Reflections on 11 common mistakes professional managers make

11 Mistakes Commonly Made by Professional Managers Sample Essay

"11 Mistakes Commonly Made by Managers" is a video recorded by Mr. Yu Shiwei a few years ago. I am following I have compiled some thoughts about the level of reading for everyone. Welcome to read and refer to:

Mr. Yu has a lofty vision and a unique perspective on problems. He often starts from small things, which is refreshing. Now we still emphasize on integrating with international standards. The hardware in some of our cities has been in line with international standards, but our software has not yet been in line with international standards, because hardware can be bought with money, but software cannot. Software is internal strength and it depends on us. Constantly improve ourselves, change our usual thoughts and ways of doing things, inherit the essence of our ancestors, absorb the essence of foreign countries, and build our country into a powerful country. As Professor Wei Shoukun said, we are a steel country, but not a steel power. Now that we are a big country, we are still some distance away from becoming a strong country. ?The biggest problem after joining the WTO is management? What Mr. Liu Chuanzhi said above seems to be true now. Mr. Yu pointed out 11 common mistakes made by domestic managers.

1. Refusal to assume personal responsibility.

Not only managers have this problem, but also Chinese people in general. This has something to do with the environment in which we grew up. In daily life and work, few people will say "It's my fault". As an effective manager, you must be responsible for the results of things. Even if a problem occurs and we convene relevant departments to hold a meeting to discuss it, usually no one will come out and admit that "it was my fault". When analyzing the reasons, we often hear "I thought", "We thought" and other excuses. Ci, there he kept defending himself. Is what we think is actually what we think it is? Instead of sitting there like a millstone waiting for others to push it, we should proactively communicate and verify what we think so that our work can be effective. A more solid foundation, fewer detours, and better results. Another thing is that we often blame others, blame our subordinates for not working hard, complaining about the upstream not doing a good job, insufficient support from brother units, insufficient resources from leaders, etc., but rarely analyze our own reasons, many problems It often comes from oneself, rather than from the market, the district, the office, or the manpower. When things happen, I often think about Zeng Zi, who said: "I have to examine myself three times every day. Have I been unfaithful in my conduct for others? Have I not trusted my friends? Have I not been accustomed to teaching?

2. Failed to inspire the staff.

After the company recruits a person for us, we will be responsible for that person’s growth. As a leader, no matter how big or small, a large part of the job is to guide the work of his subordinates and teach them all his skills so that there will be no chaos in the department he is responsible for after leaving the company for a day. Supervisors must completely eliminate the feeling that we are indispensable. What the boss emphasizes is not that you have to do everything or that you must firmly grasp all rights, but that you must keep a close eye on the work of your subordinates. , point out problematic areas at any time and urge corrections. If the performance of your subordinates is low, you should first analyze the reasons from yourself instead of blaming your subordinates first. As a supervisor, do you have sufficient guidance for your subordinates, do you give them sufficient exercise, and do you correct their mistakes in a timely manner? Point out their shortcomings? As a supervisor, you should cultivate strong and capable subordinates, so that even if you are transferred, retired or died, the company should not be paralyzed. Just like what Wei Zheng said in "Ten Thoughts on Admonishing Taizong": civil and military affairs are competing vigorously, and the monarch and his ministers have nothing to do. They can enjoy the pleasure of traveling in Henan, they can support the life of pines and trees, and they can play the harp and hang the arches, which goes without saying. Why bother to think hard, perform duties on behalf of others, and serve smart eyes and ears, which is a waste of doing nothing?

3. Only focus on results and ignore thoughts.

Don’t tell me the process, I’m not interested, I only focus on the results! I often hear this saying at work. It sounds cool, but it's not actually that.

Doing things must be guided by thoughts. Without that thought, there would be no process, and without that process, there would be no expected results. The idea is to inspire, not to be dogmatic. It should inspire the subordinates to think beyond the problem and think about the overall logic, rather than teaching them the solutions to individual problems. ?It is better to teach a man to fish than to teach him to fish.

4. Form opposition within the company.

In the company, we often talk about their product department, your testing department, and our R&D department. In the company, you, us, and them will be clearly distinguished. You and them can easily create a sense of alienation and form groups within the company, which reduces the cohesion and combat effectiveness of the company as a group. When talking about your own company, there is only one pronoun: "we". In this way, any problems in the company are related to you, which is conducive to problem solving and improves the team's work efficiency. The company's customers or product users and other related units often call the company. When receiving these calls, you should always remind yourself that the person who answers the phone is the one who solves the problem. Don't shirk it and say, "I am not responsible" and "This is not my responsibility." Not under my control? and so on, because to these callers, the person who answers the phone represents the company, and they don't care which department you are in.

