Fourteen common mistakes managers make

Fourteen common mistakes managers make

First, refuse to take personal responsibility.

  Due to history, family, and surrounding factors, many people are unwilling to admit their mistakes, and often cause various reasons to shirk responsibility.

There are three necessary conditions for a person who has the courage to take responsibility: 1. Keeping promises 2. No excuses 3. Never give up.

  I once encountered such a thing that actually happened.

The vice president of a client company has a vigorous work style and is capable and efficient, but it is not humane and offends everyone in the company.

Except for the general manager who spoke for him, everyone else was silent, or just like that.

One time a training company came to the company to organize training and play games during the class. The team led by the vice president lost.

  According to the rules, the boss must take the responsibility of “failure” and do 120 push-ups.

The CEO is 45, has little exercise, and has been sweating all over the body. The two newspapers under his hands have been eroded by sweat and turned black.

Later on, the entire body was shaking during the push-ups.

The members of their team repeatedly asked to do it for him, but the leader of the training company and himself interrupted.

Later, some female colleagues couldn’t help but started crying, and in the end even their bosses suffered.

  After the push-ups were done, everyone’s attitude towards the vice president completely changed.

Because he can take responsibility.

The sky fell and he was brave enough to take it.

  Another famous case is the president of some parts of the United States. When certain parts crisis happened, in the face of the people across the country, they took the full responsibility on their own initiative, and their support rate rose sharply.

  This is the pros and cons of personal responsibility, and it is worth pondering.

  Second, the ability to inspire and cultivate subordinates creatively.

  1. Cannot formulate working standards and full authorization; 2. Intervene too much in the work of subordinates; 3. Hire and train employees to improve their performance without tapping their potential, which needs to be done “anytime, anywhere, anytime, anytime”Training.

  Third, only recognize results and ignore ideological education.

  The highest state of management is to enable employees to develop good habits of doing things, there must be a way out of thinking, thinking is inspiration, not dogma.

Get into the habit of reacting quickly and acting immediately.

  Fourth, pull the gang and form internal opposition.

Using family or friendship as a bond, the gangs are formed to form internal confrontations, causing serious “internal friction.”

  Fifth, non-discriminatory management methods.

It must be treated equally in the system, and different methods must be used in management.

  6. Over management and insufficient leadership.

Management is an instruction, an important “restraint”, leadership is “guidance,” and the emphasis is on “internal force.”

  Seven, no work goals were set.

The target rules for enterprise development: short-term, generally 5 years, need to make their core products; medium-term, generally 10 years, need strategic alliance; long-term, generally 15 years or more, need to develop upstream and downstream products.

  Eight, public-private mix, the law of love.

Regulated companies do not rely on relationships, feelings, bloodlines, but on institutions.

Doing things first and doing things later, “being a person” here means “character”, “principle”, “team”, and management is the process of using existing resources to make full use and integration to achieve maximum benefits,Not better than anyone else!

Supervisors should be self-love, self-respect, and self-respect.

  Nine, there is no set standard for work.

  The standard is “quantified details”, and details may determine success or failure!

Doing things seriously is just doing things right, and doing things with heart can make things right!

  Ten, indulge people with insufficient ability.Using the wrong key person at a critical moment will cause a big catastrophe. For those with insufficient ability, “tolerance” is too strong.

I only know how to “bend everything”, and I do not know how to motivate and train subordinates.

  Eleven, do not rely on the team, only rely on “stars.”

It does not rely on the strength of the team, integrating everyone’s wisdom, and only accepting strong “stars”, which is biased.

Successful companies rely on team systems, not all “stars.”

A team of competent employees plus a small number of “stars” is the best combination of the company.

  Twelve, lack of communication skills at work.

The lack of due communication between the work departments, poor communication, resulting in information closure, single-line action.

  Thirteen, things must be kissed and will not be authorized.

Do big things and small things by yourself, lest others fail to do so, underestimate the potential of employees, will not authorize, and cause itself to be “tired.”

  Fourteen, the lack of execution of work.

It is a common problem of almost all enterprises, and its execution is not enough, resulting in “discussion on paper”.

Completely perfect the sound system. If it is not implemented, it is also a piece of waste paper. Execution is the most important management.

  Conversely, the biggest possible reason for the lack of execution is not because your subordinates are incompetent, but that when you set goals, you did not consider it in connection with execution, or it was impractical.

  For a simple example, the goal set by a famous steel structure company is as follows: “With a part of our company in the construction field, we expect to have at least 1% of the steel structure market after it is put into production”, the vast majorityThe survey and design institute’s construction period is reversed according to the needs of customers.

When the goal is set, whether it can be completed or not, whether intentional or unintentional, is not considered.

  Maybe the Survey and Design Institute did this because of the tight schedule and helplessness, but many other companies or managers did not.

It’s just not tied to execution.

  In fact, as long as it is related to execution, whether the goal is reasonable can be further verified.

For a less relevant reason, someone famous consulting company boss was invited by Fudan University Press, hoping to turn the wonderful lectures of his training class into book publishing, which can be 200,000 words.

If you think about it in half a year, the 200,000-word book is not too thick. The boss can’t escape but promises and signs a contract.

But looking back, 26 weeks in half a year, why don’t you remember holidays, not weeks? He wrote about 30 years of the New Year, and he had to write 1,100 words a day.

This can basically be judged to be impossible for him who flies all day long, toures nationwide on weekends, and takes seriously the words and expressions of publications.

  In the above case, we only talked about a simple example and the goal to decompose a method according to time.

In business management practice, a systematic approach is to develop a detailed disaggregation plan for the goal to verify the goal.

In the process of making a plan, goals and corresponding work tasks are broken down according to time and division of labor, and at the same time tentative arrangements are made for the resources required for each access, such as personnel, expenses, support, etc.

  The execution of tasks is often subject to a lot of interference, and there are also many accidents, and the efficiency of execution is not as high as expected. Therefore, do not always plan too much time or resources, and leave a certain amount of excess appropriately.

  If you can find a way to solve the above fourteen problems, then you will become an efficient and high-performance manager.

If you can’t solve it temporarily, why not try to bypass it.