MindMap Gallery Mid-Level Leadership Self-Practice
This is a mind map about "Mid-Level Leadership: Self-Cultivation", which mainly includes: Developing others, self-discipline, shaping vision, cultivating talents, correct attitudes, solving problems, creating positive change, integrity, prioritization, leadership force.
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This is a mind map about DeepSeek's 30 feeding-level instructions. The main contents include: professional field enhancement instructions, interaction enhancement instructions, content production instructions, decision support instructions, information processing instructions, and basic instructions.
This is a mind map about a commercial solution for task speech recognition. The main content includes: text file content format:, providing text files according to the same file name as the voice file.
"Mid-Level Leadership: Self-Practice"
Leadership
The core lies in influence
Level 1: Position
A sense of security comes from position, not talent
Often appointed by superiors
People will not be willing to obey orders beyond power
It's hard to work with volunteers, white-collar workers and young people
Level 2: Recognition
Lead others through the development of interpersonal relationships
The main purpose is personal development
Relationships are the cornerstone of leadership development
Level 3: Performance
To achieve the same goal, work together
Results-oriented
Level 4: Talent training
True leaders are recognized by employees who perform well
Gradually integrate into the crowd
Develop core leaders
Level 5: Personality Charm
The ultimate level of outstanding talents
Steps to climb
The more you go, the longer the future
The higher the status, the more you bear
The higher you go, the more you are, the more skillful you are in leading others
The higher you go, the more you grow
Never leave the basics forever
It is not on the same level as everyone
Go to a higher level with team members
Understand and practice the qualities required at all levels
Level 1
Know your responsibilities
Take responsibility
Stay consistent at work
Strive to excel
Make suggestions for organizational reform
Level 2
Care for employees and treat them with sincerity
Assist colleagues around you to continue to grow
Think from the perspective of others
Care for employees, be careful
Just seek "win-win"
Recruitment
Treat people who are not easy to get along with
Level 3
Take the initiative to assume corporate development responsibilities
Formulate and adhere to corporate goals
Start by yourself to make the results effective
Assess the situation, convey the company's strategic goals and development blueprint
Seize time and be brave to change
Dare to make decisions at critical moments
Level 4
Put talent training first
Focus on leadership on 20% of employees
Give core leaders opportunities to develop
Be a model for others to follow
Gather the core and attract winners with consistent goals
Level 5
Followers are always loyal and dare to sacrifice
The greatest pleasure is to witness others' growth
Beyond the enterprise
Be clear about your position
Priority
Pareto Law: Rule 20/80
Focusing time, money, and energy on 20% of important things will bring 80% of the returns
The key is how to work efficiently rather than hard work
Schedule according to priority order
Contact customers actively
Develop a work plan
Prepare for future difficulties
Distinguish the primary order of transactions
What is my requirement
The goal to achieve
What jobs are I have to do and others cannot do
What rewards me the most
What is the most beneficial thing
Priority Rule
Evaluate
Review the 3R at work every month
exclude
What jobs can be authorized or replaced
Estimate
What work I have to do and how long does it take
Planned ignorance
Never overestimate the value of everything
Focus on top of the goal
Integrity
Integrity depends on a person's quality
Correct character
Consistent words and deeds
The same inside and outside
Integrity brings influence
Gain trust from others
The higher the character, the higher the standards for doing things
Bring solid credibility
Integrity is hard to come by
Dare to take responsibility
Make decisions that are beneficial to others
Identify the efforts and contributions made by others
Be honest with others
The result of self-cultivation, self-confidence and self-discipline
Create positive change
Characteristics of leaders in dilemma
Don't understand others
Lack of imagination
Personal problems
Shifting responsibility
Excessive self-safety and satisfaction
Confused organization
Emotionally irritable
Afraid of taking risks
Not reliable enough, because of the old
Be abide by the rules
Lack of team spirit
Oppose innovation
The ultimate test for leaders
Leaders change themselves. Only by considering the difficulties of change can we understand how great it is to change others
If you want to constantly guide others, you must persist in changing
We must maintain an attitude and mind to accept new ideas and new ideas
Promote change
Familiar with the technical requirements of change
Understand the attitudes and motivations that change should have
Reasons for resisting change
Change is not self-initiated
Change breaks the rules
Change triggers unknown fear
The purpose of change is unclear
Change triggers fear of failure
The rewards of change do not match the efforts it puts in
Too satisfied with the status quo
Falling into negative thinking
Leaders are not respected
Leaders are susceptible to comments from others
It means loss of personal interests
Change requires additional effort
Narrow thinking hinders the acceptance of new things
Tradition stops change
Start a change
Problems before the reform
If the answer is no, change will be difficult
Three situations of change
Only when the pain is unbearable will you have to change
Learn enough wisdom to change
Accepted enough things to change
Response to employee change
Innovators (2%) are dreamers
The first adopter (10%) is a unique person
The subsequent adopters (60%) were the majority
The latest adopter (20%) was just passing the trend and passive support.
