八招成为一流管理者（Eight trick to become a top manager）.docVIP

八招成为一流管理者（Eight trick to become a top manager） Many managers have this kind of complaint: why cant my subordinates keep pace with me? In fact, there are no bad soldiers, only generals with bad soldiers. Faced with this situation, managers should first reflect on their own way of leadership, to see where their problems. Its just eight strokes to build top management. See if you did it. First, let subordinates understand the overall situation of things Arrange the work to clear the purpose and overall situation, not only to tell him what you should do now. Some managers believe that subordinates do a good job of the current work, there is no need to understand the overall situation of things, because I am the overall scheduler, this concept is wrong. If you do not know what the subordinate situation, he can completely according to your intent surface does not work, dare not go one step beyond. Hes going to report to you about any problems he has encountered, because he doesnt know how to deal with it correctly. This will become your subordinates if things go on like this, you will not have any copycat, ability to work. Let subordinates understand the overall situation, and understand how other employees cooperate, which is very conducive to the improvement of work efficiency. Understand the overall situation, subordinates will understand the reasons for these things, in some details will be flexible processing. Over time, subordinates will seriously think about their work, and will be some of your suggestions and ideas to tell you, you not only have a good staff, his work will be very strong. Second orders clear When you assign work to subordinates, you should also make clear your work orders, such as when the work is required to be completed, what the standard is, and so on. The order clearly provides the conditions for distinguishing responsibilities. When there is a problem in the work, it is easy to distinguish between the responsibility of the manager or the resp