5. Management method that treats everyone equally.

As the saying goes: One kind of rice feeds all kinds of people. Everyone's family environment, educational background and social experience are different, and they should not be the same when managing their subordinates. They should "teach students in accordance with their aptitude" just like "teaching students in accordance with their aptitude". If you don't understand this truth and only use one way of management, your subordinates will only be "courteous but not convinced" towards you. There is an xyz theory, which states that management should use a variety of management methods to achieve the best results.

x: Strong management y: Participating management = z: Comprehensive application

Assume the person is: Assume the person is: Assume the person is:

Avoiding responsibilities and accepting tasks Materialistic spirit

Hate work and like challenges, punishment and incentives

Unwilling to think about the human nature of the system with potential

6. Forgetting the lifeblood of the company: profit.

Nowadays, the assessment goal in enterprises is generally to achieve XX indicators, such as sales volume and turnover. In fact, these are secondary. Profit is the lifeblood of the enterprise. Sales volume and turnover do not necessarily mean profits. Without profits, a company cannot survive. Nowadays, many companies have just been established and have not yet fired a shot. Whether they can survive is still a question. They claim to be the "boss" and "leader" in the industry. In fact, many companies are still followers and are still in the stage of learning from others. Only after learning the essence of others and solving their survival problems can they be qualified to talk about industry leadership issues. There is a saying: fourth-rate companies set prices, third-rate companies provide services, second-rate companies compete for brands, and first-rate companies set specifications. You can check them out. No matter what kind of policies a company implements or what kind of management methods it introduces, it should not be forgotten that the purpose of doing so is to keep the company alive, and the net profit after tax is the focus. To increase net profit after tax, on the one hand, it is to increase revenue, and on the other hand, it is to reduce expenditure. Many companies only know how to increase revenue and ignore expenditure reduction. In the current fierce competition environment, no matter how good open source is, the profit margin cannot be too large. Some powerful companies have long noticed the huge room for savings. Japan's Canon, under the leadership of Mitarai, implemented a cost-saving plan and successfully reduced costs by 16% and increased profit margins. The list of the world's top 500 companies changes every year, and Enron, one of the top 10 companies, has also declared bankruptcy. This shows that profits are the lifeblood of enterprises, and even the world's top 500 companies cannot survive without profits.

7. Only see the problem, not the goal.

If you only pay attention to small details or problems, you will lose your creativity.

As a supervisor, if you are obsessed with solving some small problems every day, you will easily lose yourself in these problems, only see narrow things, and ignore the thinking of short, medium and long-term goals and the overall framework, and you will lose your creativity. To put it bluntly, dereliction of duty. The so-called "can't see the forest for the trees". Zoologists have noticed the Aslan phenomenon: once an animal becomes accustomed to a framework, it cannot transcend it. The same goes for people. As a supervisor, if you set a good framework and big goals for your work, your subordinates will have a yardstick and direction for their work. As a supervisor, you must make full use of your time and use it wisely. A survey shows that a supervisor spends 80% of his time to only create 20% of productivity. Bill Gates once emphasized within Microsoft: E-mail is for others to use, and our company uses it as little as possible; if you can stand to solve the problem, don't sit down; if a person can stand and speak, don't sit for a meeting; if you can stand at the table, don't sit down. Don't go to the conference room if you can do it alone. If you can finish speaking at the table, don't go to the conference room for a meeting. If you can write a note, try not to record the meeting. I think his purpose in saying this is to save time and improve efficiency. "Saving Big Blue" (translated as "Saving IBM" or "The Melancholy Giant", etc.) summarized IBM's three major charters: senior executives are busy in meetings every day; they are slow to respond to all problems and crises; they forget that customers are there where. Clarifying your responsibilities as a supervisor, setting and keeping track of goals is more important than burying yourself in a pile of problems.

8. Don’t be the boss, just be a buddy.

"Brother" is a saying in the north, which means brothers in need. If you are a buddy in a company, you will mix up ethics and interpersonal relationships, and ultimately destroy the company's ethics. The winning mix of buddy and manager doesn't exist. The bead in front of the emperor's face was used to cover the emperor's expression. A certain distance should be maintained between superiors and subordinates, so that the company's disciplines could be strictly enforced and the company's ethics could be maintained. The clubs at West Point Military Academy are divided according to levels, and people of each level are separated. Japanese people don't often drink at company dinners. They eat first and then drink. After the meal, each class goes to drink separately. Otherwise, if an officer gets drunk and behaves ugly in front of a soldier, how can he command his soldiers to charge into battle? If a senior executive shows off his chest muscles in front of a group of subordinates, does he still have prestige in the eyes of his subordinates? With his subordinates, just Professional, just business. Don't make the mistake of saying that supervisors are not like supervisors and leaders are not like leaders. So, to be a human being, don’t do things, and to do things, don’t be a human being.

