Effectiveness is just a special skill of knowledge workers

A knowledge worker's work motivation depends on his effectiveness and his ability to achieve something in his work.

Knowledge workers do not produce products that are inherently useful.

Responsible for contributing to the organization by virtue of their position and knowledge, they can have a substantial impact on the organization's operating capabilities and results achieved.

For an enterprise, operational capability means launching a new product or expanding its share of a specific market.

Knowledge work cannot be measured by quantity or cost, it should mainly be measured by results.

Managers’ time often belongs only to others, not to themselves

Managers are often forced to keep busy with day-to-day operations unless they dare to take action to change everything around them

It is the manager himself who is in an organization

Managers are inside the organization and are limited by the organization

Learn how to build an organization

The so-called effectiveness is a means to enable capabilities and knowledge resources to produce more and better results.

Common traits of effective managers

Effectiveness is an acquired habit, a combination of practice.

Habits that must be developed in the mind

A large part of every manager's time is wasted.

Coordination of interpersonal and work relationships is indeed time-consuming. The larger the organization, the less time managers actually have at their disposal.

Today's improvement in living standards is predicated on an economy that is constantly innovating and changing. Innovation and change have created excessive demands on managers' time.

The first step is to record the actual time consumption

The second step is to do systematic time management

Identify factors that create time wastage due to lack of structure or foresight

Too many people often results in a waste of time

Poor organization, too many meetings

The information function is not perfect and the information is expressed inappropriately.

Concentrate the fragmented time that can be managed by managers to deal with the really important things.

Concentrate your time, the method of concentration is secondary, the most important thing is how to use the time.

Your own work content, work standards, work standards and their impact.

Your relationships with others, including your superiors, colleagues, and subordinates.

The use of various management tools, such as meetings or reports, etc.

Asking the question “What can I contribute?” is about tapping into untapped potential at work.

The contribution is expressed as

A commitment to contribution is a commitment to effectiveness. Without this commitment, managers are failing in their responsibilities, to the detriment of the organization they serve and the colleagues they work with.

Intellectuals have the responsibility to let others understand themselves

Effective managers have the psychological drive to do their jobs better and always want to know what others need, what they have discovered, and what they can understand.

Paying attention to contribution in one's own work and interpersonal relationships, so that the work can be fruitful. This may be the true meaning of the so-called "good interpersonal relationships".

Basic requirements for effective interpersonal relationships

Clarify the purpose and contributions to be achieved before the meeting

If a person is hired solely to avoid shortcomings, he will eventually lead an organization that is mediocre.

Paying attention to a person's strengths means setting requirements for his or her work performance.

Organizations have a special method that can bring out people's strengths while minimizing the adverse effects of people's shortcomings.

We must insist on employing people according to the situation rather than setting things up according to the people. Only in this way can we provide the organization with the various talents it needs and tolerate the tempers and personalities of all kinds of people.

How to employ personnel principles

Leveraging the strengths of your boss is also the key to effective work for your subordinates. Assist your superiors to do their jobs well. Only when your superiors are effective will your subordinates be effective.

Try to explore certain attitudes and habits of your boss and use them to their strengths

Be concerned about the limitations you face, but you should understand that there is actually a lot more you can do and should do.

The so-called "others won't let me do it" is probably the interface of laziness and lack of courage. Even if the objective conditions are really limited, many meaningful and important things can definitely be done.

Employing talents is not only a question of attitude, but also a question of whether you dare to put it into practice. Ask more about what the person can do than what the person cannot do.

The first principle of a manager's single-minded focus is to get rid of a past that no longer has value.

It is not too difficult to correct a major failure; yesterday's success can leave endless impact, far beyond the validity period of the success.

Past successes and activities often evolve into "egoistic assets in management" and are sacrosanct. This asset often occupies an organization's most capable talent.

Review whether your company is full of various control mechanisms, but in fact you can’t control anything.

Self-examine all plans, activities and tasks, and ask: Is there value in continuing to do things? If it's not worth it, stop immediately.

Regularly review current plans or activities, abandon those things that are no longer productive, and break the stalemate and regain vitality.

Principles of prioritization

In terms of business management, a successful business is not a business that adapts existing product lines to develop new products, but a business that aims to develop new technologies or develop new businesses.

Mr. Fair, President of Bell Telephone Company

Mr. Sloan, President of General Motors Corporation

Problem solving focuses on the highest level of conceptual understanding

Start by thinking through what the decision is, and then research the principles that should be used in making the decision.

Be sure to understand the nature of the problem. If the problem is recurring, it can only be solved through a decision that establishes rules or principles.

To truly find out the limits that must be met when solving a problem, you should find out the "boundary conditions" of the problem.

Think carefully about what the right solutions to the problem are and what conditions those solutions must meet, and then consider the necessary compromises, accommodations and concessions in order for the decision to be accepted.

The decision-making plan must also take into account implementation measures, so that the decision can be turned into actions that can be implemented.

Pay attention to feedback during the implementation process to confirm the correctness and effectiveness of decisions.

Decision-making is a judgment and a choice among several options. Most of the options are options where no one option is necessarily better than the other options.

Effective managers know that a decision does not begin with gathering facts but with an opinion.

The effective decision-maker usually must first assume that traditional measurement methods are not appropriate measures, otherwise he would not make decisions.

Good decisions are based on conflicting opinions, choosing from different perspectives and different judgments. There is no decision-making without different opinions. This is the first principle of decision-making.

Why should there be negative opinions?

Only by making good use of negative opinions can we avoid being conquered by specious opinions; we can get alternatives for ourselves to choose and decide; we can not be confused when the decision does not work.

When does a decision need to be made?

The opposite of decision making is no decision making.

Compare two principles for decision making

Organizations hire managers not to do what they like, but to do what they should do well, that is, to make effective decisions.

Computers are powerful tools for managers.

Managers must be effective in their work

Being effective can be learned

The first step is to record the usage of time (mechanical work)

Step 2: Managers should focus on contribution

Step 3: Give full play to people’s strengths

Two Pillars of Manager Effectiveness

Managers' self-improvement is often more important than effective training. It is necessary to improve knowledge and skills and develop various new working habits. If you give up, you will have to work hard.

For organizations, individuals need to contribute to it

For individuals, they need to use the organization as a tool to achieve their life goals.