How to be an excellent professional manager

As a professional manager, you must improve your leadership and have experience in managing large teams. The management of any company is nothing more than managing people. As a professional manager, managing people is very important. You must pay attention to every member of the team and lead them to create team performance and achieve work goals. In this process, professional managers should do five things well.

1 Do a good job in leadership, time and allocation.

Professional managers should spend more time on people and strategy, accounting for at least 50% of their energy. The management of any company is nothing more than managing people. It's important to watch your own door and take care of your own people. Be responsible, you must have priorities and learn to grasp the key points. This key point is to manage the company's strategy first, including strategy formulation and strategy implementation.

Most managers are responsible for the most time, always fighting fires and solving problems. As a professional manager, it is impossible to take care of everything and do everything yourself. Meetings with the team are all about problems, such as internal system problems, product problems, marketing problems and so on. You must spend more time on managing people and employing people, and train your team business backbone to share related business for you. In short, professional managers can't be entangled in messy things. You must be able to do great things beyond things.

To cultivate the backbone of the business, we must first choose the right person. Whether the backbone of the business can be competent for the job depends on how much effort the manager has spent on selecting people. Instead of spending time on the management of people in the later period, it is better to work harder on the selection of people in the early period. An excellent business backbone is worth spending a lot of time to cultivate. It is very worthwhile to spend energy on people you value. He will be moved and feel that you really care about him. When a scholar knows himself, there will always be a * * * sound when outstanding talents gather. This * * * sound will definitely have a team effect, which is conducive to the realization of the company's overall business objectives.

It is necessary to have a long-term reserve of talents, cultivate the backbone of the selection and allocation business, especially those looking for marketing and products, and accumulate enough talent pool for a long time. In the process of selecting candidates, some suitable people may not want to join your team at some stage of the company's development, but keep in touch and tell him that he is very eager to come. If you have questions, you will often ask him for tea, communicate with him, listen to his suggestions, and maybe join your company and team.

Don't say that the selection of candidates is just to send several resumes through HR, choose one of them, especially the person above the supervisor level, to be responsible for the department or the matter itself. If this person is weak, the person he recruits is super weak. What happens when the person he is looking for is super weak? It is very unfavorable for the company's development.

If professional managers want to communicate with the team, they must retire and have a heart-to-heart relationship. Many people who come from product technology will think that the management of people is to work with him. When we have a meeting together, we will discuss what we did last week and solve any problems together. Actually, it's not. Everyone has growth needs, and everyone looks at the company from different angles. Heart-to-heart communication includes your full understanding of this person, what kind of person he is and what kind of family he is, all of which will affect his reaction when he encounters problems. Heart-to-heart is to point out his problems, praise his advantages and encourage him to stick to it.

How long does it take a professional manager to do things? My own personal experience shows that 90% of the time for a company to start a business is spent on doing things. With the development of the company, you will find that the time of professional managers is basically spent on the development strategy of the company. Solving things can only be solved continuously. If the manager solves the same thing every time, you are unprofessional. In fact, the most likely thing is that you have a problem with the candidate. The problem of people has been solved, but the company can't do it yet. There must be something wrong with the company strategy.

2. Do a good job in strategic formulation and annual planning.

The company's strategy is a matter of direction. If it takes a long time to find that the direction is wrong, it is a very sad thing. In that case, why not work on the strategic framework first? Therefore, excellent professional managers need to spend a lot of time on strategy. It takes a lot of time to think about the short-term strategy, long-term strategy and how to implement it.

As a professional manager, don't say such things: I've been very busy recently, I'm revising a company law recently, and I'm fighting a marketing war recently. I spend all my time here. Don't discuss strategy with me. Don't worry about this. Let's end this war first, or we won't have any food. This is all problematic. In fact, every manager should consider very carefully where his time should be spent and how long it will take strategically. If you find yourself spending 70% of your time doing things, it only shows that your team is not strong enough.

Every manager has encountered such a thing: some are polishing products, some are looking for directions, and some are still looking for business models. At this time, your money and your business are super important, but if you fluctuate again, managers will definitely know what it will be like by the end of this year. Therefore, it is very important to make an annual plan. This plan is not your own idea. You must take your team out for a day or two to discuss it, throw out the questions, and then take it with you for discussion a month later. What do we do all year round, what do we do, break down tasks, and who will do which piece. This is an important process of building a team.

Although the annual planning must not be a manager's personal business, it must be something you do with the team, but as a professional manager, you must unify everyone's thinking and let everyone work towards a goal. What's our goal? What are the advantages and disadvantages? How to transfer and fill in people? How should this money be spent? What do you think of this matter? Let's talk about our ideas from the perspective of the company. This sense of participation is very effective in bringing cohesion and long-term passion to the team. Professional managers should learn team communication so that everyone can fully express their ideas. After the annual plan is determined, don't make any big changes at will, and you can adjust it every month. Therefore, a short-term adjustment plan is needed to implement the annual plan.