9. Failure to set standards.

A well-established company must have established policies, but sometimes it forgets the essence of the process. Many companies now have SOP (Standard Operation Procedure), but there is no detailed quantification. Many companies emphasize smile service but fail to quantify smiles. What exactly is a smile? Only after the Olympics did we know that the original standard of a smile is to show eight teeth and smile. Now Chinese companies should also enter the era of paying attention to details. One important reason why century-old stores can survive for a hundred years is that they work hard on details. The battle between powerful countries in the world is a battle of details. Products made in Japan and Europe are superior in quality and user-friendliness because they pay attention to details. The quantification of details in McDonald's SOP has reached the extreme, and there are even detailed regulations for each door handle, so it is powerful. The biggest oversight in our workflows and workbooks is the lack of quantitative detail. As the saying goes: details determine success or failure. For a long time, the company hopes that all the "bad people" will leave and the "good people" will remain. In fact, why don't employees hope that they can work for a long time in a well-calibrated, dignified, and quality company? In an inferior company, Working in a company can also make people feel useless and undignified, and they will be embarrassed to tell you when they go out. A simple way to see if a company has standards is to see if the company is quiet during working hours. If it is quiet, it has standards, and if it is noisy, it does not. The pursuit of standards is also the driving force for the company's development. Employees do not rely on their supervisors to constantly push them to do things.

With standards, details refined, and concepts deeply rooted in the hearts of every employee, employees will work hard. Hilton Hotel employees will help customers contact rooms in other hotels when there are no rooms in the hotel. This can not but be said to be a very good work attitude. Just like what model worker Li Suli said: Doing things seriously means doing things right, only doing things with heart can get things done.

10. Indulge people with insufficient abilities.

The mistake of human resources is to put the wrong person in the wrong position. Being a supervisor is not a favor, and management is not a competition to see who is the most popular. If everyone in the company says you are good, there is a problem, and everyone says you are bad, but there is also a problem. Why do bad people say you are good, and good people say you are bad? If you can do it so that good people say you are good, and bad people say you are bad, then alright. The environment is constantly changing, science and technology culture is constantly advancing, and development requires continuous learning. Only those who keep learning can develop, and only teams that keep learning can survive. As a team member, if you do not learn, you will become a team member, and the team should no longer It is unfair to the team to keep people who refuse to learn. Don't let those who are willing to do things not be in that position, and those who are not interested in doing things are in that position. The emergence of "Parkinson's Law" must be avoided within the enterprise (Note 1). As a supervisor, you should not be afraid that your subordinates will surpass you, do not protect those with insufficient abilities, and should consider the development and growth of the company. Empress Dowager Cixi did not understand military affairs and appointed Li Hongzhang, and Li Hongzhang did not understand military affairs and appointed his fellow countryman Ding Ruchang as the commander of the Beiyang Fleet. As a result, China and Japan were defeated in the Sino-Japanese Sino-Japanese War. This is a country. It harbors people with insufficient abilities and brings disaster to the country. The same goes for companies. Don't look for "love" in the office, don't be the nice guy, don't be afraid to face people. I don’t believe that the ship will be straight when it reaches the bridge. We must take the initiative to attack in advance and manage our subordinates well. Han Feizi put it well: Only suppressing oneself is called fear, only correcting oneself is called chaos, and only saving oneself is called baseness.

11. Only superstars are in your eyes.

Almost no company is supported by a few superstars, and most of the work is done by people with moderate qualifications. As a manager, you can pay attention to superstars, but you cannot only focus on superstars. McDonald's store managers have to sweep the floor. What they advocate is "We are all employees when facing customers." When airlines recruit service personnel, they generally do not require college undergraduates, and technical secondary school students are the best. How can an undergraduate do a good job if he can't lower his head or bend his back when seeing others? Napoleon said that success is hard work plus opportunity. Everything starts from the grassroots. Most of the employees in a company must be trained and cultivated by themselves, and the experts poached will only destroy the mood. Even if we recruit experts, we can't let go of our status and just complain when things don't go well. In our previous company, not only did we feel unhappy, but it also affected the work enthusiasm of those around us. Seeing only superstars causes two kinds of injustice. Zhuangzi said: The fast horse dies first, the sword is blunted first, and the good wood is cut down first. Too much work for a superstar. For non-superstars, they cannot attract attention and have no enthusiasm for work.

Note 1: Parkinson's Law: The famous British historian Northgood Parkinson wrote a book called "Parkinson's Law" through long-term investigation and research. In his book, he elaborated on the causes and consequences of agency staff expansion: An incompetent official may have three ways out. The first is to apply for resignation and give up his seat to a capable person; the second is to ask a capable person to assist Work by yourself; the third is to appoint two people with a lower level than yourself as assistants. This first path must never be taken, because it will lose many rights; the second path cannot be taken, because the capable person will become his opponent; it seems that only the third path is most suitable. So, two mediocre assistants shared his work, and he himself gave orders from above, and they did not pose a threat to his rights. Since the two assistants were incompetent, they followed suit and found two more incompetent assistants for themselves. By analogy, a leadership system is formed that is bloated, overstaffed, at odds with each other, and inefficient. ;