The nature of leadership: the action process that can guide and influence individuals or organizations to achieve certain goals under certain conditions

Leader: The person who provides guidance and influence

Leader: The person who accepts guidance and is responsible for execution

Fear of leadership - induce escaping psychology - stay away from leadership - don't understand each other - form new obstacles

Fear of authority

Touching the leader's reverse scale

Defensive psychology

Not confident in yourself

Treat it as an equal person

Excellent leader

Why did the leader hire you

Key points of communication

Classification method

Classification

Other categories

Character Classification

Enneagram

Don't judge the current leader with experience in facing other leaders

Don't speculate on what the leader should be like based on your own imagination

Accept reality and explore more highlights in leaders

Leaders have their own way of speaking. They often do not express their feelings directly when speaking, but are used to using the help of "unspoken" to leave more room for themselves.

When listening to your leader’s speech, remember not to “snap words”. Many times, what the leader says is just to express an attitude

Subtext often appears in tentative questions. In this case, the leader has mastered some information and has a certain judgment, but he is not sure whether the information and judgment are accurate. In order to leave room for himself, he will lay subtext in tentative questions.

Subtext is also a tactful way of expression. Direct words may cause greater psychological pressure to oneself or others. Burying subtext can leave room for both parties.

Generally speaking, the leader is tactfully expressing his rejection without expressing his approval.

Micro-movement is the instinct of the human body's subconscious mind and the expression of the true inner self.

For the leader's physical movements, you should observe the details and analyze the specific problems in detail. After all, the details are revealed in the true meaning.

The internationally common TPO principle shows that clothing is also a language. The TPO principle believes that when people choose clothing, they usually consider the coordination of time, place, and purpose.

A leader’s clothing style contains the image characteristics he wants to show most, and is closely related to his personality characteristics.

Leaders who prefer formal clothing usually do things seriously and advocate rules and order.

Sportswear represents more of the advocacy of personality and vitality, and the management style is more casual and free

"Seeing the big from the small" is not without reason, but you should be careful not to make the mistake of "generalizing the whole" and be confused by the "one-eye view".

Do not make judgments prejudice, first of all, communicate more and communicate frequently

A leader who seems to be "not caring about anything" may also have a clear idea of ​​what happened

Not available

Don't dare to use it

Don't want to use it

Take a evasive attitude

To avoid having direct contact with you, he will try to choose email or text messages instead of face-to-face communication.

Become impatience

Will show repulsion to you that is different from ordinary people

Sometimes the "malice" released by the leader is actually deliberate, and it is intended to test the pressure resistance of subordinate employees.

The best result is that you work together with your leader to reflect on the reasons why you cannot get along happily and the problems you have

If the problem is serious, you might as well communicate openly and honestly and tell the matter. The problem will be exposed and the misunderstanding will be resolved.

The path to compromise is nothing more than the following two: either change yourself or accept the status quo

When you feel that the problems that your leader not only affect your relationship, but also harm the interests of the organization, it becomes very necessary to truthfully report the situation to higher-level leaders.

Whether you are changing yourself, accepting the status quo, or taking a more intense approach, don't lose yourself in order to maintain a working relationship, causing yourself to blindly cater to your leader's preferences or putting yourself in an opposition to your leader.

Interaction is a major way to understand leadership, and understanding leadership also highlights the importance of interaction.

The establishment of interactive tacit understanding means that you and your leaders can communicate in the language they are most familiar with, and quickly narrow the distance between them through common topics.

Interaction and understanding will make you work hard in places you don’t like or are not good at, make some changes, let your leaders see your positive attitude, and make you a better self.

If you have strong enough communication skills to gain recognition, admiration and support from most people, no matter what kind of leader you can get along well with, no matter what kind of leader you have

The ultimate goal of understanding the leadership is to find the greatest common divisor with the leadership and accelerate the running-in period.

Win-win thinking requires more discovery and cultivate commonalities between you and your leaders; seek commonalities while reserving differences, and pursue the maximization of common interests between you and your leaders

Win-win thinking requires learning to think from the perspective of the leader and thinking about problems

Win-win thinking requires persistence in one's own position and pursuits.