3 Eliminate anxiety and maintain team passion

There are two most effective ways to eliminate anxiety and keep the enthusiasm of the team: First, professional managers should communicate with you in time, share their own implementation plans and spend a whole year together. Second, winning the market war is the best way to maintain passion, with annual planning, setting phased goals, and finally achieving all the goals.

The ultimate goal set by professional managers should not be too easy. You think it's good for everyone and can make everyone relax. Or this is a good year, there is a lot of money on the books, there is nothing to worry about this year's goal, and we are glad to have achieved it. Then everyone handed out fruit snacks and went out to play ball, run and kick shuttlecock when they were free. You think this team is harmonious. In fact, this team is a small white rabbit team, and this team can't bear the pressure.

If the pressure is not enough, you will find many problems: products can't keep up, tests can't keep up, sales can't keep up, the market can't keep up, and all kinds of problems have appeared. You shout slogans, practice training, eat and sing every day. Can this team win the battle? Therefore, at any stage, your team must take them to fight, and you constantly inspire everyone's fighting spirit with staged goals. Only when you hone your team in the process of fighting, or when you are close to life and death, is it an excellent team, otherwise this team will never win the market when it encounters fierce competition in the future.

If something happens to the company or the situation changes, a weak team will fail and will definitely break up. The best motivation for employees and teams is to help them grow. Professional managers should learn to lead most people to fight, so that every team member has a sense of urgency and is aware of the management, technology, ability and talents of the team. All these problems will erupt in a battle. When these problems are solved, the team will become stronger and stronger. Everyone will feel that they have grown up in this company and can grow up with the company here. One day, when the company is bigger, he can take on more responsibilities.

The way to reduce anxiety is to think long-term and take your team out to share your thoughts. Have a very long discussion on a certain issue, analyze the purpose of our gang coming to this company, what we think our shortcomings are and what we need to strengthen in the development of the company. Peel off your own skin, talk to each other about some problems and do some reflection. Therefore, reducing anxiety means sharing anxiety and making long-term plans. The more time you spend, the less anxious you will feel.

4 control the company's expansion costs

What will the company do with this money? It is also the confusion of many professional managers. Let me also talk about cost and expansion. Every company goes through three stages. The first stage is in the product exploration period, and your business model is still unclear. At this time, you should be conservative and leave yourself enough time to find your way when the company spends money. Sometimes the business model is unclear, the capital market is not so hot, and everyone is looking for a direction, which may be relatively conservative.

The second stage is that the product has been found. There is no problem that this product continues to attract users. The product has a definite growth period, but the business model has not been found, and I don't know how to make money. At this time, the company is actually in the middle, and you have to watch the game. If you have some feelings about the business model, or when there is competition, that is, when the market is not good, you may have to make great efforts to expand hot areas and win more customers.

The third stage is the growth period of product sales, and your model also proves that your product is mature enough. There is no doubt that you have to invest a huge sum of money to control this market in your own hands and establish your position in the Jianghu. At this time, you should boldly put the company's money and profits into the market and strive for more market share. However, in the process of investing money, professional managers should keep learning and sum up experiences and lessons.

In the financing mode, the general direction cannot be easily swayed. When the company needs financing, it enters the financing mode at this time. Only when the market changes and the situation changes will adjustments be made. For example, professional managers have to lay off employees or adjust their direction. This is an important decision, don't do it in a hot head. If you do this, you will make the mistake of spending too little time on finding people and too much time on employing people. This is a big taboo. We should insist on spending more time on determining the direction and less time on implementing it. So is the financing strategy. It is very painful to make a decision on the strategy and then implement it.

5. Focus on enterprise and innovation.

There are two points in concentration and innovation, one is promotion and the other is innovation. How to define this matter, improvement means that you find better opportunities in the existing business model and make your business model better. There is another one that seems to be related to your investment business. "I have users and I have businesses, so I can do this." When you have this idea, remember that this is a taboo, and this situation is 80% untenable in history. If you think this is a general direction, there will be competitors coming in.

Innovation is like having a child. If you have children, you have to raise them. Nothing is done by three or five people without burning money, and then it is easy to get up. If it is so easy to become a huge opportunity, why don't competitors come in and why don't other entrepreneurs enter this field? Either it is very small, if it is very small, why do you want to vote?

/p-9723580106298.htmlprofessional managers must pull the core team to think more. What are the risks? How much is the charge? How much have we invested in this matter? Are our people competent? Everyone should think clearly, otherwise the risk is great. As I said before, around your core business, let you reduce costs and increase output, and this thing should continue to be done.

Many people see opportunities when doing innovation, but they don't see costs, especially hidden costs. In this regard, professional managers must brainstorm, spend energy and devote themselves to practical difficulties, and finally work out feasible methods to reduce costs. The explicit cost is capital, and the implicit cost is all the costs I just mentioned. For example, if you do this thing, you may lose the opportunity to do other things, or you may lose the support of some shareholders. These are very important costs to consider. . . . . . . . . . . . .