Whether the development of an enterprise is healthy and stable is directly related to the manager, and all aspects of the manager's conditions will have a significant impact. Some managers do not talk about principles, do not talk about right and wrong, do not talk about feelings, only talk about whether it is beneficial to themselves. The result, that is, the unit is complex, the unit is chaotic, the people are alarmed, the further down the development, the more disturbing, sad, and people lose confidence.

Managers don't follow principles?

First, do not respect principles. The performance of some leaders in their units is very open and arrogant. There are no principles to speak of, principles only in his speeches, principles only in the examination of his superiors, principles only in the slogans of formalism - because only in this way can he secure his job. Once these intrusive words and deeds are done, the principle in his place is nothing, can be trampled on at will, can also be used against others at any time, has become a sword he wants to use however he wants to hurt anyone he does not like.

Two, do not talk about feelings. If you are not a leader, you are a "brother", you are a "brother", you are a "widely expected", you are a "high voice". Once he is in, he will not put anyone in the eye, and whoever contacts him is like "accompanying a king like accompanying a tiger." Criticize you at any time, suddenly lash out at you, violently bite you, and turn over as soon as you want, turning over is faster than turning over the book! This is one, and the other is that even the basic human moral feelings are lost in him. Do not look at the specific situation, regardless of the old, the weak, the disabled, regardless of the right and wrong, do not think about the cause and effect, freely vent personal unrestrained lewdness, hysteria, irredeemable.

Three, do not tell right from wrong. Did not when the leader, the spring breeze, for everyone is thousands of good, indispensable. Once in, retaliatory rebound and arrogance - finally their turn to love what! Many things, obviously there are right and wrong; A lot of standards, obviously wrong, but he is blind, is deaf ears! It is not that he is not sensible, not that he does not understand right and wrong, but that he does not want to talk to anyone about right and wrong. Domineering, insolent, shameless, how comfortable, he will come. In addition to speaking hypocritically in public, any private occasion, the essence of the person, exposed naked!

Without merit, hard work is "toil.

Businesses want results, not processes. In the enterprise, no matter how hard the employees are busy, if the lack of efficiency, no performance, then all the hard work is wasted, all the pay is of no value.

We insist on the acquisition and improvement of performance as the starting point of management, and the performance level as the basis for assessing the effectiveness of management work. Job value and market value determine the basis of employee allocation, and performance level determines the actual acquisition of employees.

We pursue the right outcome. The right result is that our work should be productive and we should pursue a good result in everything we do. We are against all talk and no action. At the same time, we are also against doing nothing. Only by persevering and working hard can we get the ideal return.

The degree of recognition of the value of employees depends on how much employees create performance for the enterprise.

Key points of thinking characteristics of managers

First, clarity

Since the affairs handled by managers are extensive, rather than the single work of operators, it is a basic requirement to keep your mind clear at all times in the midst of various large and small affairs.

2. Integrity

Clarity only means that you know how to deal with the problem, it does not mean that your idea is the only right, often there is no one right way to manage business. One step beyond clarity is thought integrity.

Third, the right to change

The power of thinking is a greater challenge for managers. The original meaning of "right" is "weight", which is used as a trade-off here; "Change" means environment, change. How to weigh the changes in the environment and then take the right response behavior is not an easy thing. The opposite of contingency is rigidity. To change to the customary word is to keep pace with The Times.

People tend to deal with current problems based on past experience. No one can deny the importance of experience to the management work. At the same time, it is necessary to be vigilant that in the face of changing circumstances, over-emphasizing the importance of experience will often bring obstacles to the management work.

"Contingency" is not the goal, "change" is the goal. That is, as the ancients said, "holding the classics and achieving power", which is a realm and pursuit.

4. Openness

The integrity of thinking depends on the openness of thinking, and openness is the basis of integrity. Only with a broad heart and an open mind can we accept different opinions and suggestions.

Different methods and ideas represent looking at the same problem from different angles, even if the opinions and suggestions are not perfect, they will not be perfect. This requires managers to analyze, judge and synthesize various situations in an open mind, so that they can approach the essence of things.

Open-mindedness is important for managers. Different opinions are the other side of the problem and are very valuable. The danger comes when an organization has only one voice, only one train of thought.

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