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The three qualities possessed by a capable cadre
Talent is the core competitiveness of the company. Enterprises can not do without competent talents.
Each company's definition of "talent" is different, and different positions have different requirements for talent.
But in spite of this, those capable cadres who can really achieve something still have three commonalities in their bodies, namely:Achievement oriented, systematic, bowed into the game.
1. achievement orientation
An achievement-oriented person. He has his own "sense of mission", he wants to use his experience to help more people, to achieve more people. While achieving others, they also create greater life value and achieve themselves.
In the workplace, the real right-hand man must be achievement-oriented. What is achievement orientation? Achievement orientation is not the same as result orientation. Result orientation is task-driven. Just get things done and get results. Achievement orientation refers to a person who has ideals and aspirations, lofty aspirations, self-driven, pursuit of excellence, and a sense of accomplishment in doing things.
Achievement-oriented people have the following three characteristics:
1. Have a sense of mission
What kind of person do you want to be and what kind of career do you want to make all your life. For a professional, your mission is what you can bring to your customers.
2. Self-driving force
Self-drive is the consciousness without reminding, without being told what to do, you know what to do, and in order to achieve your goals, even beyond your expectations, you will continue to think, learn and improve until you achieve something. Self-drive is mission-driven, the key to a person's continuous progress towards excellence, and the driving force for the continuous development of an enterprise.
3, the courage to challenge high goals
Not satisfied with the status quo, has a strong desire for success, so the courage to challenge high goals, overcome obstacles, and complete challenging tasks.
There is a distance in the eyes, a gully in the chest, and the ability to win battles, fight tough battles, and win tough battles. This is a unique general.
2. have a system.
When they land in an enterprise, there is usually such a common problem: why can't the executives with thousands of people do well in a small company of 100-200 people?
Because they do not have a systematic thinking, they can only do it under the mature system of large companies, and there is no way to build it from 0 to 1. The real right-hand people are all people with "systems.
What is 'system "?
The so-called system is a combination of a series of methods formed to accomplish a certain goal. This requires that when you look at a problem, you can't just see one point, you must have a panorama in your heart, you must see the system, and see the connection between the various elements of things.
Any system includes three key points:
First, the goal. What is your goal? Only when there is a goal can there be a direction. If the goal is not clear, your thinking system will be confused, and all the efforts made will be in vain.
Second, the elements. The factors needed to achieve this goal. For example, what kind of people do you need? How many people do you need? What resources do you need? What tools and methods do you use?
Third, contact. What is the relationship between the objectives and the elements. Different permutations and combinations of elements may produce different results, but it is important to ensure the uniqueness of the goal.
A person with a system can understand the relationship between goals and various elements and find the most efficient solution.
For example: many times, when the business cannot be done, some managers will complain that the ability of people is not good, and then ask HR to recruit people again, replace people, recruit people, and then replace people.
This is a lack of systematic thinking.
Because he didn't think deeply about why the subordinates couldn't finish the task? Whether the ability of people is not good, or the goal is unreasonable, the strategy of business realization itself has problems.
However, HR obviously lacks a system. He did not start from the perspective of the company's overall business, but only followed the map to meet the needs of managers to recruit people.
If a person does not have a system, his thinking will become superficial, and he often cannot see through the essence and grasp the root of the problem. Then the decision he makes must be superficial and cannot solve the real problem.
So, how to exercise systematic thinking? You can practice from three dimensions:
The first dimension is to look at the problem in a structured way. Because structured thinking itself is part of systematic thinking.
The second dimension is to look at the problem from a global perspective. Between the local and the whole, it is easy to break. Only by looking at the problem from the overall perspective can we see it in a long-term and profound way.
The third dimension, standing in the future to see the problem. Systematic thinking is dynamic and changing. Don't fall into empiricism. You must look at the problem from the future.
3. Bow into the Bureau
Once some people do management, go to high positions, and become the boss's right-hand man, they have the mentality of a master, and they can no longer bow into the game, but sit in the office all day reading reports.
If you can't bow into the game, you can't find the team's problems if you are farther and farther away from the front line, and you can't find the real problems in the operation.
For example: in the early days of my business, I personally fired an executive who came from a big factory, graduated from a top school and had a very good work history, but I resolutely fired him. Why? Because since he took charge of the business team, 80% of the children we raised hand in hand have left their jobs.
Later, I found out that the executive could not bow into the bureau at all. He occupied five hours of his subordinates' time every night and held meetings all the time.
The executive can't help them solve the problem, can't help them get the result, in the meeting, but also show the boss's majesty, so they are not willing to follow the executive, you see, do not bow into the board, you will never be able to get the right answer, and how to do a good job of management? Then, what is the bow into the board? There are two meanings:
First, into the subordinate bureau.
As a superior, you can't give subordinates a task and ignore it. You have to dig out every detail in the place where the results are produced. The more carefully you dig, the better your subordinates finish, the more results you can get. When you don't know how to do it, then you don't ask the team to do it. Because the breaking point must be on you, so basically, I won't ask everyone to do what I don't understand, but what I know, I will ask you to do well and do it right.
Second, into the customer's bureau.
No matter what you do, you must start from the needs of customers. Where the value is reflected is not how powerful your product is, but how powerful your product makes customers.
kazuo inamori said: the answer is at the scene, and there are gods at the scene.
For enterprises, the customer is the scene, so you must spend time with the customer, dig out the customer's needs, and find the answer from the customer. How to do your innovative business, how to do user experience, how to improve service quality, the answers to these questions, you have to look for from the customer, like myself, I set the number of customers to visit every week. Every quarter, at least two consulting companies will lead their own teams to complete the project.
Why would I do that?
Because once you see fewer customers, your understanding of customers will be very shallow. When designing products and making strategies, it is likely that empiricism will go first and become "I think". If you don't talk to customers about their needs and difficulties, and only the following people report, it is difficult to grasp the real needs of customers.
Therefore, no matter how high the position is, it must be closer to the customer.
Finally, to sum up: the dividend of an enterprise is the dividend of talents. Enterprises can not do without competent talents. One will be incompetent and exhausting to death the three armies. The real right-hand man has three qualities: achievement orientation, system and bowing into the game.
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