Good Managers Are Not Chosen.

The lack of truly effective managers is the most troublesome thing for almost all bosses.

If they ask their bosses: are they satisfied with their management? I believe they will say, "let's not see that there are quite a lot of people on the payroll, but few really use them."

Employees are directed at enterprises, but can stay to develop into good employees, because there are good managers.

The top managers will surely cultivate a group of competent employees. On the contrary, the managers who are not good at using them must be mediocre.

Why did the candidates fail?

So, the common problem before the boss is how to find the best managers. Under normal circumstances, there are two things: one is recruiting from outside, two is internal training, then choosing the best.

But the problem lies in this "choice". No matter how many faces and how scientific assessment methods are chosen, the people selected are not necessarily in line with the needs of the enterprise.

Statistics from American management circles show that the failure rate of airborne CEO is 70%, while the CEO rate of internal promotion is lower, but it is also enough to make bosses tremble with fear 40%.

No wonder Welch said in his memoirs: "the most difficult decision in my life (Note: not the hardest part) is to choose my successor for GE."

GE spent the whole three years, and finally decided to use Immelt among the three candidates.

Some people will ask: these three candidates are all inside the GE, and Welch is so familiar with them. Why is it still so difficult?

This is the most difficult and crucial part of business management -- judgment of people.

Judgment of man is art, not science.

Why are good managers so hard to find?

Managing enterprises is the art of practice.

It's like playing the piano, reading more musical instruments, playing more piano lessons, watching more plays, and never kissing automatically.

This is the person in many professions and professions, who are quickly eliminated when they are assigned to management positions.

Because managers are poor in generality.

Unlike qualified doctors, electricians, pilots and masons, they can serve all over the world. Successful managers have no way to follow.

For example, if Ren Zhengfei is to take over Baidu, he will probably end up in failure. Let Wang Shi manage SOHO, and he will not have to turn around.

Although people have similarities, it is precisely their personality that forms different people.

The same is true for businesses.

Management is an absolute "management by man".

Bosses often find that a candidate who is favored by everyone, whose age, experience, educational background and professional character are better than others, is ineffective.

What worries the bosses is that not only managers can not be used universally, but also managers themselves. Yesterday's success can not guarantee that they will succeed today.

The managers who have worked hard and are able to fight well in their own hands today may become careless and nervous.

The original manager is also a person, is a person will change, love is not smooth, will affect the performance of managers.

Therefore, the bosses always fear when choosing managers, for fear that a wolf will come and a monkey will come.

You know that managers are the heart of an organization, and no organization can afford frequent heart surgery.

During my ten years as executive director of Huarun Hongkong venture, I personally selected general managers for 14 enterprises.

Several of them missed the election, which not only hurt the company's business and team, but also made me in a state of desperation and sleepless nights.

The best managers are "used".

Later, as I experienced more and more experience in choosing and using managers, I gradually realized that "Bo Le chose horses" is purely a modern human spirit, and there is no such kind of Bole as a primate.

The right and wrong of a candidate is often inseparable from the right and wrong of the user, and the latter is more important.

So instead of choosing the right person, it's better to use the right person in the future.

Man is the most adaptable animal. Under a good boss, the general manager will also work harder and harder. Under a bad boss, excellent managers will become more and more mediocre.

Like bricks, they are good ones, but if they are not properly cooked, they will be burned into defective products.

Later, when I was teaching in Peking University, I found out that most of the bosses had gone the same way as they did before.

Once a great management has been placed on the horizon, the boss often thinks that he has chosen the wrong person rather than the wrong one.

Therefore, a similar experience summary is often heard: "we can no longer use this kind of fake foreign devil with a mouthful of process and culture."

Or "graduates from universities must be chosen later."

Then, the bosses put more energy and greater heart into the election.

Why do most bosses fail to realize their mistakes? Do they shirk their responsibilities collectively? In fact, they do not mean to shirk their responsibility, but that they are naturally making excuses for making excuses for themselves.

The bosses will not easily realize: "I didn't use this person well.

This should be exercised by him, but I am not sure, but also send my brother-in-law to look at him.

To be careful is to prevent myself from being treated like a thief. How can I do it safely and boldly? "

Why is it more important to employ people than to choose from them? Because enterprises are pursuing efficiency. In a limited cost, time and space, no enterprise can exhaust all possible candidates.

