How to form the concept of management skills

First of all, an excellent manager should have six abilities.

1) communication skills. In order to understand the interaction of employees in the organization and listen to the voices of employees, a manager needs to have good communication skills, of which "being good at listening" is the most important. Only in this way can subordinates not alienate themselves from Germany or dare to put forward constructive suggestions and requirements. Managers can also know whether their communication skills are successful through their subordinates' sense of identity, understanding and * * *.

2) Coordination ability. Managers should be sensitive to the emotions of their subordinates and establish channels for persuasion and venting. Don't wait until the opposition deepens and the contradictions expand before rushing to deal with them. In addition, managers should resolutely solve serious conflicts or contradictory events that may expand the opposite. Even when the situation is unclear, we should take immediate measures to cool down and use appropriate and effective strategies to resolve conflicts immediately after we understand the situation. As long as we master the preemptive right and the initiative to eliminate contradictions, any form of opposition can be easily solved.

3) decision-making and execution ability. In the democratic era, although there are many things suitable for collective decision-making, managers often have to make independent decisions, including allocating work, coordinating manpower and solving employee disputes. This often tests the decision-making ability of managers.

4) Planning and integration ability. Managers' planning ability focuses not on short-term strategic planning, but on long-term planning. In other words, a good manager must have a vision, have a vision, can't see the present but can't see the future, and let employees know the company's vision in time, so as not to let employees lose their way. Especially in decision-making and planning, we should properly use the integration ability, effectively use the wisdom of subordinates and existing resources, and avoid manpower waste.

5) Control ability. There is a saying: "A leader will not set up an enterprise, but he will set up an organization to set up an enterprise." According to this statement, the premise of being a manager is to be able to build a team in order to further establish an enterprise. But no matter how complicated and changeable the role of managers is, winning the trust of employees is the first condition.

6) Training ability. Managers must be eager to have a strong work team, therefore, cultivating outstanding talents has become an important task for managers.

Second, how can managers improve team leadership?

1) to build the core team of the enterprise

To develop, an enterprise needs a stable and reliable core team, which is commonly called "team building". As an enterprise leader, building an excellent core team is the first priority and an important embodiment of leadership. A strong core team can promote the improvement of corporate leadership.

2) Select core team members

How to build this team well, the first thing that business leaders have to face is the choice of core team members. From the source, there are two ways: internal training and external recruitment. Whether they are brought up by themselves or hired, the core team members should have different levels and specialties, so that members can learn from each other and cooperate with each other to obtain "1+1>; 2 "effect. If everyone has similar expertise, ability and experience in a core team, it means that the whole team has less expertise in many other important places, which leads to the "short board" of management.

When selecting team members, besides complementary professional knowledge, ability and experience, we should also consider the development stage of the enterprise. Enterprises are at different stages of development and have different requirements for core team members. In the start-up period, the core members of the team are generally less, ranging from three to four people to more than ten people. At this time, we should choose classmates, friends, alumni or fellow villagers who are familiar with each other, which is conducive to the rapid formation of the centripetal force and cohesion of the team. For example, Shanghai Fosun High-tech Group, one of the three major private enterprises in China, has a five-member entrepreneurial team who all graduated from Fudan University and are familiar with each other. At the beginning of their business, they were able to make a reasonable division of labor according to each member's ability and characteristics, formed a core team with strong combat effectiveness, and created the myth that the net assets of 10 were nearly 10 billion. When the enterprise develops to a certain stage, the core members should not be limited to the personnel in the initial stage, but should be balanced in cultural background and knowledge structure, otherwise it will not only affect the development speed of the enterprise, but also lay a fatal hidden danger for the long-term development of the enterprise.

3) Establish a trust relationship

Correct selection of core team members is only the basis of team building. It is most important to establish a trust relationship, so as to ensure that these core members can think and work hard to form a high-performance team. Team members are close to each other and suspicious of each other. How to form an efficient team?

Creating an atmosphere of mutual trust needs to be considered from both horizontal and vertical aspects. In the horizontal aspect, team members can build mutual trust by strengthening communication, enhancing understanding and supporting each other's correct views. In the vertical aspect, as a leader of an enterprise, in addition to using the above methods to enhance trust with core members, authorization is also an effective way to establish trust relations with subordinates.

From the leader's point of view, on the one hand, effective authorization can give core team members the opportunity to exercise and cultivate their leadership skills in practice; On the other hand, it allows you to have more time and energy to focus on important things such as strategic decision-making. These two aspects are directly related to the long-term development of enterprises. For team members, obtaining authorization can really make them feel the trust of leaders, further stimulate inspiration and enthusiasm, and improve the quality of work. Authorization needs to pay attention to some methods, otherwise it may be counterproductive, not only can not enhance trust, but will lead to unnecessary misunderstanding.

There should be clear and challenging goals when authorizing. If the goal is unclear or not challenging, it will not only fail to motivate team members and make them feel fully trusted, but also make them feel at a loss and even cause unnecessary misunderstanding. For example, you say to a new product manager, "You are responsible for the promotion of product A this year. If you do it well, the company will give you a generous reward." Then he may look blank, don't know the direction of his efforts, and even wonder if you really trust him. The same authorization, if you explicitly say to him, "You are responsible for the promotion of product A this year. If you can reach 30% market share in China, the company will give you a reward of 500,000 yuan." He may be proud to get this challenging task and fully mobilize his potential.

Never repeat authorization, never hesitate or be willful when authorizing, otherwise it will destroy the trust relationship between teams. Unfortunately, this kind of arbitrary authorization often happens in domestic enterprises. In the past, when working in a software company, the general manager authorized the travel expenses of the R&D department to the R&D department manager. In less than three months, the R&D department manager thought that the company didn't trust him, even felt humiliated, and left the company on the third day after the approval authority was withdrawn. Of course, I'm not saying that power can't be taken back after authorization, but I want to warn leaders that it may be more effective to consider possible risks before authorization and formulate corresponding control measures than to take back power after authorization!

4) Flexible use of leadership style and style.

With the continuous development of leadership and people's in-depth study of leadership practice, many scholars have summarized many leadership styles and styles from different angles. Like Daniel. Taking the database of 20,000 professional managers around the world as a sample, Gorman summed up six kinds of leadership styles prevalent in global enterprises today, namely, mandatory leadership, authoritative leadership, alliance leadership, democratic leadership, leading leadership and coaching leadership.

As far as leadership style and leadership style are concerned, there is no difference between good and bad. As a leader of an enterprise, if you can understand the advantages and disadvantages of these different leadership styles, it will help to form your own unique leadership style and leadership style, and then affect the potential of employees and the performance of the whole enterprise. From the practice of many leaders at home and abroad, successful leaders should guide, educate and motivate employees with various leadership styles according to the actual situation, and switch freely between them to give full play to their outstanding leadership.