There may be the same hobbies between leaders and subordinates, but the interests and business relationship between the two cannot be changed.

"Leader" and "Subordinate" are both roles. The two have different statuses and roles, as well as their responsibilities and obligations to fulfill.

The main responsibility of a leader is to lead and guide employees to achieve success and mobilize all positive factors to create benefits for the organization.

Not crossing the line means "not being in his position, not doing his politics", and not performing leadership functions in non-leadership positions

Due to limited positions, lack of experience and insufficient abilities, employees are often relatively professional in matters where they are functioning and can act according to the situation at the execution level, but their vision is often not as broad as that of leaders and lack macro considerations.

As a subordinate employee, it is very unwise to not report to the leader, make arbitrary claims, or take a disdainful attitude towards the leader's criticism and decision-making at work.

Employees feel that their judgments are more professional, more correct and more realistic, but forget that their judgments are usually based on local considerations, while leaders focus on the development of the entire organization.

Correctly understanding the leader’s intentions and achieving the goals he wants to achieve is an important way to establish emotional links and an important symbol of an excellent subordinate.

Learning to "remind" the leader at the right time is something that a responsible subordinate should do

The establishment of emotional links can help subordinates and employees better play their roles, exercise their job functions, and make the work progress more smoothly.

Only by maintaining the right distance can the lasting and harmonious relationship be guaranteed

It is also unwise to be too far away from the leader. The principle of moderation should be followed to maintain a certain amount of flexibility between you and your leader

The red line that cannot be touched

Once the Supreme Leader makes a decision, the dispute will stop and everyone must support his decision.

Without strong obedience, the organization's goals will become useless and the implementation of organizational decisions will be difficult.

An excellent subordinate must first be a perfect executor. They must be unconditionally loyal and obedient to their leaders.

Don't think that "disobedience" means you can completely follow your free will

You can ignore your leader's instructions, but you cannot ignore your leader's influence on you

Obedience comes from a clear understanding of oneself and leadership

It does not mean that employees need to obey their leaders' orders, not distinguish right from wrong, blindly agree with each other, follow them all, and implement them all

It is difficult to go against the current, but it is easy to go with the flow; it is difficult to choose to take responsibility, but it is easy to choose to retreat

"Mimosa"-style employees are extremely hidden. They seem harmless, but they actually have great harm.

Choosing to take responsibility means challenging one's own laziness, pleasure, and security

At the same time, it also means that you may face failure, cannot get corresponding returns, and may even be misunderstood by your leader

But choosing to take responsibility also means embracing more opportunities to show yourself and improve yourself

On the road to failure, there are missed opportunities everywhere

Refusing to actively show yourself, leaders often have no way of knowing how capable you have

For leaders, the greatest support from subordinates is to assist him in doing his job well

Proactive shining does not mean that everything is in the limelight, but rather that you say goodbye to the retreating thinking of "mimosa" and give full play to your strengths in the areas you are good at.

Don't stand idly by for matters other than your job

You can also help leaders handle some peripheral work within their ability in a low-key manner

Leaders may sacrifice the interests of small groups for the interests of the organization, or may misunderstand their subordinates because they have no time to take into account details. At this time, subordinates can certainly express dissatisfaction and anger from the perspective of their employees. But a smarter way is to stand up, think about the problem from the perspective of the leader, understand the leader's intentions, and boldly explain it.

Before stepping forward, you should understand the situation objectively and carefully

Be prepared before stepping forward

When you stand up, you should recognize your role

After standing up, you should keep a normal mind

Not saying "no" easily is a manifestation of self-confidence and a positive affirmation of oneself

Not saying "no" easily is a manifestation of responsibility and a brave take on responsibility

Not saying "no" easily is a manifestation of respect and an active maintenance of leaders

When faced with serious mistakes, it is necessary to refuse the leader's instructions.

It is necessary to refuse when facing an incompetent job

When your leader often asks you to take on some trivial matters other than your job, you should also choose to refuse appropriately.

