1. Fines are useless For a low-level supervisor, fines are useful. But for a senior executive, fines are useless. Because your subordinates are not machines, especially if you are not supervising employees who do hands-on work. The effect of fines is very low. Everyone seems to think that after a fine, the other party will certainly take responsibility because they fear being fined. In fact, this is taken for granted! A senior executive must understand that what you think and what others think are two different things. What you think is OK, subordinates often think is not OK. Fines, many subordinates' mentality is, fine, fine, I've been fined, what else do you want? They don't take the lesson to heart at all.

2. There is no real difference between democracy and dictatorship Democracy, in fact, is following the opinions of the majority; dictatorship, in fact, is following the opinions of the minority. On the surface, democracy seems safer. But in fact, it is not. You must recognize the fact that most people are stupid, and the smart are always the minority. So if a senior executive believes that management should be democratic, basically, he can't accomplish anything. But if a person is dictatorial in everything, he also can't accomplish anything. So a senior executive should have an introverted temperament. He must understand that some things should be put on the table and show a democratic appearance. Some things should be kept in mind and done secretly.

3. Talented people are those who are disobedient If a person is very obedient, this person is basically useless. Only truly capable people will argue with you. This is an unchanging law for thousands of years. Truly capable people have pride. They are not afraid of being fired, because they have talent, and they can easily find a job elsewhere. Senior executives basically don't need to worry about the daily obedient people, because such things can be easily solved by low-level supervisors. It's just a matter of following the rules. What's the difficulty? The difficulty for senior executives is to win over these truly capable people. This is the main work.

4. When you see any problem, think deeper A person who sees an apple and only thinks it's an apple is a grassroots employee. A person who sees an apple and thinks, whose apple is this, is a low-level supervisor. A person who sees an apple and thinks, why is this apple here? is a senior executive. A person who sees an apple and thinks, is this apple worth money, is the boss. Senior executives should be good at interpreting the meaning beneath the surface. All employees are very afraid of you, what is the reason? All employees are very close to you, what is the reason? The appearance and the truth are often completely opposite. Be good at thinking.

5. It's hard to be a good person It is actually very simple for a person to be a bad person. Only those without ability will be bad people. Capable people try to be good people. Being a bad person, you have no worries, you shout at anyone, force employees to work, it's just a matter of being ruthless and having a loud voice. Xiang Yu was such a person. Even a military genius like Xiang Yu eventually failed because of his "bad person" temperament. If your senior executive is such a "bad person," you should be careful that the company might be ruined by him, because talents will leave. Be careful of such people who are incompetent but arrogant. A senior executive is good at being a good person. It's hard to be a good person because if you are good to one person, everyone wants you to be good to them too. A bad person doesn't have this worry. If you are bad to one person, everyone thinks, don't be bad to me. So being a bad person is simple.

6. Be good at looking at the big picture Senior executives must always understand that when it's your turn to handle things, they are always big problems, difficult problems. Although they may seem simple on the surface. Because below you there are low-level supervisors, and low-level supervisors are not easy to report things upward, because you will question and blame. So a senior executive should consider multiple factors when making any decision. Why do it this way? Is there a more appropriate method? If the company has regulations in this regard, why don't low-level supervisors follow the company regulations and instead report upward? Is it because the company regulations don't match the actual situation? What are other people's views on this matter? All these must be considered. It's not just following the rules. That's the way of a stupid supervisor.

7. Be able to answer the following questions excellently (1) Three people come over, one fat, one thin, and one average. Among the three, who is most likely the boss? (2) Five people come over, one fat, one thin, and average, No.1, No.2, No.3. Among the five, who is most likely the boss? (3) A coin is tossed into the air, and when it falls, what is the probability of heads? (4) You resign and jump to a company smaller than the original, but with a higher salary and position. The original company gives you a certificate of "Excellent Manager." What do you think the original company feels about you? (5) The boss says to you this morning: The company's finances are in danger, and it may not be able to support itself. To not delay your time, he introduces you to a better company. What do you do?

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