Selected 5 inspirational articles of enterprise monthly _ template of inspirational articles of company monthly

Enterprises can encourage employees by publishing some inspirational American articles for their employees through monthly magazines. The following is the inspirational article of Enterprise Monthly compiled by me for you. Welcome to reading.

Enterprise monthly inspirational article 1: a prerequisite for becoming a leader? Seven qualitative changes? From managing a department to leading the whole company, it is an important job promotion for people in the workplace: starting to manage multiple business sectors across departments and taking responsibility for profits and losses for the first time, but this transformation process has caused many people to encounter difficulties and setbacks. As the saying goes, it's too cold at the top, but? Cold? Where did it come from? Cold? Where is it? To this end, the author interviewed more than 40 senior managers, including management talents and senior human resources experts with unlimited potential, and people who became leaders for the first time.

The results of a series of interviews and research show that if an excellent manager wants to be a competent leader, he must make a series of adjustments in the leadership center and core skills, and must go through many storms and cross various dangerous beaches before he can finally achieve qualitative change.

I sum up this process as? Seven qualitative changes? From experts to generalists, from analysts to integrators, from tacticians to strategists, from bricklayers to architects, from passivity to initiative, from deep charge to diplomats, from practitioners to advocates.

1, from expert to generalist

If they want to have the ability to lead the whole enterprise, they need to change from experts to generalists, that is, they need to have enough understanding of various functional departments.

What is this? Is that enough? Business leaders must be able to (1) make decisions that are beneficial to the overall situation; (2) Evaluate talents by categories. To this end, they need to realize that each business department has its own unique management subculture and its own thinking mode and language. As? Number one? Effective leaders need to understand the different ways of solving business problems in finance, marketing, operation, human resources and R&D departments, as well as the management tools used by each department (discounted cash flow, customer segmentation, process flow, succession planning, door management, etc.). ) is also varied. Leaders should be familiar with the languages of various departments and translate for them when necessary. The key point is that leaders must know how to ask the right questions, understand the correct methods of talent evaluation and recruitment, and know how to manage areas that they are not good at.

Through direct investment, the company has established a standardized assessment system in various departments, which can ensure that new leaders can grasp the situation faster. Even if the company does not have such a system, smart leaders can establish relationships with colleagues in other departments, learn useful insights from them (perhaps in exchange for a deeper understanding of leading their own departments), and thus develop their own templates, which can be said that stones from other mountains can attack jade.

2. From Analyst to Integrator

The main responsibilities of department leaders are recruitment, training and management, and they are analytical talents who focus on specific business. The responsibility of company leaders is to manage and coordinate all kinds of knowledge of functional departments and solve important organizational problems.

Enterprise leaders should turn themselves into generalists who know a little about the knowledge of all departments, so as to solve the conflicting problems. However, analytical ability alone is not enough. They also need to know how to make trade-offs and give reasonable explanations for their decisions. At this time, previous cross-departmental or new product development experience is useful. In addition, the previous journey from supervisor to executive can also provide some reference. However, leaders have no choice but to make practical decisions. You can only learn from the results.

3. From tactician to strategist

One of the core functions of the new role is the chief strategist of the company. To do this, he needs to ignore those details and free up his mind and time to pay attention to higher-level things. More generally, he needs strategic thinking.

So how did leaders who used to be good at tactics temper their strategic thinking? They need to cultivate three skills: level switching ability, pattern recognition ability and thinking simulation ability. Horizontal switching ability is the ability to switch back and forth calmly between different analysis levels, that is, to know when to pay attention to details, when to pay attention to the overall situation, and the relationship between them. Pattern recognition ability is to distinguish accidental connections from important patterns in a complex business, that is, to distinguish useful signals from useless noise. The ability of thinking simulation is to be able to predict how external parties (competitors, regulators, media and the public) will react to your behavior, and find the best solution by predicting their actions and reactions.

Is strategic thinking innate or acquired? The answer is both. There is no doubt that strategic thinking, like other skills, can be improved through training. However, the ability to switch back and forth between different levels of analysis, the ability to recognize patterns and the ability to design models in your mind require certain talents. A paradox of leadership training is that those who can be promoted to the top are often experts in actual combat, while those who have strategic thinking are often frustrated at the grassroots level because they don't pay much attention to details. If the company found these talents at an early stage and sheltered them to a certain extent, without making some clear policies, then according to Darwin's theory of survival of the fittest, these people will be squeezed out of the promotion channel in a short time.

