A friend who serves as a marketing vice president in a company told me that he really can't stand his boss. Last year the target was 50 million, but this year the boss wants to set it at 100 million. Before we could even argue, he demanded that I sign a target responsibility letter. We know clearly it's unachievable, but as long as I work here, there's no choice. He says it's this much, so it's this much. Arguing is useless, so in the end I just do what the boss says. I have no idea how this year's target was determined. Another friend who works as a marketing department manager in a company told me he doesn't want to work there anymore because the proposals they present are rejected by the boss over and over again. Even if they barely pass, the final plan is 'full of holes and unbearable to look at.' My friend suffered such torment repeatedly that he finally had to resign.
This phenomenon of bosses being self-righteous exists not only in individual companies but is quite common in many more enterprises, and it's like 'the wind helps the fire, and the fire helps the wind, a single spark starting a prairie fire.' Moreover, some companies are blind, hasty, and arbitrary, without careful consideration, often resulting in 'decisions made by patting the head, promises made by patting the chest, and afterwards patting the backside to leave,' becoming veritable 'self-righteous Mr. Three-Pats.'
Finding people is hard, and finding suitable employees is even harder. Why do many bosses lose the employees they've painstakingly cultivated? The most important factor is that they are too arrogant, overbearing, and self-righteous. In management and decision-making, they often make the mistake or even error of the 'three pats.' Moreover, bosses always think that since they created or lead the company, who could be better than me? They impose their will on subordinates, and the habitual thinking of 'change your thinking or change your person' also plays a role, making it impossible for subordinates to adapt, and their personal value cannot be realized, so they have no choice but to leave.
The Art of War says: 'He who calculates more wins, he who calculates less does not win, and what of he who does not calculate at all?' In enterprises, some entrepreneurs and bosses complain that their colleagues and subordinates are incompetent: they cannot complete tasks, or cannot complete them with the best quality, or cannot go all out and strive for perfection in their work. Many bosses, especially those who are just starting out, have high education, and are perfectionists, are very prone to the management error of being overly critical of people, unable to tolerate any flaw, even being so harsh as to demand that subordinates follow their own behavioral standards and value judgments. This easily creates tension between managers and the managed, and within the work team, ultimately affecting the team's combat effectiveness, even leading to the team's disintegration.
In a certain sense, as the leader is, so are the subordinates; as the boss is, so are the employees; as the manager is, so are the subordinates. Especially when employees can't do things well, bosses prove their capability by doing such things well. When employees can't do things, bosses also seem more willing to take them on. First, if employees can't do it and the boss can, it proves the boss's ability; second, seeing employees can't do it, the boss gets anxious and just does it himself. These are all manifestations of the boss's ability and also reflect a sense of responsibility, but they also inadvertently establish individual heroism.
Under pressure, bosses may rely on the strengths that have benefited them in the past. But going too far is as bad as not going far enough. Beneficial strengths can become extremely extreme behavior patterns. Thus, a cautious boss becomes timid, an imaginative boss becomes eccentric, and a charismatic boss becomes manipulative.
Since bosses almost always directly or indirectly express that they are very excellent and strive to 'show off' their brilliance, they need to be warned: to avoid stepping into the 'dark side' of their strengths, we need to retain some self-awareness and self-control.
Enterprises are created by entrepreneurs, and in the early stages of entrepreneurship, the enterprise is an extension of the boss's personality. So, in a sense, the boss is the god of the enterprise; he created 'this world' and established the rules for the enterprise's survival. These rules determine the future survival space of the enterprise. The more these rules align with the 'way of nature,' the more benign and long-lasting the enterprise's development. As a boss, the 'way' he constructs mainly has three items: First, formulate and implement the company's core values; Second, formulate correct strategies and supervise their implementation; Third, find the right people and delegate fully and reasonably. Once the company's core values are set, they should not be changed frequently; they should be adhered to long-term.
'Leadership' is a grand, vague, and intangible topic, while management is an art of balance. Whoever cannot tolerate others cannot manage or lead others. In China, where interpersonal relationships and face are valued, mastering this art of balance is particularly important. But to be practical, how can self-righteous bosses avoid being 'Mr. Three-Pats' and make decisions and manage people scientifically, reasonably, and efficiently?
