2. Strong ability. Have a correct work attitude, be able to do my job well, have a sense of innovation, want to do things, be able to do things, be able to do things.
3. Strong organizational skills. Will unite colleagues, team work is organized, work is planned, and personnel are reasonably deployed, not bloated and not procrastinating. Know people and make good use of them.
4. Strong coordination ability. Strong ability to understand the instructions and intentions of superiors, able to unite and lead departments or units to complete the requirements and tasks of superiors with good quality and quantity, and able to safeguard the reasonable rights and interests of the team they lead. Work smoothly with cooperative units, and be able to coordinate the working relationship between superior and subordinate units.
5. Strong management skills. Good personal conduct, prestige in the team, well-founded, fair and just in dealing with problems. Act according to the system, and the management team treats them equally.
According to our old leader, what kind of talents are qualified? Even virtue, diligence and honesty can be competent! What kind of people can use it is to want to be an official, to be able to do things, to succeed, and not to cause trouble. Not only a diploma, but also a level.
In a human society, people tend to recruit people they like, but as leaders, what criteria should we use to recruit subordinates?
First, I can do things and work efficiently. The workplace is about performance. No matter how beautiful the words are, no matter how difficult the relationship is, you can't do it or talk about it.
Second, have the ability to think independently. Subordinates should not only do their jobs well, but also learn to help leaders share responsibilities. You can bravely put forward good ideas about a problem, and you are really interested in this problem. After thinking in many ways, you can get a solution to the problem.
Third, abide by professional ethics. Talent is expensive, but having both ability and political integrity is the leader's favorite dish. People who have secular desires can always keep their initial heart and abide by professional ethics to go further.
Fourth, clear career goals. "Don't be arrogant if you win."
Many people in the workplace are unhappy at work, lack motivation, and blindly change jobs because their career goals are unclear. The first three years of my career are the golden period of exercising my ability and accumulating capital. If you don't know your goals during this time, you are likely to become a mediocre migrant worker. So, according to your hobbies and abilities, combined with the experience and lessons of the past three years, find out the goals that suit you.
Fifth, keep an "empty cup mentality" and always be prepared.
As the saying goes, opportunities only favor those who are prepared. When appropriate, you should "save your strength" and make yourself a lifelong learner, so that you can have the opportunity to choose whenever and wherever you want.
If we classify the environment in which "promotion" takes place, the criteria for promotion may be quite different. Therefore, it is impossible to determine more reliable promotion standards without setting the environment in which promotion takes place. For example, promotion occurs in the environment of government agencies, and "whether politics is excellent" may be put in the first place; If it happens in the environment of a foreign company, perhaps the performance contribution ability will rank first. Similar environments include joint ventures, private enterprises or private enterprises and state-owned enterprises, and the criteria for promotion will be very different. This kind of environment, we can call it "big environment".
There is another environment that causes different promotion standards, that is, micro-environment, that is, high-level environment, middle-level environment and grass-roots environment in an organization. For example, if you are a senior leader and want to promote a person to the top, you need this person to meet the conditions and requirements for promotion to the top; If you promote a grass-roots person to the middle level, the conditions and requirements that this person should have are different from those promoted to the top level; If people are selected from the lowest-level employees and promoted to grassroots cadres, the conditions and requirements are different from those of entering the top or middle level.
In other words, in an uncertain environment, it is a bit abrupt to discuss what abilities a promoted person should have. In order to answer the question "What kind of people deserve promotion" more accurately and objectively, we can choose one or two environments to discuss. Because we have no experience in government agencies, we are not qualified to discuss promotion standards in the environment of government agencies; The promotion standards of state-owned enterprises and institutions are too flexible to discuss, even if it is troublesome, the people who answer it are also very troublesome. In fact, the promotion standards of state-owned enterprises and institutions are definitely clear to most people. Therefore, what kind of people are worthy of promotion in institutions, institutions and state-owned enterprises is beyond the scope of discussion here. It may be more meaningful for us to focus our discussion and promotion on the two environments of foreign enterprises and private enterprises.