4. From masons to architects

Many times, business leaders are like a group of novices in organizational design, and they often screw things up as a result. When they first become the leaders of the company, they are eager to leave their personal mark, and then begin to change the elements of the organization that are relatively easy to change, such as strategy or structure. However, they have no idea what impact these actions will bring to the whole organization.

When a leader is promoted to the management of a company, he should be responsible for designing and changing the organizational structure? Strategy, structure, process and basic skills. To be an excellent organization designer requires systematic thinking. They must understand the relationship between the core elements. Company leaders need to understand the principles of organizational change and management, including organizational design mechanism, business process improvement and transition management. However, few new leaders have received formal training in this field, which leads most of them to be unqualified in organizational design, or simply leave these tasks to organizational development experts. If the company pays them to participate in management project training and learn organizational transformation, they can easily cope.

5. From passive to active

Many managers have been promoted because of their excellent problem-solving skills. Once they become the leaders of the company, they should not be satisfied with just playing the role of passive firefighters, but should pay more attention to the problems that the organization has to solve, that is, take the initiative to find a fire.

To do this, leaders should keep a close eye on all the opportunities and threats facing the business, and then focus the team's attention on the most important things, so-called good steel is used in the cutting edge. Is he still going to find out? Blank area? That is, things that cannot be clearly classified into any department, but are vital to the business, such as diversification.

6. From depth charges to diplomats

What can a competent corporate diplomat do? They use diplomacy? Negotiation, persuasion, conflict management and alliance building? Shape the external business environment to support strategic objectives. At the same time, they must learn to cooperate with their competitors.

To succeed, business leaders need a brand-new thinking mode, find common interests, understand the decision-making modes of different organizations, and design effective strategies to influence others. They must also know how to recruit and manage employees who have never been supervised before: professionals in major support departments, such as government relations departments and communications departments. They also need to know that the motions put forward by these employees have a broader vision, rather than focusing on quarterly or even annual performance as business departments do. Some motions, such as influencing the legislative process of the government, will take several years to take effect.

7. From Practitioner to Advocate

Finally, being a business leader means standing in the spotlight. To some extent, managers at all levels have set an example. But at the level of business leaders, their influence is magnified, because countless pairs of eyes are staring at them, hoping to find vision, inspiration and information from them. Is that correct? Clues to behavior and attitude. For better or worse, the personal style and even quirks of leaders are infectious (whether observed directly by employees or passed on by leaders' instructions). This appeal is inevitable. But business leaders can control their words and deeds, such as taking time to understand the thoughts of their subordinates, so that this influence is not too arbitrary. After all, they have been influenced by their boss.

Generally speaking, the above seven qualitative changes are the changes from left brain and analytical thinking mode to right brain and visualized thinking mode. However, this does not mean that business leaders can put strategic or departmental affairs behind them. It's just that compared with the previous role, the time spent on it is much less. In fact, if business leaders can get others? Secretary-General, Chief Operating Officer or Project Manager? It is usually beneficial to focus on execution, which enables them to focus more on their new roles.

Enterprise monthly inspirational article 2: What kind of leader is a good leader? There is a saying in Laozi:? It's better to teach people to fish than to teach people to fish. . Used in the workplace, this shows that leaders should not only meet the material needs of employees, but also teach them how to do things.

According to American psychologist Maslow? Need hierarchy theory? The following seven realms are what a good leader must learn, and employees can also understand the way to be a man in the workplace.

1. Give people fish: give employees high income.

Some managers have strong ability to develop high-quality business, find a broad market and bring rich income to the team. But hands-on leadership may increase team inertia and dependence.

2. Teach people to fish: teach employees methods and ideas.

When encountering problems, leaders don't take the initiative to provide solutions, but let employees think for themselves and give guidance and help from the side. Employees are suffering in the short term, but through independent thinking and slowly mastering the laws and methods of doing things, they can gain the ability of long-term development.

3. Give people desire: stimulate employees' desire for progress.

Such managers are not eager to assign tasks to employees and instill the company's vision, but encourage employees to find their own career goals, and then skillfully guide employees to combine their personal goals with the company's vision, thus generating an internal motivation for hard work and making employees proactive.

4. Give people entertainment: bring happiness to work.

Such leaders have a special understanding of employees' personalities and hobbies, organize the latest team games, create an atmosphere of joy, trust, intimacy and mutual support, and make everyone in the team feel a sense of belonging.