Rejecting leadership should have a firm attitude and euphemistic language

Rejecting leadership should be sincere. earnest words and appropriate reasons can make your rejection more convincing

Rejecting leadership should choose the right time

Rejecting leadership should be taken to leave room for your attention

It will make people in the workplace have an affirmative emotion and positive attitude towards work, consciously and voluntarily assume various work responsibilities, and regard it as "what should be done" and actively participate in the work.

Passion can be conveyed. People who are full of enthusiasm can inspire and drive more people around them, so that they can devote themselves to their work with the same enthusiasm.

True loyalty is to consciously think about problems from the perspective of the organization, combine personal value demands with organizational development demands, and treat the organization's work as your own work

Kazuo Inamori calls this kind of workplace who has strong autonomous driving force and spontaneous dedication to work "spontaneous combustion type"

Earth-shaking jobs are rare, and most people in the workplace have long work experiences with the ordinary.

The development of the organization is the result of the joint efforts of all positions, and every member needs to complete the work with due diligence and quality.

An ordinary position is a special test, which tests whether you can endure loneliness and seize opportunities in ordinary work

Nothing in work is so small that it can be abandoned, and no detail is so detailed that it should be ignored.

People who disdain to do small things often don't get the opportunity to do big things

Smart people in the workplace will treat every little thing as a training for themselves, understand the organizational status, strengthen business ability, cultivate a serious attitude, expand connections, and temper their will, and learn, gain something, and grow in small things.

Everyone has the desire to make excuses, but some people can restrain their desires, or some people have a more advanced and easier to accept

Strict environments will increase the psychological burden on employees and make it easier for them to find excuses for self-protection.

As a leader, you should create a safer and easier organizational environment. When problems occur, try to blame less or even no blame for subordinate employees, and focus on solving problems.

"Thorns" are often more courageous, capable, and have the opportunity to express their positions than "good people", and can actively defend their positions and interests more actively

The emergence of "good old man" stems from fear of negative emotions such as rejection, conflict, criticism, anger, etc., and thus falls into a vicious cycle of sacrificing oneself to please others.

Many times, following the rules will create an impression of lack of opinion and poor ability for leaders.

True loyalty is no longer a sacrifice, but a win-win situation. Wisdom injects loyalty, making decisions more accurate and work completion higher, and leadership and organization become natural beneficiaries

Using appropriate speaking skills can achieve the purpose of persuasion concisely, and allow the other party to understand where he is wrong while not losing face. Through the infusion of wisdom, showing loyalty in a way that is easy for leaders to accept, it can be said that it can kill multiple goals in one fell swoop.

The first lesson is to learn to adapt to the environment

The second lesson is to find the right direction

The third lesson is to accumulate experience

Lesson 4 is to learn to learn

Focus on the profession itself, emphasizing how to do your work in detail and achieve professionalism

The accumulation process of intangible resources such as industry experience, connections, channels, etc. may be silent, but quantitative accumulation will eventually lead to a qualitative leap, which will be presented in the form of "opportunities" in the later stage of the career.

Workers should not ignore the importance of interpersonal management

Make yourself more irreplaceable

Pay attention to related business learning

Develop management skills

Promotion requires ability and opportunity

The key to distinguishing the severity and easing is to learn to think from the perspective of others, understand what the leader really wants you to do, and what results you hope your work will achieve.

For "important and urgent" work

For "important but not urgent" work

For "unimportant but urgent" work

For "not important and not urgent" work

Bliss theorem

Everything needs to be created twice. The first time is brewing in the mind, and the second time is to carry out substantial creation.

Plans are created around goals, everything is result-oriented

Before making plans, every worker should clarify his work goals and the work goals of the entire organization in order to find the right position to do the right thing.

After determining the core solution strategy, the plan must be disassembled, a relatively macro strategy must be disassembled into quantifiable and evaluable small tasks, and then they must be realized step by step

When disassembling a plan, you should pay attention to meticulous thinking and rigorous logic to prevent the small tasks that are disassembled overlap or omissions from happening.