Let's talk about the criteria for foreign companies to promote people.
There are two kinds of foreign companies, one is that they are foreign companies in their bones and appearance, and the traces of localization are not obvious. They are truly foreign companies; One is a "pseudo-foreign company", a foreign company with serious localization and assimilated by Chinese people. The second one can be discussed as a private enterprise. Let's focus our discussion on the first question.
I have worked in two top 500 foreign companies for ten years, and participated in the promotion process many times during my tenure. So for the promotion in this environment, there are some feelings and voices.
Foreign companies are very cautious about the promotion process and promotion candidates. Presumably, people in management are no strangers to the 360-degree evaluation tool. This tool is often used by two foreign companies where I work. If I remember correctly, there are 29 pages of A4 small font materials used for 360-degree evaluation, which are mainly used for middle and high-level annual evaluation and middle and high-level evaluation. Because there are too many contents in it to be fully displayed here, I will summarize the promotion standards for your reference.
Standard 1: people whose values are close to those of the company. Foreign companies have high requirements for the values of promotion candidates. So how do you know whether a person's values are close to those of the company? One is that their values are clearly defined, and there are clear values and behavioral standards; The other is that the 360-degree evaluator provides the behavior information of the evaluated person. The two behaviors under the value of "respect" that impressed me the most are: you are not allowed to strike the table under any circumstances; Under no circumstances should you point your index finger at others. Because there are so many 360-degree evaluators, if you violate your values, you will "identify" the evaluators.
Standard 2: People with outstanding performance. There are two forms of expression, one is quantitative expression and the other is qualitative expression. Quantitative performance is easy to understand, such as output, customer complaint rate, sales volume, market share, training budget achievement rate, etc. Qualitative performance is really difficult to evaluate. For example, employee training is difficult to quantify. But 360 evaluation solved this problem. Subordinates have the most power to make this non-quantitative evaluation. They know whether they have grown and improved, and people at the same level can also see whether the subordinates of the assessed personnel have grown or improved their abilities. Another example is "creating a healthy working environment", which is also a qualitative standard. But the 360-degree survey quantified her. The final 360-degree evaluation summary can explain whether a person has excellent performance.
Standard 3: People with high communication efficiency. I believe there is no one who does not know how important communication is to an organization. Communication includes timeliness (timely feedback), expressive ability, listening behavior, willingness to communicate, and frankly facing difficulties. We know that many people have serious defects in communication. Either you only talk about yourself and forget to listen to others, or you hide some mistakes, dare not report or express them, and only know that you have to face them at the last minute. The timeliness and feedback ability are extremely low, which greatly reduces the efficiency of the organization and makes the problem solving seriously lag behind. No one dares to promote such a person.
Standard 4: influential and attractive people. This article is suitable for foreign companies to be promoted from middle level to high level. Influence and charisma are important qualities to motivate the team. However, not many people can have this trait. Jack Welch said in his book Win that charm is a gift and difficult to cultivate (note: he means "difficult to cultivate", but there are exceptions). Since such excellent qualities are difficult to cultivate, when promoting people, we need to choose those "ready-made" people who are naturally attractive.
Standard 5: A determined person. This standard is applicable to the promotion from intermediate to advanced. Because decisiveness, like charm and influence, is also a trait that is difficult to cultivate, and the most important trait that a high-level person should have is "decisiveness". As a senior manager, indecision will ruin the future of the organization. Because this trait is difficult to cultivate, foreign companies often include determination in the criteria for promotion from middle to high level as one of the necessary conditions.
In the environment of foreign companies, people with the above characteristics or abilities can easily be promoted.
Then, if you are in a private enterprise or a private enterprise, what kind of person is worth promoting? Because we look at the promotion from the perspective of superiors, we first rule out the factor of "loyal boss". Because in private enterprises, superiors promote subordinates, "loyal bosses" will not be placed in an important position unless the boss promotes people.