Left-behind (8%) consistently resists change
Eight steps to change
Not known to everyone
Spread information
Instilling perspectives
Personal Change
Corporate Change
The embarrassment in change
Fusion
innovation
Create an atmosphere of change
Leaders build trust with people
Before asking others to change, start with yourself
Encourage influencers to influence others subtly
Showcase the benefits of change
Give employees the initiative to change
As long as you change, it's not too late
Solve the problem
Difficulties and obstacles are essential for success
The main crux of the problem is that the attitude or practices towards the problem are wrong.
The key is how to view and deal with these problems
What needs to be changed is not the problem itself, but the perspective of viewing the problem
The process of solving problems
Clear the order of problems
List the questions
Find the problem that needs to be solved first
Clarify the problem
Does the problem really exist?
Is the problem urgent?
Is the question accurate
Recognize the true nature of the problem
Clarify the problem
Ask the right questions
Discuss with the right people
People with the ability to solve problems
People who care about problems
Get a solid basis for facts
Participate in the whole process
Solve the problem
Collect solutions
Filter the best scenarios and sort them
Implementing solutions
Evaluate the solution
Avoid problems
Organize the cause of the problem
Formulate principles and guidelines
Problem-solving ability
The correct attitude
Create a suitable atmosphere and motivate employees
What you see is not the truth
Give employees high expectations
Positive attitudes can affect employees
Deal with negative emotions
People always have the power to choose
A different attitude towards negative emotions
The attitude towards life determines destiny
Those who cannot trust themselves cannot act effectively
Think you fail, then you fail
Thinking that you don't have the courage is timid
When you want to win, you will be underestimated and you will not win a chance
Those who believe in themselves will be the ultimate winner
Responsible for your attitude
No matter what you encounter, mentality is the most important
Change attitude
Determine the premonition before the problem occurs
Clarify your attitude after the problem arises
Clarify the correct idea of solving problems
Public commitment to perseverance in the correct way
Formulate a correct implementation plan
Positive attitude
The greater the determination, the greater the probability of success
Rejuvenate quickly when encountering setbacks
Take action first in the ideal way
Persist every day, repeat continuously
Self-sublimation
Cultivate talents
Principles of personal development
Personal Value: Attitude Question
Keeping promises: a matter of time
Being upright: A question of character
Measurement of others: Questions of insight
Impacting others: Problems of leadership
Successful personal development
Make the right evaluation of others
Everyone wants to have a sense of value
People want to be valued
Help others seek satisfaction and value
Everyone needs to be motivated and respond to it
Encourage and trust others
Give high expectations
People always believe in leaders first and then in leadership skills
Don't underestimate anyone
Don't manipulate anyone
Don't be numb
Don't hinder others' progress
Most people don't understand how to succeed
Success comes from careful planning
Failure will have more wisdom
Human motivation is born
Positive and significant contributions
Participate in the development of goals
Face dissatisfaction
Give positive recognition
Clear expectations for the future
Ask the right questions to yourself
Is it nurturing others or using them
Are you mentally prepared to face others
Solve the problem privately
Solve the problem as soon as possible
Only talk about one thing at a time
Simple and concise theme
Master the scope of other people's abilities
Not the right thing to the right person
Avoid using "always" and "never"
Don't forget to praise
Will you listen to your inner voice
What are his main advantages
Whether to attach importance to other people's work results
Did he see his own value
Can provide the right help to others
Let employees play to their strengths and overcome their weaknesses
Get in close contact with him
Maintaining the dignity of others
Create opportunities for his success
Talent cultivation principles
Invest in time to cultivate talents
Pay attention to interpersonal communication
Become a model for others to follow
Through eyes, insight into the heart
Listen carefully, understand through your eyes
