What thinking abilities must a professional manager possess?

Decision-making ability: Professional managers must be excellent decision-makers within their authority. In addition, he can accurately interpret the connotation of the board's decision-making and has the ability to judge the feasibility and scientificity of the high-level decision-making. A manager without decision-making foresight may only pursue the short-term interests of the enterprise and ignore the long-term development of the enterprise, such as mergers and acquisitions, long-term investment, technology development and other major strategic issues.

Executive power: Managers must be doers or strength groups, and executive power is the "bright spot" of managers. After the decision is made, managers should concentrate on implementation, rationally allocate and optimize the required human, financial, material and technical resources, constantly adjust tactics and strategies according to market changes, and have strong anti-risk awareness and ability in management implementation.

Organizational ability: Organizational ability refers to the ability to prepare, manage, direct, adjust and educate relevant personnel in order to complete a certain task, which is one of the important abilities necessary for professional managers. In all kinds of business activities, the biggest workload is organization. Not only all work and activities need to be organized, but also organization work is essential for creating a good personnel environment for the organization, cultivating the "cohesion" and "centripetal force" of the organization members and improving the quality of the organization members. As a professional manager, you need to make overall plans, make proper arrangements, and give full play to your talents.

Coordination ability: the highest level of management is to achieve harmony, and coordination is to achieve this beauty of harmony. Professional managers should coordinate with the board of directors, other leading members, subordinates and relevant units and personnel outside the enterprise. Without these coordination, managers can't get support from all sides, and it is difficult to carry out their work.