Three Stages For Managers To Grow

It is said that man's growth must go through three stages, namely, seeing mountains is mountains, seeing water is water; seeing mountains is not mountains, seeing water is not water; seeing mountains or mountains, seeing water or water.

When starting management, the feeling is "seeing mountains is mountains and seeing water is water".

It is only by instinct and intuition that management is done only by personal intuition. It is impossible to tolerate or disobey half the life of a boss. He has no idea that management should pay attention to human nature, emotional factors and communication and coordination skills. After several years of management, it suddenly finds that management is "not hill, water or water".

Until one day, all of a sudden, he became enlightened and realized that he entered the third stage: "see mountains or mountains, see water or water".

I understand that caring for people means doing things and doing things.

Specifically, the first stage of managers' growth is actually managing for management. Based on small personal experience and intuition, the subordinates are regarded as villains to prevent them. As a result, though they are able to control people, they can not control their minds, resulting in continuous management conflicts.

In the second stage, management takes management as a means, manages for "reason", starts to pursue scientific management, understands system establishment and perfected process, so as to ensure internal consistency and unimpeded administration, so that management effect begins to improve, but it is found that it is still unable to control people, but subordinates are only "oral but not willing to accept".

When we get to the third stage, managers understand the principles of management and the laws of human nature, and understand that managing people is caring and finding the joy of management.

We should try to establish a dominant management culture, fully respect and trust subordinates, try to motivate employees to manage themselves with goals, and guide subordinates to integrate their personal goals into the overall strategic objectives of the enterprise through systematic culture. Everyone does things voluntarily and regards work as a career, so as to give full play to the overall strength of the team.

At this time, the manager himself has been fully successful.