MECE Rules

Bad multiple workers

Good popularity will undoubtedly give you a better advantage in competition, at least with fewer unnecessary obstacles

If you want others to like you, if you want others to be interested in you, one thing you need to pay attention to is to talk about things that others are interested in.

Position determines vision, vision determines thinking

People generally tend to make friends with people with strong strength. Because people with strong strength have more resources such as wealth, connections, opportunities, etc., it is obviously more rewarding to make friends with them. "Withless country has no diplomacy", and the same is true for individuals. Want to let yourself

The complexity of communication is fundamentally due to the fact that everyone has their own independent consciousness and hopes that others will listen and accept their own opinions.

The lack of personal expression ability and lack of experience and knowledge will also cause obstacles to communication.

How to make communication easier

Cooperation creates win-win results

Most workplace anxiety comes from overly high expectations of oneself. No matter fame, fortune, or position, once you fail to meet your expectations, you will inevitably fall into anger, depression, and pain.

Have a normal mind and form a correct understanding of "successful workplace people"

Have a normal mind and quit comparative psychology

Have a normal mind and learn to control emotions

Adverse quotient refers to the way people react when facing adversity, that is, the ability to face setbacks, get rid of difficulties, and surpass difficulties.

Reverse quotient includes four key points: sense of control, cause and responsibility, scope of influence, and duration.

Empathy means putting oneself in the other person's perspective, putting oneself into the other person's role to understand and think about problems, establishing communication links based on understanding, and achieving full communication in a more objective and clear way.

Empathy generally includes two major aspects: cognitive empathy and emotional empathy.

Empathy is a high-load cognitive activity. Continuously investing in empathy may trigger "sympathy fatigue", create anxiety, traumatic psychology, and even evolve into long-term and chronic burnout

Excessive empathy may also cause some moral problems. Empathy may lead to partial protective behaviors, breeding dissatisfaction among other subjects other than the communication object

Therefore, while having empathy, you must also learn to control empathy and prevent the spread of empathy.

Workplace novices will ask others with an open mind, and will not be careful when doing things, and can focus on the most basic things, so that they can make full use of all the resources around them.

As the workplace experience gradually becomes richer, knowledge, wisdom and other forces make most people in the workplace lose their "rookie advantage", their thinking forms a fixed trend, their innovation ability gradually fades, they are blindly confident in themselves, even proud and complacent, and do not want to make progress

In the era of knowledge economy, knowledge iteration is accelerating. Even if a person has solid professional knowledge and rich experience in the field, but does not humbly learn new knowledge and methods, he will not be able to grasp the pulse of the development of the times and will eventually be eliminated by the tide of the times.

Faced with difficult work, there are generally two thinking modes: rigid thinking and growth thinking.

The process of working people overcoming difficult problems is the process of gaining growth. The more difficult the difficult work is, the more you can temper your will and improve your ability

The more difficult problems you overcome, the more experience you will have in dealing with problems, and your ability to withstand problems will become stronger and stronger.

Close the door of complaining and being brave to try, it does not mean that you are "rejecting everyone" to difficult problems

Faced with difficult problems, while establishing the belief of "trying" and not blindly rejecting, do not accept it hastily. Instead, make a choice after making rational judgments.

The first step is to make an objective judgment on oneself

The second step is to make an objective judgment on the difficult work

The third step is to match the work with the individual and make choices

After making a decision to choose, whether you choose to "reject" or "accept", you should pay attention to the expression skills.

Everyone has different abilities, but they all have boundaries, with jobs that they can and cannot be competent, and jobs that they are good at and are not good at.

For work within the circle, we should actively accept it and do our best to complete it.

Slightly beyond your circle of ability, you should choose to accept or reject according to your specific situation and the importance of your work.

Refuse jobs that are far beyond your circle of ability, and do not force them.

A tricky job seems clueless, but if you can grasp the root, you can actually simplify the complex and make quick decisions based on simple principles and rules.

Some jobs are tricky for you, but small things for others. Everyone has a big or small ability, and they should calmly acknowledge the limitations of their abilities and try to seek help from people around them.