Communication: The leadership, middle management, and employees of an enterprise should not only fulfill their respective responsibilities but also communicate with each other, so as to exert the team's strength. Without communication and connection between levels, each acts arbitrarily, with the top lacking a sense of career, the middle lacking ambition, and the bottom lacking responsibility, becoming a heap of loose sand.
In modern management, leaders propose a vision, communicate honestly, take responsibility, seek consensus, trust each other, hold core values to resolve disputes and problems, show humanistic care, create stories, propose ideas, convey information, boost morale and confidence, move toward the future and hope, continuously break through, promote innovation, cultivate decision-making and execution capabilities, pursue leadership quality, and establish a model of boss character. So communication is an important part of enterprise management.
Integrity: The most important quality of a leader is integrity, not deceiving others. Otherwise, no one will listen to you. Whether it's a country or an enterprise, any organization must be managed by rules, not by people. As a boss, the most important thing is not to lose integrity; this is the top priority in building a team. On the basis of trust, grasp the big and let go of the small, respect the rules, and don't interfere easily; everything will naturally fall into place.
Bosses should understand that in the enterprise, you are the god. God needs people to believe in him, and belief relies on integrity. If integrity is lost, no matter how big the enterprise is, it will collapse quickly. God does big things, not small things. A god who repeatedly shows miracles is not a good god; a leader who repeatedly shows authority is not a good leader.
Professionalism: In fact, the enthusiasm of employees is directly related to the management style of their leaders. A boss who doesn't understand management is 'only has requirements, no standards,' while a professional boss is 'has requirements, standards, concepts, and measures.' Therefore, small and medium-sized enterprises must solve the problem of employee enthusiasm by urgently learning and improving the leadership capabilities of managers, so as to ensure the enterprise can adapt to future competitive trends.
Strength: Since the 21st century, management has become increasingly flat, and traditional leadership methods relying on organizational position and power have gradually become unable to meet the requirements of modern enterprise development. Bosses should learn from nature, learn the way of balance, master the art of checks and balances, and cultivate self-cultivation and self-restraint. Today's enterprise managers, in order to do well in organizing, coordinating, motivating, and controlling subordinates, need not only hard power but also a certain amount of soft power. To have soft power, in addition to certain management ability, professional ability, and personal charm, a basic condition is to have a full understanding of the personality and characteristics of subordinates.
Delegation: As a boss, if you lack breadth of mind, ability, and foresight, 'three-pat decisions' often cause subordinates to do useless work, and even make you suspicious, irritable, and even more self-righteous. Over time, subordinates will naturally harbor resentment and despise him, thinking he is incapable of leading and managing them.
For this, bosses must clearly recognize the situation and their own abilities. After all, they are not 'double-sided tape and all-purpose oil' who know everything. So in specific situations, they should fully delegate. A good boss must know that in the process of execution, he should find the right people and fully delegate, and know what can motivate the people he/she wants to lead. Continuously seek and discover excellent talents, and based on their abilities, place them in appropriate positions, while establishing matching reward and punishment systems to manage delegation risks. In this way, as a boss, you can free up a lot of time to think about major issues, meet strategic partners, make correct decisions, and thus not become a self-righteous 'Mr. Three-Pats.'
Reply with the following keywords to categorize and read related professional articles: Sales Supervisor, Second-Tier Management, Regional Manager, Distributor Management, New Channels, City Manager, Competition, 2015, Manufacturer-Dealer Game, Product Stagnation, Terminal Visit Management, Route Management, Deep Distribution, Internal Management, Sales Skills, Profit Improvement, Recruitment, Distribution, Daily Management, Team Motivation, Trade Promotion, Sales Misconceptions, New Product Launch, Township Market, New Product Pricing, Sales Target Achievement, Forcing Orders, Market Visit Inspection, Baijiu, Beer, Sales Increase, Agency Products, Cross-Region Sales, KA, Terminal Merchandising, New Market, Market Operation, Learning, Book Recommendations, Inventory Management, New Salespeople, Consumer Promotion, Execution, Old Products, Expired Product Handling, Model Market, Investment Promotion, New Media, Distributor Development, Performance Appraisal, Assessment, Annual Planning, Shopping Guide, Morning Meeting, Display, Transformation, Pressing Goods, Holidays, Distributor Cost Control, Channel Operation, Marketing Theory and Laws, Brand Truth, Order Meeting, Team Management, Training, Debriefing, Debriefing Report.