Competency requirements of professional managers

Competency requirements of professional managers

Managers in their own career, in addition to professionalism and team spirit, some professional abilities are also indispensable. The following are the competency requirements of professional managers I shared. Let's have a look.

First, excellent execution.

Professional managers need excellent execution. It can be said that 50% of a company's content is strategy and 90% is implementation. Good execution of professional managers accounts for 95%, and excellent execution is the best and most basic requirement of professional managers.

Second, clearly define your abilities.

Before entering a company, managers should be clear about three points: clear about their job responsibilities, that is, to be the "woodpecker" of the company; Make clear your position, enter into a "gentleman's alliance" or "three chapters of contract" with your boss, and eliminate your boss's wariness. Know your own principles and be "integrated but not integrated". Therefore, being a professional manager is a test of my character and decision-making power.

"Craftsman", Liu Xiang, the former general manager of domestic marketing of Sidelong Price with nearly 2 0 years of professional experience, defined his role in this way, and attributed his working ability to professional skills. Teacher Liu believes that the skills of professional managers may not be completely consistent with the company's century-old plan, but the company will develop in a curve and professional managers also have their own personal ideals. But what is precious is that as long as the personal ideal curve of professional managers and the enterprise development curve overlap at a certain stage, it is a cooperative node based on the needs of both sides. "Engagement" has a seven-year itch, so do bosses and professional managers, but in the contract, both parties have the obligation to fulfill their responsibilities.

Third, the ability to gain the trust of the boss.

From domestic enterprises to foreign-funded enterprises, Wang Weidong, the general manager of Weineng (Beijing) Heating Equipment Co., Ltd., as a typical professional manager, has rich work experience and the experience background of domestic and foreign-funded enterprises, which makes him combine the dual colors of Chinese and western management and operation in his work.

Building trust between bosses and managers is a process that needs accumulation and running-in. After entering the company, especially professional managers, they need to do a good job of running-in and transition for a period of time. Mr. Wang first joined Weineng to take charge of the East China market, and his German boss promised and demanded that if the East China market performed well in two years, he would be promoted to take charge of the China market. With the goal and commitment, two years later, Mr. Wang naturally gained the trust and authorization of his boss, general manager of Weineng China.

Fourth, coordination and communication skills.

No matter private enterprises, state-owned enterprises or foreign enterprises, the most effective way to solve the problems between bosses and professional managers is communication, including reporting to bosses and asking, understanding and soliciting opinions from subordinates and agents.

Communication includes direct communication and indirect communication, and the communication between managers and bosses is best direct, which is the most effective.

The boss of a manufacturing enterprise in Guangdong once complained that several professional managers he recruited were not good enough, and a large number of recruits from large enterprises were "probation managers". One of the professional managers ran into the boss on a certain occasion and suddenly woke up the boss with a sentence: "Teacher Liu, it was really not easy to see you in your company in the past!" . It turns out that there is an assistant to the general manager between the boss and the professional manager, and the communication of many things needs the help of the general manager, which leads to the direct dialogue between the boss and the professional manager, and the communication is enough but not direct enough to achieve fruitful results.

Mr. Wang Weineng experienced the rapid development of enterprises in China in 1990s, and saw the impact of the lack of communication between bosses and professional managers. To this end, Mr. Wang also paid more attention to the communication between enterprises and agent groups during his work at Weineng.

Weineng currently has more than 300 agent groups, including many companies with a scale of over 100 million. In the process of communicating with fast-growing and large-scale agents, Mr. Wang found that behind the rapid development of these companies, there is a core team responsible for the organization and development of the company. Take Wuhan Guanghua as an example. The core leaders of this large domestic system integrator are all shareholders. After effective benefit sharing, the operation of the whole company is very stable. This stable system framework ensures the sound development of Guanghua in the system integration industry.

Agency companies ensure the stable development of the company through benefit sharing and shareholder system, so what aspects should professional managers, especially senior professional managers of foreign-funded enterprises, consider when making suggestions for the company's development? First of all, understand the company's development plan. Generally speaking, the development of foreign-funded enterprises tends to be procedural and standardized.

At one time, Mr. Wang had doubts about the development of Weineng. As an enterprise with a century-old gene, the scale and market benefit of Weineng can be bigger and better through listing. Why do you still stay in the category of family business? After communicating with the German boss, Mr. Wang learned about the company's development plan, that is, to carry out business around incentives and funds. When these two main needs are met, the main development of Weineng is still to strive for progress steadily and have foresight. Later, when making the market development plan of China District, the boss's request for Mr. Wang was mainly based on the long-term development plan, and on this basis, the basic goal was achieved. On the basis of not setting too high expectations and full communication, the domestic market that Mr. Wang is responsible for can exceed the expectations of the headquarters every year and maintain a continuous development.

How to attract more outstanding talents to join their own team and how to attract agents to expand the national market. In order to solve this problem, the question that Mr. Wang needs to consider is "Why does the other party give up its existing interests and join Weineng?" Not only from the perspective of managers, but also from the perspective of agents. Put yourself in the other's shoes, so as to ensure harmony with bosses, professional managers and agents.

Fifth, the ability to adjust the mentality.

In order to adjust their mentality, managers and bosses must first solve their own expectations, and the expectations between bosses and professional managers should not be too high. One of the measures for home appliance enterprises to enter a benign development stage is the expectation of professional managers. Generally speaking, well-developed brands tend to be mature because of their own system structure, and the requirements for professional managers are more at the implementation level, or to stabilize the existing market. For the vast majority of small and medium-sized enterprises, due to the critical stage of market development, the requirements for professional managers are all-rounders, and the expectations are naturally higher, thus causing contradictions and psychological gaps between bosses and professional managers.

Regardless of the boss or professional manager, the mentality is the first. Only when you have a good attitude can you have good behavior. Only with good behavior can we have good habits. Only with good habits can you be regarded as a successful and excellent professional manager.

Finally, an excellent professional manager needs to be responsible for the establishment and implementation of the enterprise system, including the enterprise culture and the system of cultivating talents. Based on the above capabilities, the growth of decision-making power naturally comes naturally.

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