How to give full play to one's advantages
If managers want to carry out their work effectively, they must proceed from their own advantages and strengths and pay attention to giving full play to these advantages and strengths.
Most managers I know, whether in government departments, hospitals or enterprises, are very clear about what they can't do. They are sometimes overly sensitive to things that are not allowed by their superiors, company policies and government bans. So I often complain and waste my time and talent on complaining.
Effective managers will certainly care about their own limitations, but they can always find that there are more things that can be done and worth doing than they think. Just when others keep complaining that this can't be done and that can't be done, they dare to practice boldly. So, the so-called restrictions that overwhelmed other "brothers" were solved in front of them.
A railway transportation company in the United States faces various government restrictions on the company, and the management of the company seems to feel powerless. Later, a new vice president in charge of finance came to the company. He knows nothing about these warnings. Therefore, he went to Washington and visited the Interstate Commerce Commission, asking them to approve him to take several radical reform measures. "Most of your measures," the gentlemen of the committee told him, "did not violate our relevant regulations. As for other contents, we have to try them out first. If the effect is ok, then we are happy to support you to do so. "
"Someone won't let me do anything." This statement is really debatable because it is often used to cover up one's feelings. Even where there are various restrictions (in fact, people live and work under quite strict restrictions), there are still many important, meaningful and related things to do. And efficient managers will take the initiative to find such things to do. If he had asked himself, "What can I do?" Such a problem, then he almost certainly found: in fact, there will be a lot of things to do, and I am afraid that time and resources are limited.
How to give full play to one's strengths is also very important to cultivate one's working ability and habits.
It is not difficult to know how to work to achieve results. When people live to be adults, they certainly know whether it is better to work in the morning or at night. If you want to write a manuscript, he knows very well whether to draft it quickly and then revise it, or to scrutinize it word by word until it is finished. If he wants to make a speech to the public, he certainly knows whether to prepare the speech, outline or impromptu speech in advance. He also knows whether it is better for him to participate in the work of the Committee or to do it alone.
Some people only need to have a detailed outline at hand, which means that they are particularly effective in their work after careful consideration in advance; Others just need some rough hints. Some people work very actively under pressure; Others can only work effectively if they have more time, and may finish their tasks ahead of schedule. Some people prefer "reading materials", while others prefer "listening" to oral reports. I know my own characteristics best, as easily as knowing whether I am left-handed or right-handed.
Some people will say that these are superficial phenomena, but this statement is not necessarily correct. Many characteristics and habits can reflect the basic points of a person's personality, such as his views on the world and himself. Although these things are superficial, these work habits are also a factor to improve work efficiency. Most work habits can adapt to all kinds of work. Effective managers understand this, so they will take action as needed.
In short, an effective manager will strive to maintain his personality and will not easily change his image. He will carefully observe his performance and work effect and try to find something regular. "What other people want to do, but I am handy?" He will ask himself this question. Drafting a report is easy for some people, but more difficult for others. Some people think it is easy to draft a report, but it is very difficult to analyze the contents of the report and make a final decision. In other words, he is better at being a staff officer, because the staff officer only needs to synthesize materials and list problems. He is not good at being a decision-maker, because decision-making is responsible for directing.
Some people know that they are good at working independently, and they like to do projects by themselves from beginning to end, and they do them well. Some people also know that they are good at negotiation, especially those with intense emotions, such as negotiations between trade unions and employers. Of course, before each negotiation, he will make predictions about the demands that the trade union will make, and he is also very clear whether these predictions are accurate or not.
When people discuss a person's strengths and weaknesses, they seldom consider these situations. All they think about is a certain subject knowledge or an artistic talent. However, people's temper is also an important factor affecting career success. Adults usually know their temper very well. If he wants to be effective, then he must spend his energy on what he can do and do it well in his most effective way.
How to treat the length of employing people is not only a matter of attitude, but also a matter of daring to practice. As long as we dare to practice, we can do better and better with our own talents. If we face colleagues, subordinates and bosses, we can learn to ask "What is this person good at?" Ask a few less "what can't he do?" If so, then we can quickly establish a correct attitude, discover the strengths of others and make good use of their strengths. As long as we persist, one day we can ask ourselves the same question.
If we want institutions to work effectively, we should adopt the attitude of "creating opportunities and containing problems". And this attitude should first be manifested in personnel issues. An effective manager always thinks that people (including himself) are available. He knows that only by grasping his strengths can he have an effect. And grasping the shortcomings will only bring headaches. Because if there are no shortcomings, everything else will not exist.
In addition, he also knows that people always take the leader's code of conduct as their example. Therefore, he will base his exemplary role on giving full play to his strengths.
As we all know, once a new record is set in a sports competition, athletes all over the world will have a new goal. For a long time, the speed of running a mile did not exceed 4 minutes. However, Roger bannister suddenly broke the record of four minutes. Soon, the average score of sprinters in every track and field club in the world was close to the record of 4 minutes, and new leaders began to break through the limit of 4 minutes.
There is always a gap between leaders and ordinary people in human activities. If the leaders are outstanding, the average person's performance will get better and better. Efficient managers know that it is much easier to improve the performance of a leader than all employees. Therefore, he must try his best to put people who have the conditions to make contributions and take the lead in setting an example in leadership positions, set standards and create achievements. This requires managers to pay attention to people's strengths and ignore their shortcomings, unless these shortcomings affect the full play of existing strengths.
The task of managers is not to change people. As Tarant's story in the Bible says, the task of managers is to give full play to everyone's intelligence, health and business inspiration, so that the overall efficiency of the organization will increase exponentially.