How does a hotel manager improve his management ability?

First of all, be confident. Successful people are humble on the surface, but confident in their bones. I don't feel confident from what you said. Maybe you will say that it is the first time for you to shoulder such a heavy burden, and you are afraid of screwing it up, but no matter who is born, he will lead the team, manage and succeed, and will improve himself in the continuous PDCA cycle and reach one peak after another. Besides, your boss gave you this opportunity because he valued your ability or potential. You must have the courage to give up who I am. If it's a big deal, you've only been working for three years anyway What are you afraid of? Youth is your greatest asset.

Second, be careful. Same old story. Think about what to do after you are confident, do it with your heart, and have the determination to do things to the extreme. I believe that nothing is impossible.

I think you can read more biographies of great men or business tycoons.

2. Ability:

First of all, you should have excellent business ability. Since you are engaged in administrative and personnel work, this requires you to be an authority in a company, or you are good at human resource management and have a good grasp of key points such as planning, recruitment, training, assessment and salary. Or you used to be a project manager, responsible for several major projects. I don't think your boss will let a recruit an egg shaped thing be his chief of staff, so you should be confident that you have this ability. If you feel that you are still lacking, do your homework at once, otherwise you can't convince your subordinates.

The second is the way of doing things, that is, the ability to solve my problems. Everyone can't be an expert in everything, but you can become a quasi-expert in the field you are not good at by doing things in the right way. The correct way of doing things can't be taught, you can only learn and explore by yourself. What I want to remind you here is that you should not think that everything you do is right. You should carefully observe how others do it and keep a learning heart. A book like The McKinsey Method is a good choice.

Finally, and most important to you-leadership. Leadership is indeed an art, not only human beings have leadership, but also animals have leadership. For thousands of years, what people have gained is the art of leadership. But to put it bluntly, the art of leadership is the art of directing others. In this respect, we should learn more from government officials and the army and read more books about Zeng Guofan and others. His success lies in his ability to choose people. Here I want to remind you that, as my senior brother on the fourth floor said, to build a good team, you have to show sincerity, which I have a deep understanding of.

3. Ideas:

Let's talk about your position here, because I have done similar things. If it were me, I would do this work from three levels. Of course, the situation and characteristics of each person and company are different, for reference only.

First of all, your department is largely a service organization, and many jobs are very specific and basic, such as recruitment, logistics and so on, which account for 70-80% of the whole department's work. I know many similar departments are fighting fires all day. It says here that there are not enough hands, please recruit some quickly. The complaining office supplies haven't arrived this month; There are also two business departments "fighting", looking for you as a referee, and so on. You'll faint all day. What shall we do? You must be clear here whether you want to be dominant or passive. Dominant people and teams will think of many ways to deal with things and prevent problems. Passive people will only put out fires and complain. I won't say more about how to do it. Only with good service can your department have the basic value of existence.

Secondly, we should do some "big projects". Of course, it is not for publicity, but from the company's point of view, to improve the management of the company. For example, suppose your company's personnel system is relatively backward, staying at the level of manual statistics and paper files. You can suggest to your boss to use the personnel system (of course, compare it with the actual situation of your company) and so on. In this way, it is not only good for the company, but also good for your department and yourself. In order to avoid the project being screwed up, the ability of project management is essential.

Finally, we should think about how to become a long-term system. This is the most difficult, and it often falls into the routine of system construction. I think people are the most important. We should be people-oriented and do a good job in people's quality, professional ability, sense of belonging and performance. Of course, we should also consider the system process, architecture, business model, cost and quality.

4. Relationship:

First of all, it is very important to get the support of the boss and give it to you. Don't flatter, as long as you can put yourself in the boss's shoes.

Secondly, you should get on well with other middle-level leaders and get their support, so that most of the work can go smoothly. What needs to be noted here is that you should understand the business, talk to them and really help them.

Finally, we should really understand the needs of grassroots employees and convey the boss's intentions. What you said about management and communication skills with employees is nothing more than sincerity. Think about them, communication is barrier-free and management is smooth.

The above mentioned some experiences, nothing new, and repeatedly emphasized sincerity and self-confidence. Finally, I want to say that management is often to balance strength, reconcile contradictions, and not be selfish, so as to do well!