How to be a good foreign trade manager

What are the common mistakes made by new managers? People have deeply studied what good management is and got a general understanding of it. However, more people violate it than put it into practice. Most new managers are particularly prone to misunderstanding.

Professor Linda from Harvard Business School? Linda Hill studied the first-time managers and wrote down the common misconceptions and misunderstandings that lead people to make mistakes at the beginning of promotion. These include:

Myth 1: Managers have great power.

Newly promoted managers usually do well in their original posts and have considerable independence and autonomy in their own actions. With the new position and title, they think they will enjoy more power.

The result was unexpected. Most new managers report that they are shocked by their limitations.

Hill published an article entitled "Being the Boss" in Harvard Business in 2007. In the article, he said that the new manager was caught in a network of relationships, not only with subordinates, but also with bosses, colleagues and others inside and outside the company. These people would make harsh demands on the new manager and sometimes contradict each other. Therefore, every day's work is tense, hectic and chaotic.

She quoted a new manager as saying: Being a manager is different from being a boss. Being a manager is like being a hostage.

The new manager must put aside the wrong view of power and realize that he needs to discuss with people from all walks of life, otherwise he may face setbacks and failures.

Myth 2: Power comes from the position of manager.

New managers often think that the power in their hands comes from their own titles. But in fact, Hill wrote, new managers will soon find that subordinates may not respond when asked to do something. In fact, the more talented subordinates are, the less likely they are to obey orders completely.

Over time, excellent managers find that in order to exercise important functions and powers, they must win the respect and trust of their subordinates. They need to show their personality, ability and problem-solving ability to their subordinates in order to obey the leadership.

Myth 3: Managers must control their subordinates.

New managers are still insecure about their roles, and they often ask their subordinates to obey orders absolutely, especially at the beginning of their tenure.

However, they will gradually understand that obeying orders does not mean having a sense of responsibility.

Hill wrote that if people have no sense of responsibility, they will not take the initiative; If subordinates are not active, managers cannot effectively delegate work to subordinates.

The challenge for managers is to cultivate their subordinates' strong sense of responsibility to achieve the same goal, rather than blindly obeying orders.

Myth 4: Managers must pay attention to cultivating good interpersonal relationships.

Hill said that managers should not focus on building friendships, but should create teams.

She wrote that when new managers only care about one-to-one relationship, they will ignore a basic aspect of effective leadership, that is, using the collective strength of the team to improve personal performance and sense of responsibility; By influencing team culture (team norms and values), leaders can stimulate the ability of all kinds of talents in the team to solve problems.

Myth 5: The manager's job is to make sure things go smoothly.

Keeping the business running smoothly is an arduous task, which may consume all the time and energy of a new manager. However, Hill writes that if this is all the manager does, he is all wet.

She wrote that new managers also need to realize that they have the responsibility to propose and initiate changes that can improve team performance; Usually, to the surprise of most people, this means challenging organizational procedures or structures beyond their formal terms of reference. Only when they understand this can they begin to take their leadership responsibilities seriously.