5. Teach people to be stupid: convey pragmatic and steady thinking.

As the saying goes, just when you are still wise, leaders don't take shortcuts or take chances, so as to create a noble spirit in the whole team, and team members will naturally follow suit. In this way, everyone has a sense of self-esteem, responsibility and collective honor.

6. Teach people to meet: create opportunities for growth and development.

For many young people, learning to do things and showing what they have learned are even more important than money. Managers give them a platform to show their enthusiasm and realize their creativity, which will make everyone in the team full of enthusiasm.

7. Give employees trust: Help employees gain trust.

Managers know how to appreciate everyone, often find advantages in employees and praise good performance. In short, it is the most effective incentive. In such a team, employees will be more willing to work hard and show their best because they are appreciated.

Enterprise monthly inspirational article 3: leaders should be kind to 10 honest people. First, people who are not close to you but can actively cooperate with your work.

Don't make friends, work hard and obey orders. These honest people pay attention to taking the initiative, are not used to reading words and observing emotions, and obey organizational arrangements. However, are some people like this? Positive? Cooperate with your work, but with personal interests, have it both ways, to his liking. This kind of active cooperation is often a set? Honest man? In the face of achieving personal goals, leading cadres are the easiest? Dazzled? .

Second, people who don't walk with you but can understand your good intentions.

Both leading cadres and honest subordinates are flesh and blood, and it is impossible to work together without feelings. This kind of honest man, with a little growth and progress in his work and a little care in his life, can deeply appreciate the care and love of the organization and leaders, put himself into his work with higher standards and better conditions, and repay the care of the organization with his own achievements, instead of following the leaders around to get anything.

Third, people who don't often run to your home but often run to the grassroots.

This kind of honest man puts his mind and energy on the grassroots, and he is not afraid of the attention of the leaders, and he is afraid that the grassroots will be dissatisfied. They think more about the sufferings of the grassroots and the difficulties of the masses. They can remember whether the door of ordinary people faces east or west, but they can't remember the house number of the leader. If leaders don't often go to the grassroots level and don't know their names, they are most likely to be ignored and buried, and they are also most likely to suffer.

Fourth, people who don't care about your personal life but help the lower class solve problems.

This kind of honest man does not consider people, but only things. They are not interested in the private affairs of leaders, but they are very concerned about the needs of the masses; They don't know much about the living habits and hobbies of leaders, and in turn understand the needs and difficulties of ordinary people. For some leaders, it is often easy to be regarded as ignorance? Why? Too dull, not smart, not popular, not giving tasks.

Fifth, people who can consciously establish your prestige without complimenting you in person.

They are not used to making polite remarks and will not kiss up to the leaders. In their minds, prestige is not spoken, but built on work and performance. They feel that only by being honest and down-to-earth can they be respected and loved. They hate saying what they don't want to say, and even think that saying what they don't want to say will be condemned by their conscience.

Sixth, people who don't express their views to you but can complete tasks with high standards.

They have an important feature, that is, they work silently, do their best, keep a low profile and do things with high profile. This high-profile, not empty slogan, but hard, meticulous, try your best to complete. These people, without saying a word, work hard. They think that what they do is better than what they say, and they are silently committed to completing tasks with high standards.

Seventh, I don't like people who take more credit but can work creatively.

These people concentrate all their thoughts on their work. In order to do a good job, they traveled all over Qian Shan, said a thousand words, worked hard and tried their best. But they said nothing about their contribution, and even didn't take into account their growth and progress. If this honest man is not valued and valued, his enthusiasm and creativity will be dampened over time. They don't like to show more merit, but only seek more merit. This is their creed.

Eighth, people who don't like to make personal demands on the organization but are positive.

They have outstanding performance, outstanding performance, and can even bear unbearable grievances and pains for their work. However, in the face of personal progress, they are often embarrassed to speak. As a result, someone later lamented: If you can use this kind of work energy to run doors and pull relationships for personal progress, I am afraid you will have succeeded long ago.

Nine is a person who can do business without looking at your face.

Insist on principles, not selfish, can protect people best and offend people most easily. They don't look at the leader's face, but only act according to the rules and regulations, regardless of the leader's will. But, with some leaders? Playing the devil's advocate has serious consequences. If you don't look at the leader's face, the leader will not give you a good face, and your future work can't be carried out. In fact, leading cadres should be proud of having such honest people, because they are yours? Protector? .

10. I don't like to burn incense for people who are on the job. I can give it to send warm, who left the job.

Tea is not cold when people walk. They are not snobbish, unprofitable, honest with others, and respect and care even if the leaders leave. They are kind, honest, practical, honest and not affected at all.

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