It can only be that person who is good, but too expensive; this person is cheap, but has little experience.

Or is there any more suitable? 10 candidates are missing, can we find 10 or 20? 30 of them are not the most suitable ones.

Therefore, in theory, first, managers of any enterprise can not be the perfect match; two, any enterprise has the greatest probability of selecting the average quality manager.

As a result, bosses began to compete in strength: see who can mismanage their managers with the shortest possible time and cost as little as possible so that they can get close to mismatch and make them turn from ordinary managers to top managers.

The boss's genes, family background, family life, growth process, living environment, values, self-cultivation, and even the boss's friends circle will be fully expressed on this issue.

The managers of good companies are playing at a super level. The managers of general companies play an average level. Managers of bad companies are calculating how to earn less and earn more all day.

A hands-on boss can not develop a manager who is good at making decisions.

Why? Like an only child, they grow up from small to large under the parents' excessive care. All decisions are made by others. Parents even grow up even when they divorce.

Is there a common way for most bosses to turn ordinary managers into top managers? Unfortunately, none.

Because the right way is to require most bosses to change their personality and values first, but this is very difficult, so good boss is always the minority.

Do not train reserve cadres.

First of all, do not admit your company's reserve cadre, your successor and your heart, but in fact, the confidants in your heart are completely abolished, and you believe from your heart: you see people's eyes are not allowed. The top managers must be worked out! Just like the debate between the Democratic presidential candidate Hilary and Obama, no one knows whether he can become a candidate until the last ballot.

The best training for managers is nothing more than actual combat. In the campaign of fighting for a city and a place, Hilary and Obama will exercise more forbearance, tolerance and more comprehensive than them, and thus be more qualified for the presidency.

On the contrary, the descendants of emperors are less than one generation.

Therefore, there are at least two direct disadvantages for any enterprise to designate successors in advance:

First, the psychology of the designated successor is bound to change. Since it becomes a successor, there must be a "look" of the successor.

But psychology tells us that athletes with a strong mentality must have a higher rate of turnovers.

The successors who are in trouble will surely make more mistakes than the ordinary managers.

Two, once the reserve team is established in advance, it is a blow to most managers who have not entered the reserve team: "we will not play any more hard work."

However, people do not want to go up. If the upward path is blocked, there will be only another way to escape: to break up the platform, to change jobs, to take advantage of money and to play cynicism.

Therefore, the right way for most people to feel fair is that everyone has the chance to be on top of the top management of the enterprise, and everything is spoken by the management result. No one should know that he is a successor after the last minute.

This is what Haier calls "racing horses."

Because a company focuses its attention on horses, the attention of horses is dispersed.

The chosen manager is the best.

Once a manager is selected, you must believe that he is the best manager.

What is the best manager?

First, he will not take advantage of your penny.

Therefore, if he is to assume the responsibility of doing things, he must give him equal financial power. No matter how big the silver code is, he should never supervise anyone in addition to reasonable supervision of the process and system.

Otherwise, he is doubting his integrity.

Second, his ability is most suitable for the present position.

Let him believe that he is the best.

It is better for a manager to believe that he is the best.

It is necessary to give power to a "great success". Without power, big responsibilities are empty. How can a person bear responsibility without a big job? Unfortunately, the same thing as empowerment is the most difficult thing for most bosses to do.

The boss who really wants to get the best use of management should make a management failure decision in the budget every year, which is the training cost that managers must spend.

People can not learn from others' experience, just like everyone is warned by parents that they will burn their hands when they burn too much. But who has not been burned by fire? Only when we are burned by fire can we know the fire. Only those who have made mistakes can become the best managers.

It is not the years that make people mature, but

The manager is the same.

In fact, trust and empowerment are the most difficult things for bosses to manage.

Because people are not themselves, it is hard to fully believe and appreciate.

But the growth of managers is so strange that if you don't trust them, they really won't let you believe; you think they can't do it, they really can't do it.

Trust and empowerment are the water and soil for managers to grow.

This is the expectation theory of Psychology - the interaction between people often leads to expectations coming true.

The boss's excessive prevention of managers often leads to a real betrayal of managers.

No road, no success!

Once a manager is appointed, he will have to cut back and let him know that this is not exercise, but only if he is dismissed or dismissed.

The mentality of riding a donkey watching a libretto and breaking a boat is different. It is a different mentality that leads to different destinies.

Not only should we break the manager's way.