Some jobs, although they are screwed up, are not that bad because they can be compensated in time.

Some jobs, although they are screwed up, are not that bad because they are not very important.

Get yourself out of anxiety, guilt, and panic, and make rational judgments on the problems that arise

In the mind of the leader, what is more terrifying than making mistakes is that you do not realize that the mistake is yourself. The practice of covering up the mistakes will make the leader think that you have made a mistake without knowing it, and even think that you are maliciously shirking responsibility, which will doubt your integrity

When you realize that your work has been screwed up, don’t pretend that things have not happened or shirk them away, but quickly inform the leader of the truth. This is the wisest way to restore your image

When you admit your mistakes in a timely manner and take responsibility, your leader’s criticism is only aimed at the matter of screwing up the work itself

If you don't admit your mistakes in time, when the leader finds out that you have messed up your work, he will be more obsessed with your motivation to conceal and falsely report your work, and then doubt your character.

After screwing up the job, it is important to admit mistakes, but it is even more important to find practical solutions.

When proposing a solution, you should pay attention to giving multiple alternatives as much as possible and give the leader room for choice

You can express your tendency towards a certain plan, but you must never selectively express the information and data collected to weaken your mistakes, or guide your leaders to choose the plan you prefer.

Making a good plan means thinking about possible risks in advance at the beginning of the work and formulating corresponding emergency plans.

"Looking from the horizontal, it is a peak, and the distance is different, and the height is different." No one will have a wide-angle perspective of 360 degrees, and different perspectives will create different views, and differences are inevitable

The so-called wrong consensus effect means that people usually tend to project their own opinions on others, believing that everyone should think in the same way as themselves and draw the same conclusion.

The wrong consensus effect makes most people reluctant to admit that they may make mistakes

Change angles to think deeply about different views and form a new understanding of existing differences

Cruel expression may intensify conflicts and escalate conflicts caused by disagreement. The clever expression of one's own views is not only beneficial to the achievement of consensus, but also gains the understanding and even convincing of others.

If you want to convince others, you should start with sincerity and appreciation, not with criticism and accusation

Most of the time, disagreement in the workplace does not lie in differences in the ultimate goal, but in different views on the path of implementation.

First clarify the common purpose of "doing your work well", and even praise the plan proposed by the other party for being effective, but I also have a solution to this problem. I hope to tell it for everyone to discuss and refer to

The expression of views should be simple and clear, with prominent priorities

Another key point in dealing with disagreements is to never forget that the ultimate goal is to reach a consensus and solve problems.

As long as a good consensus is not implemented, it is enough to reset all previous efforts to zero. The conclusion of a consensus is the result of a game between the two sides that disagree.

When a consensus is reached, you just need to actively promote it according to the negotiated plan.

Misunderstandings may occur due to cognitive bias

Misunderstandings may arise from attribution errors

Misunderstandings may be caused by poor communication

Some people are introverted and fragile. They dare not express their true thoughts in the face of misunderstandings. They would rather choose a silent way to suppress themselves than avoid the possibility of conflicts.

Some people are very strong inside and they believe that action is the best proof. Misunderstandings will not hurt him, and they do not bother to waste time on explaining misunderstandings, but tend to focus on improving themselves.

In the face of misunderstandings, learning to calm down is a very important lesson

After the misunderstanding arises, if you choose to explain, you should pay attention to the expression skills.

When conflicts arise, do not make judgments based on personal feelings likes and dislikes, support one side and oppose the other side, but maintain a neutral attitude and do not intervene in conflicts between leaders.

In the face of conflicts between leaders, the wiser choice is to follow the principle of "equal distance", neither relying on the left nor on the right, and maintaining an equilibrium state.

At the same time, keep "silence" in language

In most cases, conflicts between leaders do not require subordinates to resolve. As a subordinate, it is enough to just listen patiently to the leader's emotions and express opinions based on work and behave properly.

