How do high-performance employees become high-performance managers?

If you are an employee, what kind of leader do you want? What kind of leaders do you particularly want to thank? What kind of manager do you want to be? How will it be realized?

If you are a manager, how did you become a manager? What are your characteristics?

If you are an executive, how do you choose a manager? What qualities do you value about managers?

Around 20 14, the company's financial manager resigned and there were several senior financial personnel in the department. After examination, a colleague with the longest working experience and strong business ability was selected as the acting head of the department. The probation period is three months, with no outstanding performance and no fault during the probation period, and he is promoted to assistant manager (department head) as planned.

Then in less than a year, I have to do one more thing, that is, talk to her about demotion, salary reduction or post transfer. ......

This situation is not unique. Sometimes we are forced by the pressure of work needs, and sometimes we provide a platform and space for excellent employees to develop. However, after managers are promoted, we fail to supplement the training of relative management skills, employees fail to find a suitable way to grow into managers quickly, and finally fail to become effective managers, and the company may lose a business backbone.

However, employees and managers are very different in roles, missions and responsibilities. If you can know some frameworks that managers need in advance, you can evaluate yourself and practice more, will it be a meaningful thing?

Last night, I participated in the online peer study of "From High Performance Employees to Managers" organized by a training institution. Managers from real estate, real estate, artificial intelligence, education and other industries discussed the topic led by Teacher Jiang. In one story after another, I saw how different they grew up. In the process of my growth, I am especially grateful to Sister Ting for her cultivation and gratitude.

One discovery: As managers, some people pay more attention to goals/things, while others pay more attention to people. I belong to the category that pays more attention to people. When I drew the balance wheel of management, I found that I didn't pay so much attention to organizational goals in the past, and my focus was also on my own shortcomings. I found that I paid more attention to the discovery of shortcomings, only because the sense of space in that training was safe and relaxed enough.

Two inspirations: virtual authorization and quasi-manager club provide a buffer for high-performance employees to grow into managers. After training, you can be competent, if not, you can maintain your original post or continue to return to the furnace.

Three actions:

1. Pay attention to the balance of management, remind yourself to pay attention to both people and things, think and arrange work based on future needs, be decisive and resolute in goals, and be tolerant and encouraging to people.

2. Observe the role of management from the perspective of ODer, understand the explicit and implicit role of managers in BL, and be a conscientious person.

3. Continue to record and put your feelings into action. When new projects enter the market, we should consider their psychological needs from the perspective of people's needs, and solve new problems first and then solve them, so as to get twice the result with half the effort.

May all managers become a complete and excellent manager.