Having experienced grass-roots, middle-level and high-level management, it was only as a leader who knew what kind of promotion was desirable. Next, I will tell you, depending on the level, what concrete improvements are needed to be promoted.
There’s only one thing to be promoted:
The one who decided to upgrade you, he needed you.
If you do not have several project experiences from the grass-roots to the upper levels, then you usually do not know why you are needed, or even think that the task in hand is done, and that you are given priority when there is a chance to rise.
This is a bottom-up thinking that is not desirable.
Because it is not you and your peers who determine your promotion, but your superiors, who have no real value in moving themselves. I’ll give you one example, the same department, A, running late at work every day, B, working punctually and working more than three hours a day. “B” for “B”? And that’s the bottom-up thinking, and B is working hard, right, but your efforts have nothing to do with your leadership.
Ace? That’s the top-down thinking, and you start to think that A is so unbridled that there’s a deep reason. Most of the time, such a person has not been dismissed for deep-rooted reasons, either he can do his job beautifully within eight hours, or his clients bring tens of thousands of profits to the company even if he does not come to work.
The world of adults is a world of values, with three levels of value in the workplace, from top to bottom:
Grassroots managers — doing business
Mid-level managers – Discovery
Senior managers — making decisions and taking positions
At what level, what value is given to superiors and is promoted only as an attachment.
This article, which I show you from the top down, shares my experiences and perspectives from the grass-roots to the shareholder level, without reference to any foreign management writings, is purely my personal experience in a number of enterprises.
Grassroots Manager – Doing Business:
Below the grass-roots level is the first line, and the first line has the meaning of doing well.
You work hard, you reach hundreds of clients every day, but you don’t get paid, you get out. You can contact hundreds of clients, have a deal, stay in office.
You’ll do your job, and every time you set up the task of your superior, the absent person can be assigned to the in-house, to serve the others.
You stay calm, accept more annoying jobs, those people who have to take their heads off, and you’re always done.
What you’ve changed, what you’ve got, what you’ve got, what you’ve got, what you’ve written in your résumés, what you’ve got, what you’ve got in your career, what you’ve got in your career, what you’ve only seen in a few seconds, says, “Well, this kid’s good. This is what happened.
However, a qualified grass-roots staff is not the same as a potential grassroots manager.
Your hard work, your ability to do business, your inactivity and so forth have nothing to do with your superiors. Don’t take the work done as a value or even a credit. That’s what it is! Behind your work are the company ‘ s free training, the payment of wages, extra contributions to social security and the costs of your mistakes.
What kind of man is a potential grassroots manager?
To give an example, there is now a company where the leadership of a committed officer at the grass-roots level is expected to advance, before leaving, to choose a deputy to familiarize him and take over.
What would he think about that?
The first one, the next one, can give it to the next. If I don’t make a big accident, I’ll get another dismissal.
2. Even when there is a problem, the responsibility of the relevant department can be brought to a level of flexibility and persuasion to calm things down. It is impossible to do anything at the front-line, whether it be performance or efficiency, and it is certain that the process will be relaxed when it is relaxed.
3. Finally, he is willing to share his time and experience with others, and others recognize him, so that he can maintain force and unity in order to achieve sustainable development.
At the beginning of the month, he was informed by his superiors that he had been reminded to prepare his deputy. Since then, he has made a comparison of the four skeletons in the team:
• Zhang has a structured mind, a smart mind and a clear sense of how to do things, but his business skills are common and he is well suited to deal with complex things when someone closes the door, but he must not be allowed to do so, or to do so.
Little Wang’s mind is not so smart, but he’s so sturdy, he’s so strong, he doesn’t have any personal connections, and he’s a few of our collaborators.
LEE’s good at his business, and he’s always ahead of him, probably a good man in the head, and he’s sure going to do a pretty good job. In human relationships, multiculture, probably. He’s just too good at the business, not too much to walk around, not really lacking the intelligence to deal with.
• She has the advantage of dealing with other sectors because of the fact that there are few girls in our profession, and that she is the most suitable successor, either in the event of a peace of mind or for the rest of the team.
If there is no accident, it’s settled.
