What kind of talents do enterprises need?

In most companies, leaders who are far-sighted and can inspire others are truly respected. If leaders can set correct goals, formulate correct strategies and accurately convey their wishes to others, the whole organization will move in the right direction. In this case, the board of directors is easily influenced by the educational level and intellectual factors of the other party when selecting talents. They will ask themselves, "Can he be a visionary leader? Can he get on well with the outside world? "

People who hold this idea actually ignore a very important question: What is this person's ability to perform tasks? According to experience, there is not much relationship between a person's speech level and their execution level. In many cases, those who are very good at execution may not be good at communicating with others. But if you want to build an executive culture for your organization, you must choose this kind of person.

so, how can we determine whether a person is a doer? Just pay attention to their work habits. People who do things are usually good at inspiring others. They are decisive in decision-making, can urge their subordinates to finish their work, and are used to continuing to track the implementation after making decisions.

This problem becomes clearer when the staff or consultants with high IQ want to be promoted to higher positions. They usually graduate from the best business schools and come from consulting companies or the financial, accounting and strategic planning departments within the company. The problem is that they have never tried to inspire others to work in the past, and they have not enough experience to cultivate their own business intuition.

Being able to inspire others

Some leaders only take energy from others, while others can help others create energy. Suppose you are interviewing a very promising candidate-he has a good education, rich work experience and brilliant work performance, but he is a gentle and quiet person-and he just sits there. Sometimes a person like this can't get the ideal results in the interview, and if he has made great achievements, he will spend a long time studying his resume before deciding whether to hire him. Nevertheless, he will not be easily asked to hold any important leadership positions. He will probably hire some people like him, and you usually have to spend a lot of effort to cultivate such people. I hope my subordinates are always full of vigor and vitality. They come to the office with a smile in the morning, with high morale and ready to meet the arduous task at any time. This kind of person is always full of energy, and can greatly inspire those who work with it-their colleagues will naturally be infected by this emotion, so that the whole team will look full of energy.

we are not encouraging leaders to encourage their subordinates through rhetoric. Many leaders think that they can motivate their employees through enthusiastic speeches. They often say, "As long as everyone makes every effort, in a few years, our company will become …" Leaders who can lead the company to achieve its goals can always inspire people's morale. Such people can be down-to-earth, focus on some short-term tasks, and realize the long-term development goals of the company by realizing these phased tasks one by one.

Being able to make decisive decisions on thorny issues

The decisiveness of decision-making largely reflects a person's ability to make difficult decisions and take corresponding actions accordingly. In today's organizations, many people just revolve around decision-making and don't make any practical decisions at all. Some leaders don't even have enough courage to face the grim situation. Everyone can see that they are in a state of vacillation and are deliberately escaping from reality.

for example, suppose someone applies to you for a sum of money to build a new factory. You know this industry very well, but due to the economic downturn, you have to ask whether the current time is appropriate or whether the company can outsource this part of the business before giving instructions. Choosing outsourcing will certainly offend some managers, and it will greatly reduce your popularity-because everyone generally likes to own their own factories, and in the long run, it is also a wiser choice. But according to your judgment, it will be a wrong decision to build your own factory at this time, so you must make up your mind and stick to your opinion.

completing tasks through others

completing tasks through others is one of the basic skills that leaders must have. In fact, if you can't do this, you can't be a qualified leader. But how many qualified leaders are there today? Some leaders will try their best to stifle those who are better than themselves and block their creativity. There are also some leaders who follow the philosophy of micro-management. They always don't trust the ability of others, and it is hard to believe that others can finish their work without their own guidance. In every detail, such leaders always have to make decisions themselves, so they can't concentrate on more important things. There are also some leaders who will completely hand over the tasks to their subordinates. They follow the philosophy of laissez-faire and dare to let their subordinates enjoy full autonomy. All they do is analyze the current situation (sometimes this analysis is even abstract to the point of superficiality), and then hand over the task of finding solutions to their subordinates completely. Such people do not set phased goals for their work, let alone track the implementation of a task. When the situation doesn't develop as expected, they will feel very depressed. These leadership styles will cast a shadow over the development prospects of the organization. Content source: enterprise management consulting company?

There are some people who are too impulsive. They can't control their emotions, so they can't get along well with others.

leaders who can't accomplish tasks through others will waste a lot of time-not only their own, but also other people's time. People should be told: "You must learn to finish the same work in less time, and there should be no decline in quality.". Learn how to accomplish tasks through others, because if you can't do this, you can't be a qualified leader. " If they work long hours as the basis for promoting others, of course, those who are used to working long hours hope so, because they are evaluating their work by this standard-others will encounter the same problem.

people who can't cooperate with others will bring trouble to the whole organization. They can't lead employees to give full play to their intelligence, which not only wastes everyone's time, but also consumes their own lives unnecessarily.

Keep following up until the goal is achieved

Keep following up is the core of implementation, and all those who are good at implementation will follow up their plans with religious enthusiasm. Continuous follow-up can ensure that people carry out their scheduled tasks and follow the scheduled schedule. It can expose the gap between planning and actual action, and force people to take corresponding actions to coordinate the progress of the whole organization. If the situation changes so that people can't carry out their work according to the scheduled plan, the continuous follow-up of leaders can ensure that the executives get new instructions in time and take corresponding actions according to the changes in the environment.

leaders can follow up one-on-one or collect feedback in the form of group discussion. The difference between the two is that everyone involved in the group discussion can learn something from it. The debate between people with different views enables people to see the criteria of decision-making, the way of judgment and the advantages and disadvantages of various decisions. While improving people's judgment, this discussion also strengthens the cohesion of the whole team.

after each meeting, you must make a clear follow-up plan: what is the goal, who is responsible for this task, when it will be completed, how it will be completed, what resources will be used, when and how the next project progress discussion will be held, and who will participate. If you don't have the energy to follow up a project thoroughly (until it finally permeates the life of the whole organization), I suggest you never approve this project.