Get along well, communicate through your heart
Teach by example and through actions to improve
Be good at thinking, expand through challenges
Care first, then cultivate
Seek opportunities and shape talents
Attribute the credit to the meritorious person
Relieve dissatisfaction in time
Good at encouraging others
Don't judge others in public
Listen to others' opinions
Tell others about progress
Not partial
Shaping a vision
Four levels
Prowler: No vision
Follower: Have a vision but never pursued
Achieveer: Have a vision and put it into practice
Leader: Have a vision, help others create a vision while realizing it
Vision determines vision, vision determines gain
Reflect on your inner thoughts
People with vision say less and do more
People with vision gain strength from their inner faith
People with vision will break through the thorns and continue to move forward
Review and review the experiences obtained
The credibility of the vision depends on the literacy of the leader
The acceptance of the vision depends on the timing of its appearance
The value of a vision depends on direction and strength
The evaluability of a vision depends on how hard people work
The success of a vision depends on how well the leaders and employees have
Look around: Pay attention to people and things around you
Plan well and prepare well
Understand all employees' work
Unite others and patiently guide employees
Outlook: Develop a blueprint for the future
Care about future goals
Looking up: Looking forward to the future
Develop your own potential
Explore: Seeking favorable resources
Continuous demand for collaborators
Three dimensions of vision development
Insight
Identify factors that hinder the realization of vision
Leaders need to listen
What I see now
Foresight
Create a suitable environment
Leaders need to lead
What to see in the future
feasibility
Open your eyes to all possibilities
Leaders must keep
What can be seen
self-discipline
Cultivate self-discipline
Start with yourself
Only by personal experience can you go further
Only wise people think about how to conquer themselves
Work hard first and then be at ease
Don't be restrained by emotions
Start as early as possible
Start with small things
Start now
Make life orderly
Set the order of individuals
Review work lists every day and mark priorities
Leave some time for unexpected
Do only one thing at a time
Planning a workspace
Work according to habits
Life and work are both good
Improve your work hardware facilities
Take advantage of fragmented time
Pay attention to results and ignore actions
80% of the time in the field of expertise
15% of your time is learning knowledge, skills and experience
5% of the time is spent on weak links
Take responsibility
Responsible for yourself
Responsible for what you do
Responsible for missions
Responsible to subordinates
Integrity is the most important
Do what you do
Words must be done
Be honest with others
Others’ interests precede their own interests
Stay transparent and vulnerable
Develop others
Employee growth and development are the highest requirements for leadership
The future development of a leader depends on the ability to work with others
Only by cultivating a team can you continue to succeed
Only by developing a team can you continue to increase your value
Excellent team
Have an excellent leader
Create a suitable working environment
Understand the basic needs of employees
Have expectations for every employee
Allow every employee to perform
Harmonious relationship between teams
Provide timely guidance when employees need it
Rewards are given according to the employee's performance
Take more responsibility
finance
human Resources
Future planning of the enterprise
Avoid seven deadly sins
Pursuing the feeling of being touted
Don't seek help
Too stressed about the rules
Don't keep criticism on a constructive level
No sense of responsibility to develop team members
Treat everyone with the same attitude
Team members did not get information in a timely manner
Select outstanding talents
Recruitment is important
Know what kind of talents are needed
Understand the requirements of the job
Understand the needs of employees
Hire outstanding young talents
Decision to win if you repay
Indomitable in will, longing for victory
To pursue the next goal, be willing to pay the price and do your best
Help team members achieve greater success
Understand each member's goals
Draw team mission
Define the role of each member
Creating team identity
Use "us" and "our"
Communicate with each member
Keep striving for excellence
Cultivate employees
Daily guidance
Set detailed goals
Continuous progress, review progress