things to do and always overload.

As a middle-level manager, they have superiors, subordinates, and peers.

Therefore, middle managers will bear the visible or invisible pressure from three aspects: from superiors, from peers and from subordinates.

In such a living space, how can middle managers develop and even seek higher development?

In order to explore the future development of middle managers, we first need to understand their origins.

Nothing more than three: the company is selected from the grass-roots unit, recruited from the outside of the company, and the top executives of the company fall or come together.

The different origins of middle managers directly lead to their different disposition and mentality.

Generally speaking, the middle managers of internal promotion have relatively high loyalty, relatively hard work but low level; the middle-level managers recruited from outside are relatively low loyalty, have inertia thinking and work style, but have rich experience; middle managers of lower or part-time roles are generally exaggerated and exaggerated, but have certain advantages.

Under the pressure of external environment, some middle-level managers will have abnormal performance in reality.

The image fragments described below will be seen in the company, some of which are even readers' past or present or future shadows.

Face up to superiors: bend to meet the expectations; Yin and yang are violated; out of context; yes.

Treat subordinates: be bossy; be strict with others; indulge in indulgence; be reluctant to part with others.

Get along with each other: stab in the back, do harm to others, benefit oneself, standard thinking, gangs and so on.

For oneself: be complacent; fish in troubled waters; fight alone, do nothing.

These abnormal performance of middle managers will directly ruin their great expectations, not a flash in the pan, but a long time.

The abnormal performance of middle managers is caused by objective reasons and subjective reasons. Some are forced by the realistic situation, and some are self indulged.

As a middle-level manager, how to do, how to do well and how to develop is an important place for every middle-level manager in the way of career development.

Borrowing the words of traditional Chinese medicine, I personally believe that the middle managers should seek three ways: consolidate the foundation, supplement the deficiency and maintain health.

Generally speaking, consolidation is the solution to the problem of middle managers. How to solve the problem of middle managers is how to improve their health.

It is a solid foundation: its role and professional skills.

The role of the company.

Middle managers first of all define their roles clearly. They are generally speaking about what I do, who they do and how they do.

In this cardinal principle, middle managers must be clear and clear.

Those things are what I have to do, and those things are not what I should do; I am reporting to those who report to me; I support those who support them, and I need support from them.

Some middle managers tend to be vague on this point and even commit this taboo.

For example, some middle-level managers are scrambling for a revolutionary Petition Movement. They only raise their opinions on the questions raised, and do not solve the proposal. Conversely, some middle managers have overstepped the rules of the system and controlled them. They even carried the emperor to bring the princes to the same class.

Build up professional skills.

As a middle-level manager, it is necessary to build a reasonable knowledge structure to create the professional and technical capabilities of their own jobs by constantly absorbing knowledge, and the aim is to enhance their strength and improve the effectiveness of solving problems in the new environment and new problems.

This is especially important for new recruits.

The only constant change in the world is change.

We must never be conservative and stick to the old rules. We should keep pace with the times, innovate and achieve results with twice the result with half the effort.

Professional skills are the foundation and prerequisite for the subsequent development of middle managers.

It is the trend of career development that first and then post Bo is also a reason why many companies CEO are experts in a certain field.

To improve the work ability and professionalism.

Work ability improvement.

Some middle managers are stagnant, slipped and regressed in the process of career development. In fact, many reasons are not due to their own professional skills, but to their ability to work.

Because middle managers are not simply executors, but managers.

If the subordinates are doing the right thing, the middle managers are doing the right thing.

Therefore, as a middle manager, we need to consciously improve the following eight abilities: comprehension, planning, command, control, coordination, empowerment, judgement and innovation.

In addition, middle managers must be good at communication, and 360 degrees of communication.

Subordinates should mobilize their enthusiasm and cooperate with their peers in order to establish trust and trust relationship with the top level.

In particular, letting senior executives see your abilities and ideas is a very important part of middle managers' promotion.

Professional accomplishment.

Middle managers have a good IQ (intelligence quotient), that is, a reasonable structure of professional knowledge, a strong ability to work, but also have a good EQ (EQ), DQ (bile business).

EQ mainly refers to good occupational habits, moral habits and a tolerant heart.

DQ is a measure of courage, courage and courage.

People with high courage and courage have the courage and courage to make decisions and cope with environmental changes with the fastest speed.

However, for some middle managers, the most fatal and common style is the official style and internal friction caused by traditional culture, which is not acceptable to modern companies.

To become a successful middle manager, we must cultivate scientific and rational professionalism, namely, strong system consciousness, detail management consciousness, teamwork consciousness, pragmatic and positive style of work, and sense of responsibility.

Health care: career planning and good networking.

Career planning.

If middle managers want to get higher development, they must establish their own career planning and life development goals.

For example, the promotion of senior executives and bosses are understandable and worthy of praise.

If there is no goal and no planning, there will be a sense of lethargy and slack in the work.

First of all, learn to think like your boss.

The boss can be the boss and chairman because he has his own ability.

Middle managers want to be in a higher position or even independent. They should learn from their bosses, learn the proper way to deal with them, and learn the way he thinks.

Then, I want to set up the idea that I am not a staff member of any boss, I am an investment body, and realize that only I am my own master.

Only in this way will you make every effort to pursue progress and do your work as well as possible. As time goes by, your ability will be improved. Naturally, your goal will be closer and closer.

We build good connections.

If middle managers want to achieve their professional freedom, they should cultivate "they would rather make friends and not make enemies everywhere".

Thoughts.

No matter how to treat superiors, treat subordinates, treat peers, etc., we must grasp the principle of things not to people, and have peace of mind.

Any act of arbitrariness, arrogance, malicious slander, bullying, and killing others are the barriers and bane of future development of middle managers.

Even if you leave the company to go to that company, you will be affected by yourself or far or near by yourself.

Chinese people pay attention to the harmonious way and make money in harmony, and so do career development.

As long as middle managers are diligent, objective and fair in their work, they will win a wider range of people's acceptance and support.

As a middle-level manager how to do, how to do well and how to develop, I want to add the idea of "unity of knowledge and action" in addition to what I believe is the idea of consolidating, reinforcing, and preserving health. Only in this way can middle managers win a bright tomorrow.