Seven basic behaviors of the hottest leaders

Seven basic behaviors of leaders

many enterprise leaders believe that as the top leader of the enterprise, he should not condescend to engage in those specific jobs. It's certainly comfortable to be a leader in this way: you just need to stand aside, think strategically, motivate your employees with your vision and goals, and hand over those boring specific tasks to your managers. Naturally, this kind of leadership is what everyone yearns for. If there is a job that doesn't let you do it yourself, but also allows you to enjoy all the fun and glory, who doesn't want to do it? On the contrary, who would tell his friends at a cocktail party, "my goal is to become a manager"? After all, in this era, managers seem to have become a derogatory term. What I want to put forward here is that this way of thinking is wrong, and it is likely to bring incalculable harm to you

for an organization to establish an executive culture, its leaders must devote themselves to the daily operation of the company. Leadership is not a job that only focuses on vision, nor can it just chat with investors and legislators - although this is also part of their work. Leaders must integrate people into the operation of the enterprise. To learn to implement, leaders must have a comprehensive understanding of an enterprise, its employees and the living environment, and this understanding cannot be substituted by anyone, because after all, only leaders can lead an enterprise to truly establish an implementation culture

so, what should the leader in charge of implementation do? How should he avoid becoming a micromanager and getting too involved in the details of daily management of the enterprise? Below we list seven basic behaviors of leaders, which constitute the first element of implementation

understand your enterprise and your employees

leaders must learn to experience their enterprise wholeheartedly. In those enterprises that have not established an executive culture, leaders usually do not understand what their enterprises are doing every day. They only get some indirect information through the reports of their subordinates, but these information are filtered - largely affected by the personal factors of the information collectors, as well as the leaders' own schedule, personal preferences and other factors. Leaders are not involved in the implementation of the strategic plan, so they cannot have a comprehensive understanding of their enterprise as a whole, and the employees of the enterprise do not really understand these leaders

as a leader, you must personally participate in the actual enterprise operation, and never operate your own enterprise with an ambiguous attitude. When you are personally involved in a project, employees may think that you are a little too involved in their work, but they will say, "at least the boss has shown enough attention to our work. He has been here for four hours and raised a series of problems that we did not consider." Excellent employees always like such bosses. This will make them feel valued, thus creating a sense of respect. And this is also a way for leaders to appreciate the work of employees, and also a reward for their hard work

personal participation, understanding and commitment of leaders are also necessary conditions to overcome employees' negative (in many cases, even positive) resistance. Because before starting a project, leaders will not only exaggerate the wonderful prospect of the project, but also clearly define its significance to the organization. Usually, he will make this performance only when he really understands a project and clearly knows the possible benefits of the project. After that, he will follow up the progress of the whole project to ensure that everyone takes a positive attitude - of course, the premise is that he has a clear understanding of the problems that may occur in the implementation process. In the process of follow-up, he needs to communicate with people engaged in practical work and state his confidence and attitude towards the project again and again

insist on being based on facts

seeking truth from facts is the core of the executive culture, but for most organizations, the employees inside are trying to avoid or cover up the reality. Why? Because the attitude of seeking truth from facts sometimes makes life very cruel. No one likes to open Pandora's box. They always hope to cover up their mistakes or delay time to find new solutions (rather than admit that they have not found any answers at the moment). They hope to avoid confrontation. Everyone hopes to report good news. No one wants to be the unlucky one who makes trouble and fights against the superiors

the same is true of leaders of enterprises. When we ask leaders to describe the strengths and weaknesses of their enterprises, the other party always talks about their strengths, but always hides their weaknesses. When we ask each other what measures they are going to take to improve their weaknesses, the answer is always vague. They will say, "we must achieve our goals." Of course, you should try to achieve your goals, but the question is what specific measures you are going to take

when at&t merged some optical fiber enterprises that it could not operate at all, did it adopt a realistic attitude? Obviously not. When Richard torman launched two large-scale transformations at Xerox at the same time without sufficient manpower, did he adopt a realistic attitude? Neither

how to make yourself always put the attitude of seeking truth from facts in the first place when making any decision? First of all, you must insist on seeking truth from facts; Secondly, we should ensure that the organization takes seeking truth from facts as the benchmark in any conversation

establish clear goals and the order of achieving goals

executive leaders usually pay more attention to some clear goals that everyone can grasp. Why is there only "some"? First of all, all people who understand business logic understand this truth: focusing on three to four goals is the most effective way to use resources. Secondly, people in contemporary organizations also need some clear goals, because this is the key to the normal operation of an organization. In traditional hierarchical companies, this is not a problem - people in these companies generally know their tasks, because various orders will be directly conveyed to everyone through a clear chain. When the decision-making process is decentralized, for example, in matrix organizations, relevant personnel at all levels must make certain choices. Because in this case, there will be competition for resources between departments, and the problem of unclear decision-making power and working relationship also increases the difficulty of people's choice to a great extent. In this kind of organization, if there is no clear goal order set in advance, departments at all levels are likely to fall into endless debate when making decisions

some leaders claim that "I have set ten goals in clear order". These people actually don't know what they are talking about - they don't know what is the most important thing at all. As a leader, you must set some clear and realistic goals for your organization - which will have a very important impact on the overall performance of your company

after setting clear goals, your next task is to simplify. The speech of those executive leaders is always very simple and direct. They can concisely explain the problems and suggestions they are thinking about, and they know how to simplify their ideas, so that everyone can understand, evaluate and implement them well, and finally make these ideas become the consensus within the organization

follow up

clear and concise goals do not make much sense if they are not taken seriously. Many companies wasted many good opportunities because they didn't follow up in time, which is also a main reason for poor implementation. Think about how many inconclusive meetings you attend every year - people spend a lot of time discussing, but at the end of the meeting, they don't make any decisions at all, let alone draw any definite results. Everyone agrees with your proposal, but because no one is willing to undertake the task of implementation, your proposal ultimately did not produce any practical results. There are many reasons for this: the company may have encountered other more important things; Maybe people think your proposal is not good (or even they thought so at the meeting, but they didn't say it)

reward the performers

if you want your employees to complete specific tasks, you should reward them accordingly. There seems to be no doubt about this, but many companies don't realize it - in these organizations, the rewards employees receive seem to have nothing to do with their performance. Whether from the perspective of bonus amount or stock options, they do not make a clear distinction between those who complete the task and those who do not complete the task

after long-term observation, I found that those companies that do not have an executive culture have not taken any measures to measure, reward and promote those truly capable employees. In terms of salary growth, there is not much difference between those who perform well and those who perform poorly. In these companies, leaders can't even explain to those employees who perform well why their salary doesn't meet their expectations

an excellent leader should be able to make a clear distinction between reward and punishment, and transmit this spirit to the whole company, otherwise people will have no motivation to make greater contributions to the company, and such a company cannot really establish an executive culture. You must make sure that everyone clearly understands this: everyone's rewards and respect are based on their work performance

improve the ability and quality of employees

as a leader, your growth process is actually a process of constantly absorbing knowledge and experience, and even wisdom, so an important part of your work should be to pass these knowledge and experience to the next generation of leaders, and it is in this way that you constantly improve the individual and collective abilities in the organization. Constantly learning and passing on your knowledge and experience to the next generation of leaders is the secret of your achievements today and the capital you can be proud of in the future

coaching them is an important part of improving others' abilities. I'm sure you've heard the saying, "if you give it a fish, it will fill its day; if you give it a fish, it will fill its life." This is the meaning of training. This is the difference between those who give orders and those who give advice. Good leaders always compare themselves with others