Standard 1: A person who solves problems for his superiors. In any case, people who can solve problems for their superiors will definitely become people worthy of promotion. Solving problems for superiors has two meanings: one is to be anxious about the urgency of superiors, and the other is to be able to think for superiors from the perspective of superiors. This does not include "really solving problems for superiors", because the value that superiors value first is the attitude of solving problems for superiors, not the ability (which will be discussed separately later). Think about it, the superiors can't sleep at night because of one thing, but the subordinates don't care, go home to sleep, or go to eat, drink and be merry. How can a superior think such a person is worth promoting? Being able to meet the requirements of superiors in psychology and attitude will be regarded as the primary feature of promoting a person by superiors in private enterprises. Many people don't understand why those who often "work overtime" but don't have outstanding ability are promoted by their superiors. That's why. Often working overtime is a direct manifestation of "solving problems" for superiors, which is easy to be found by superiors.
Rule 2: People who "give pillows when their superiors are sleepy". Of course, this doesn't mean giving the pillow to the superior, but when the superior needs something, the subordinate will prepare it. As the old saying goes, it is called a person who has "heart and heart" with his superiors. A look at the superior, the subordinate has understood the intention of the superior. That kind of tacit understanding requires a little talent, as well as daily observation and understanding of superiors, excellent "insight" and mind-reading ability, and understanding of "language" of superiors-eyes, expressions, body language and some unique behavior habits of superiors. This just right feeling can save the superior a lot of thoughts. The superior wants to get a cigarette and has already hit the lighter here. There are not many such people. I am lucky to meet such a person. Call him little g for the time being.
-superior: Xiao G, call XXX and explain it to him.
-Little G: Manager X, I just called him to explain. No problem.
-superior: move fast enough!
-Little G: Oh, Director X, where have you been? Isn't that what you've been teaching: go forward in action.
Boss: Let all departments summarize the materials and bring them to me.
-Little G: Manager X, I have asked them to summarize. I'll get it for you now.
-Boss: That was quick!
-Little G: It's gone. You teach very well.
Which superior thinks such a person is not worth promoting?
Standard 3: People with leadership. There are two kinds of leaders here: one is a person who really has leadership and can bring the team well. There is also a kind of person who can carry out or push the intentions of his superiors into place. Such a person, after the superior assigns the task, the superior no longer has to worry about the execution or advancement of the task in hand, and can perform or advance the task well almost without leaking bullets. Such subordinates can use all possible resources to carry out and promote their tasks well. Unlike some subordinates, he doesn't "ask questions and ask for instructions in everything", as if the superior is the assistant of the subordinate. Such subordinates can often make the atmosphere of the team particularly good, and always make the superiors feel "proud of the spring breeze".
Standard 4: People who are willing to learn. Just as teachers like students to love learning, superiors will feel a different kind of comfort when they see that their subordinates are willing to learn and participate in training in their spare time. People who are willing to learn, no matter what the final learning effect is, will always make their superiors feel "well, he is making progress" and will be able to shoulder a heavier burden in the near future and reach an agreement with my expectations. He deserves great trust and promotion.
We didn't talk about morality and conduct in this discussion, because "morality and conduct" have different standards and answers in the eyes of different superiors. Some people regard social morality as morality, while others regard workplace morality as morality. There is still a difference between the two. Perhaps caring for the weak is a good social morality, but it will erode the organization in the workplace. According to this standard, different people have different opinions. Let's discuss in "Who is worthy of promotion".
Because this question is what kind of people "deserve" to be promoted, rather than what kind of "should" be promoted, the content discussed here may be different from some "* * * knowledge", and may even be a little narrow. But answering questions is my habit. Please forgive me.
