Four characteristics should be paid attention to when recruiting high-level talents.

The first characteristic is sincerity. This is consistent with the need for "frankness" in enterprises. At the same time, honesty is the first criterion for enterprise managers. Sincerity and integrity are twin brothers. A sincere person can always unite his subordinates well and actively attract people around him with the help of leadership. And hypocritical people can only rely on the leadership of the thrust to manage people, and many times this thrust has little effect. For example, in today's extremely rich material, carrots are no longer necessary for some people, so the management mode of "carrots and sticks" is useless for many people. At this time, other ways should be taken to unite employees.

The second characteristic is sensitivity to change. It is necessary to know that the job of enterprise managers is not only to maintain the operation of enterprises. If only to maintain the operation of the enterprise, such a manager is not a qualified manager. The more important job of enterprise managers is to be able to lead the enterprise to change and lead the enterprise to go further and stronger.

For the change of enterprises, the most important thing is to find ten times the speed factor that leads to the great change of the industry. This ten-fold speed factor may be technological innovation, competitors, complementary partners of the industry, our upstream suppliers or our customers. For example, when one day, everyone doesn't need a fuel car. Or it seems that the rise of digital cameras directly led to the decline of film. As a manager of an enterprise, you must be highly sensitive to these changes, and you can't wait until the changes come, but you don't know anything about them.

The third characteristic is love for talent. As a manager, you must be tolerant. There is a story about Russian dolls. I think the founders of the enterprise told their managers that if you hire people who are better than you, the dolls in Russia will get bigger and bigger, but if you hire people who are not as good as yourself, the dolls will get smaller and smaller. The same is true for enterprises. If a manager is afraid that his subordinates are better than himself, it will be difficult for enterprises to retain enough outstanding talents and achieve good growth. If every manager of an enterprise tries to find someone better than himself, then the enterprise will get better and better.

In fact, no one is perfect, and everyone has his own areas of expertise and areas of incompetence. Finding out where others are better than themselves will not actually damage the power of managers. The most critical approach here is to "use people's strengths, tolerate people's weaknesses, and educate people." An excellent enterprise manager generally has such moral character and ability.

The fourth feature is tough elasticity. An excellent manager must dare to face failure. In fact, temporary failure is not a real failure, and failure is often just a step towards success. Only one person who can bear setbacks and failures can lead everyone to overcome difficulties and succeed. If the manager himself is crushed by setbacks, who else can go with him to find the road to success?