Two months later, the leadership was promoted and a meeting was held to announce the movement within the team, with Zhu being the successor, Zhang being the one who invested much effort in new business, new attempts, Li’s business experience, shared leadership team promotion, and Wang doing his job.
In the first month of taking over, the team faced an enormous challenge, when Headquarters sent an inventory of the company ‘ s assets, and it was discovered that a large number of losses were not reported in the normal process. If this loss is to be proportionately compensated by the employees, most of the annual income will be wasted, and the group has reported criticism that their entire large sector has been implicated in the quality of their evaluations. By borrowing the resources of the co-operatives and by saying hello to middle-level leaders and by looking for a relationship with the people who came to take stock of the losses, Rui explained that the windfall had been reduced to normal losses.
It is very normal and inevitable for a company to compromise expenditure, and the higher the rank, the greater the loss. You’ve all heard the saying, “Can you afford that?” I’m sorry.
Tell me about the usual loss, you go to the hotel and eat something that’s not good. Call the manager. The manager can pay you back. The hotel executive decided to renovate a pool, purchase an unreasonable design and break it for six months, which is a major loss. There is always someone who can afford to bear this responsibility, but there is no need to share it with you.
In the case of wear and tear, the system needs to be clear, but in human terms, it is not a matter of subjective principle, and too many places are tailored. Think about it, if you’ve made two mistakes in a month by accident and you’ve been paid to write, your attitude towards the leadership at the grass-roots level will probably not be a friend in the same trenches. But you didn’t get the money, and you let the leader stop the punishment twice with a personal relationship. You really appreciate the leader, when he’s one of your own, at least ask him to eat and compliment him, and then take care of it next time.
Most of the middle-level leadership is at the grass-roots level, and is aware of the rules and the actual situation. The penalty will never be soft, it will be appropriate to let go, and the responsibility will be taken by those who stand together to take responsibility, which is called adaptation, and a sense of belonging.
The latter minor problems are repeated several times a month, and clients complain about the higher-priced services when they file a sales signature, calling to explain it and cashing in part. When executives, such as corporate welfare, were sent to their departments, they were picked up by other departments, and every time after that, when welfare time came, Rui actively ran to pick them up…
The managerial capacity of Xiaoju is more well recognized by both senior and junior staff.
Thus, leadership requires the following competencies:
It is the nature of the grass-roots managers who need them.
Mid-level managers – Discovery
Grass-roots managers are middle-level managers, a middle-level, often faced with five to six or a dozen grass-roots levels, about that many, many, many, few and limited.
You work hard, you follow the work of the grass-roots manager closely every day, but you’re never gonna change or adjust, and you’re gonna have to keep a high-level eye on your progress until you find a better person to replace you, tap your shoulders, “Be good with this cow, listen to him. I’m sorry.
You do things, you know how to get the top to make choices about your plans, so you have good/bad communication with the top, plan A/B.
You can keep your head down, so complex people do their head scratches, mostly for you.
A qualified executive-level leader is not the same as a potential middle-level manager.
Your hard work, your ability to do business, your inactivity and so forth have nothing to do with your superiors. Don’t take the work done as a value or even a credit. That’s what it is! Behind your work are the company ‘ s free training, the payment of wages, extra contributions to social security and the costs of your mistakes.
What kind of man is a middle-level manager with potential?
We’re also using that company as an example, where the mid-level leadership of a dedicated officer made a contribution that could save the company’s death, and the board decided to give him 3% of the equity to become a top executive, while taking full responsibility for a subsidiary under the flag. He had to choose a deputy from a group of grass-roots managers to become familiar with his career.
What would he think about that?
(Assuming that those who have just worked for the past few years have been grass-roots managers. I’m not sure.
• Zhang has a structured mind, a smart mind and a clear sense of how to do things, although he has a general ability to do business, but he knows how to take advantage of his skills, always has new ideas that are more reliable, learn new things, and perhaps he can try, as long as he is familiar with a few other groups of staff.
Little Wang’s mind is not so smart, but he’s so sturdy, he’s so executive, he’s still too good to have relationships, and several other departments have no personal relations.
Little Lee’s good at his business, and he’s always ahead of his team, and he’s gonna make it look good, and more importantly, he’s gonna do it right, and he’s gonna back me up. Although not excellent in human relations, multi-planting is also expected to be appropriate.
