The Ten Golden Rule Of Management

Leadership is the practice of life.

The most important part of leadership is to be yourself. The most important point is to stick to your identity.

The fifth law governing ten laws is also about how to manage others.

Fifth Law: manage your boss.

Don't let your boss manage you, but let him be managed by you.

But you can't make him feel "managed".

Too naive managers think that if they work hard, too sophisticated managers think that just being flattering is the wrong way to manage their superiors.

To manage superiors is to create better results.

The boss should be the boss.

To be specific, we need to see the boss's length, the difference between his superiors and his superiors.

If he is a reading type, you should not always call him, but write a written report.

The main expression of conceptual ability in the three abilities of managers is to be able to think about problems at the organizational level.

There are three issues at the organizational level: how to treat customers?

How to treat employees?

What is the purpose of an enterprise?

The sixth, seventh, eighth law governing the ten laws is the answer to these three questions.

The sixth Law: do not treat customers as God.

There are two meanings.

The first level is

Rule 7: treat employees as people.

Employees are not

The eighth Law: surpass profits.

How to treat employees reflects the purpose of enterprises from one aspect.

If the purpose of an enterprise is to create profits, employees will surely be treated as cost, resources or capital.

It is true that an enterprise can not survive for long without profit.

But profit is not the purpose of an enterprise.

It's like people can't breathe without breathing oxygen, but breathing oxygen is not the goal of life.

Decades ago, Hewlett-Packard Co shared

The manager has two responsibilities: the responsibility of management and the responsibility of the leader.

The last two law governing the ten law is about leadership.

The ninth rule: mobilize the masses to solve problems.

Managers should solve two problems: technical and pformational problems.

This is also the two responsibility of managers: management and leadership.

John Kurt, a leader in leadership, evaluated many enterprises in the United States: "many people in the organization are good at management, but they lack leadership."

For many Chinese companies, more accurate statements may be that many people in the organization are not only good at management but also lack leadership.

Management is to solve technical problems, to maintain the status quo, to maintain the normal operation of an organization and a thing; leadership is to solve the pformational problem, to challenge the status quo and to achieve change.

Therefore, the core of leadership is to mobilize the masses to solve problems.

The difficulty of the problem is that we must change. We must rely on the masses to change their existing thinking, behavior and values, and the change of the masses is not easy. Therefore, we must mobilize, inspire and inspire, not command and control.

The tenth Law: training leadership.

Leadership is not a skill that can be taught, but a long-term practice.

Practice is difficult and even painful because the content of practice is often contrary to our nature.

For example, human nature is like being praised and listening to good words, and leadership training requires us to listen to untruths and even to cultivate people who oppose the tune.

Human nature is frustrated when faced with failure, and the practice of leadership requires us to regard failure as wealth. We still feel calm when we fail. We even feel happy for failure.

Around the core of mobilizing the masses to solve problems, I summed up eight exercises of leadership.

It includes three exercises to mobilize the masses: close ties with the masses, storytelling, and teachers; the three way to solve problems: learning from failure, reflecting and thinking deeply; and two self-discipline: knowing yourself and becoming yourself is the cornerstone of six preceding disciplines.

I think the most important leadership practice is to become oneself, the most important point is: stick to your identity.

For managers, sticking to their identity is asking themselves: as a manager, what should I do?

The ten rule of management is the reference answer I give you.