But sometimes, subordinates have the ability to reconcile conflicts between leaders. For the sake of organizational interests, they can try to balance the relationship between leaders and strive to reconcile conflicts.

Sometimes, the contradiction between leaders is principled and does not even involve specific issues. It is just that both parties have biased views on each other and dislike each other. At this time, subordinates might as well act as "confused people", vaguely deal with differences between leaders, and emphasize more consensus among leaders

Sometimes, conflicts between leaders only come from disagreements at work and there are no other disputes. In this case, subordinates can provide leaders with more comprehensive information support, so that leaders themselves can find something that is not considered well. You can also actively build a communication platform.

If you are very familiar with the leaders of both parties and are trusted by both parties, you can also take the initiative to take the task of threading needles and act as a glue between leaders

In the process of reconciling contradictions, two iron laws should be paid attention to

When conflicts arise between leaders, you can judge from the affiliation relationship and which party should you obey

It is also necessary to judge the nature of the contradiction itself

In psychology, the Pygmalion effect tells us that people will unconsciously accept the influence and hints of people they like, admire, trust and admire, and will eventually become what they yearn for.

The fundamental reason for the Pygmalion effect is that people are not clear about what they want to a large extent, but rely on the expectations of society or people they respect and trust for themselves and portray their inner needs.

The level of a position is certainly a component of luck, but it depends more on a person's ability and experience.

The reason why a leader is a leader is not that he is useless, but that he has some outstanding abilities.

Learn from leaders and strengthen global awareness

Everyone’s connections begin with the exploration and accumulation of people around them, and then gradually expand to a larger and higher-end range.

As a member of it, the leader is directly connected to the industry you are engaged in, closely linked to your current work and future development. Even after you leave the organization, you can still play a role as an intangible asset and is one of the best candidates for network expansion.

We will meet many people, but about 20% of them are worth investing time and energy to develop them into connections. Only by constantly understanding those who can help and change you can build a high-quality network of contacts, and leadership is undoubtedly one of the important 20%

Through the "matchmaking" of your leader, you can be lucky enough to meet the connections behind him, but there is often no trust or intimacy between these people and you, but in a weak relationship built into connections in different circles.

How to effectively utilize these weak relationships and even develop them into a strong relationship is a science

Leadership is the key to opening up the circle of contacts in the workplace, but the core of maintaining connections lies in your own value. If you are not strong enough, even if you work hard, it will be useless.

If you want to make your leader your connections for a long time, or even dig out the connections behind them, you should strive to improve your exchangeable value and turn yourself into your leader's connections.

If you want to improve your exchangeable value, you can make efforts from the two aspects of enhancing your own value and amplifying the exchangeable coefficient.

Help leaders do their jobs better, and actively do their jobs that they are not good at.

Helping leaders is to assist leaders in making decisions

Helping leaders is to support leaders in solving problems

Helping leaders is to assist leaders in exercising management functions

Helping leaders is to help leaders find shortcomings

A harmonious working relationship is the relationship between leaders and subordinates as a "community"

Harmonious working relationships mean understanding each other’s role positioning

A harmonious working relationship means giving each other a sense of security

Harmonious working relationships mean meeting each other's expectations

Doing your own work well means being clear about what you should do, what you will do, and what you are good at.

Doing your own work well means executing your work in place. The so-called "in place" means that the leader's satisfaction with his work has reached or even exceeded expectations.

Doing your own work well means taking the initiative to undertake more work. The so-called "the greater the ability, the greater the responsibility"

Doing your own work means sticking to principles

Helping leaders do their jobs means understanding leaders

Helping leaders do their jobs means being loyal to leaders

Helping leaders do their jobs means respecting leaders

Helping leaders do their job well means guiding leaders

Upward management is not an offensive and defensive battle between you and your leader, but a new path to achieve joint improvement between you and your leader.

Respect and communication are the basis for establishing a good relationship, and the same is true for the establishment of win-win relationships in the workplace.

Perfect communication usually includes three major links: "sending information - receiving information - feedback information".

Perfect communication promotes the establishment of mutual trust relationships and jointly promotes better and faster completion of organizational work