She has the advantage of dealing with other sectors, and things are going well. However, she did not study the industry well enough, and was not very well placed to conduct her shift.
The answer was clear, and he immediately met to announce the redeployment. Xiao Li became a successor and Xiao Zhang gave him new ideas in his speech, and Wang continued to take him to his stupendous team, where he worked with Xiao Li, and where operational capacity and personal relations improved.
Six months later, new demands were placed on departmental work, not only in terms of performance growth, but also in terms of in-house training and professional teamwork. The senior leadership has instructed that this year, with the addition of three market channels A/B/C, the organization of courses in all sectors must improve the overall benefits and quality of the team for six months!
After receiving instructions from him, Xiao Li decisively applied for more budget input, error, arranged for Zhang to do training materials, arranged for Wang to study and collate the results of his studies, and arranged for Zhu to add ice cream and tea to his line of condolence. Finishing the boss’s job perfectly in the second half of the year, giving the leader a good look at the end of the year, and focusing on the name of Xiao Li in the General Assembly.
The difference between the middle and the grass-roots levels is that the grass-roots level is the executive level, which leads the staff to the best of their tasks. The mid-level is the head of management, moving from executive to “uploading” and giving feedback to senior levels on specific implementation programmes, following up “down” programmes and “up ” requests for resources.
Since middle-level managers focus on uploading, why do I say that his heart lies in dissipation? It’s easy to understand. Let me give you an example:
If the boss decides to make a profit of 100 million this year, the seniors, after discussing it, think it’s 80 million, and the boss agrees. Next, seniors began to determine what their priorities are for this year, what they can cut off, how much budget they can allocate to departments, and so on, so that they can report to the mid-level on what our executive team needs to do. What is the value of middle-level managers if, at the middle level, he/she is unable to do what he/she cannot do to achieve the goals of this year ‘ s mission, and if he/she is not able to do what he/she does not do, he/she will have to plan for himself/herself to go to a grass-roots level to achieve the goals of this year ‘ s mission.
Of course, there are times when the task that comes to the top is in itself unreasonable, impossible to achieve, a product of a high-level internal struggle, and you cannot say no at this point in time. Do what you can, do what you can, do what you can’t.
There is a need for awareness of the need to move from the grass-roots to the middle and to focus on the top. What can be done is done well, and what can not be done in time, should also have progress, results, and re-plans that can allow for high-level reporting, accountability and re-engineering, which is what middle-level managers are all about, without them.
Senior managers — making decisions and taking positions
If the boss is recruited solely for the day-to-day operation of the company, then middle-level managers are enough. The more people enter the top of an enterprise, the more they represent the cake, whether it is a high annual salary or an equity option.
So sitting on top shows that he’s worthy of that measure of wealth.
A small company, which is essentially a shareholder and a boss at the top, has become a top manager, with its own resources, which are paid for at the same time by real and real money, including a professional capacity that exceeds the normal human standard, a client who can immediately direct the profits to sustain the company ‘ s operations, a full business team, an essential government or qualification relationship, etc., and a value-for-equity buy-a-buying interest, which is agreed upon by the board of directors, making decisions that are responsible for the company ‘ s money and can be both honourable and damaging.
There is also an area of trust and sensitivity for the boss, who cannot be held by outsiders who are not associated with them, which can easily lead to the loss of control of the company by the owner himself.
A large company, which is also largely a board member at the top, is expected to join the board of directors or to be close to the board of directors. There is nothing more to say here, there is no universality, and a final summary.
Investing in their own resources and money, tied to companies, is a close or close to the boss, and is the essence of the executive, because the boss needs it. You can also understand that you can and can follow people.
In summary:
Grassroots Manager – Doing Business:
Mid-level managers – Discovery
Senior managers — making decisions and taking positions
Other promotion skills and ability to work are nothing but details, no place to find, no real need for your superiors, nothing. How about an objective assessment of yourself, whether you’re in the head’s heart, or Wang, Li, Ru? What level do you want to climb?
□ Dragon Cat file number: YXA16ReNkjMC53QzkljsJ1Jn
I don’t know.
Keep your eyes on the road.