What kind of people are worthy of promotion? In my opinion, a person worthy of promotion must first be consistent with the leader, and then have a high IQ, that is, be able to do things; Emotional intelligence should also be high, that is, getting things done and treating others, both of which are indispensable (except of course those who have their own unique expertise and are irreplaceable). Specifically, it can be divided into four categories:
First, people who can keep up with the leaders in the direction, that is, the so-called "own people." This kind of people may not have strong ability and high emotional intelligence, but they all have an ability that can be recognized by leaders naturally, that is, "obedient". They can meticulously carry out the intentions of leaders, and leaders need some "own people" no matter how fair they are. Emperor Qianlong is clever enough, but there is also a small Shenyang who can only kiss up and make a lot of money. It is because small Shenyang can completely deal with all kinds of intractable diseases that bring inconvenience to leaders from the perspective of leaders.
Second, people who can make a difference in their work, that is, the so-called "dry talents." Such people don't know whether their emotional intelligence and IQ are high or not, but one thing is certain, that is, they have strong working ability, can do things, and can do things well. This kind of person, no matter in what position, can handle all kinds of complex problems with ease, with strong ability and high quality, and any leader is indispensable to this kind of "person who does things." So I have always said that as long as I have high comprehensive quality, I can get along anywhere, because I need people who can do things everywhere. It is impossible for a unit to keep only a group of people who can't do things, especially for private enterprises.
Third, there are people who specialize in skills, that is, the so-called "professionals." This kind of person may have low comprehensive quality, poor comprehensive ability and poor interpersonal skills, but he has a core competitiveness, that is, he is an authority and expert in a certain field, and even has an irreplaceable position in this field. Therefore, this kind of person is needed and can be used by any leader when he takes office, and will not lose his role because of "once every emperor and courtier". There are many cases of such people in history.
Fourth, people can be grateful, not the so-called "baiwenhang". The above three kinds of people are all worthy of promotion in ability, and gratitude is to judge whether a person is worthy of promotion from virtue. I won't say much about this kind of person, because the "baiwenhang" is really difficult to identify in the early stage and can only be observed slowly in daily work and life. But I think character and virtue should be put first whenever selecting and employing people, because no one wants to promote a "baiwenhang" to dig his own grave.
Therefore, as far as the implementation of the work is concerned, our own people, talents and professionals are worth promoting; But from the point of view of character and virtue, only those who know how to be grateful are more worthy of admiration. There are three types of live-action versions that can be promoted: a beautiful woman; 2. People with connections; Three rich people! Nothing else is reliable! There is no justice in employing people!
Reality seems to be the perspective of "value".
Thank you for inviting me! Because the superior needs to promote a manager, I think it is necessary to promote a person with the following abilities: "1" has strong political thinking ability and is consistent with the superior. Generally speaking, we should be consistent with the CPC Central Committee, obey the party's reversal, fight wherever the party points, fight when it comes, and win when it hits. "2" There are people who do business. If you succeed, don't bother the leader, keep in mind the purpose of serving the people wholeheartedly, do well what the leader has arranged, faithfully perform your duties, do well what the leader has not arranged, and do well what you need to do. "3" has leadership ability. As a leader, we should make overall plans, unite with comrades, be good at listening to different opinions, strive for perfection, and promote the progress of all work. "4" has a strong spirit of cooperation. As a manager, we should face all kinds of complicated and criss-crossing affairs, be ignorant and ask questions if we don't understand, be a good supporting role, and work together with Qi Xin to complete all the work vividly.
I think the first thing to do is to love the motherland, the people and the great Chinese producers. This is the basic purpose! Secondly, do the following:
One: politically firm and reliable, loyal to the party.
Two: Have both ability and political integrity and dare to take responsibility.
Three: honesty and self-discipline, honesty and integrity.
Four: serving the people all one's life.
Only by knowing yourself and yourself on the battlefield can you win absolutely. Explain that the stronger a person's comprehensive ability, the stronger his command and judgment ability will be. I think only people with strong comprehensive ability will have high efficiency when arranging tasks, including the use of people. If it is not enough to rely on eloquence and instant shrewdness, the more you know in front of this colorful thing, the more mistakes you will make in arranging things! In terms of promotion, we have sorted out what to promote. The idea of selection is incomplete, and the result is not optimistic for a long time!
The soil is not good, even the best seeds can't germinate. No matter how good the cloth is, it will change color when it enters the cylinder.