Harvard Business Review: Seven Section of Leaders 5
"World Business Review" ICXO.com (Date: 2004-10-25 13:12)
Upload: Harvard Business Comments: Leaders 'Seven Section History 1 Harvard Business Reviews: Leaders' Seven Sections 2 Harvard Business Comments: Leaders 'Seven Section 3 Harvard Business Comments: Leaders' seven seven gauges 4 Bearded soldiers After a while, the leader gradually made his own role, so he was full of confidence; but this also cut off the leader and subordinate contact link, which may result in the following two results: leaders may forget themselves The true influence of words and deeds may think that they have heard from the subordinates there. Although the leader's words and deeds are the most concerned, people will never end. Even if they are talking, the subordinates will continue to pay close attention, the leaders' influence is getting bigger and bigger, he (she) is talking Be careful, because the subordinates may put the leaders' thoughts. Forget this idea, you may encounter the case you encountered by the King Henry II. The King Henry II was whispered when I said Thomas à becket. "Is there anyone who can help me get rid of the priest of this love?" The four nobles under his hand immediately Go out to kill this priest. Many modern Henry are only in the words "we should study our technical strategy", and after a few months, some people give him a stack of Power Point, and a large-scale consultation bill. The subordinates will not tell the leaders everything. I know a departmental manager, I called her Christine, she has established a very close work relationship with other people in her department. Her departments are busy, and it is effective until one day, one day, one of the best employees, and Joseph, who appeared in her office, and appeared to be uneasy. He told Christine another company to provide him with a position and he intends to accept it. Joseph's resignation is very bad, because Christine's department is busy working with a major product. Christine was shocked because she and Joseph were good friends, and he never dissatisfied with his position or company. Why don't he tell him about a new opportunity? She can set up a post for him. She said all this is right. But unfortunately, it's too late. The truth is that no matter how close the relationship between Christine, the relationship is close, but she is the person in charge, very few employees will tell the boss with the headhunting. Because Christine and Joseph appreciate each other, it is very pleasant to work together, so she wants to be satisfied with the status quo. The second challenge encountered by leaders in domain is that cultivation may do the same as the leader's own - even better -. In many ways, this is a true test of leader's morality. Many people will not help with their leadership to fail to compete. I have recently heard a senior manager story. Before he promoted to the person in charge of the department, he had been deeply appointed and colleagues. After he was promoted to the person in charge of the career department, his hand was complaining about his management style, and this is not a grape psychology. The manager has been dragging for a long time in the last time, and he may notice his status in his career. Soon after this, the employees under his hand began to pay attention to him to grab the credits of others and said that some people's bad things behind them. When someone challenged his behavior, he seems to be surprised, and there is no such thing as soon as possible. Perhaps he is inadvertently destroying others to raise himself. However, those employees worked under his hand began to leave him one by one. One year later, the manager's reputation was too stinky, no one was willing to work with him, so the company had to ask him.
