Why people who need high achievement are not necessarily good managers

Because high-achieving talents refer to talents in all aspects, and excellent managers are the leaders of the organization, which require special abilities and qualities.

The American Association of General Managers believes that a first-class general manager should possess the following basic qualities:

1 can be a model for all employees, and can be gregarious.

2. Noble character, hard work, excellent basic skills.

3. Flexible mind and foresight of the times.

4 Be humane, always be considerate of the pain points of others, and often create a satisfying atmosphere among subordinates, colleagues, superiors, related units, and customers.

5. It is not enough to convey the intentions of the management to the downwards, but it is necessary to have firm conviction and courage to bring the real voice of all employees to the highest decision-making level and put forward suggestions to solve the problem.

6. Consciously recognize the moral responsibility and other responsibilities that the enterprise should bear to the society, and abide by the correctness and credibility in action, and do not act rashly for floating profits under any circumstances.

7. The ideological basis of running an enterprise must be to link the income of the enterprise with the living welfare of the employees, so that the enterprise and all the employees form an inseparable whole.

8 Decisive judgment, courageous practice, and perseverance.

9. Have a strong enterprising spirit, original spirit and innovation ability.

10 Don't flinch when faced with difficulties, not to consider: "why", but to study "how to accomplish it."

11 Don't flatter your superiors, don't just do things to save face.

12 Nothing is overstated.

13 If you don't give priority to your own selfishness, you must be the first to abandon your selfishness.

14 Those who ostracize others, step on their shoulders, and climb up with hypocritical rhetoric are not eligible.

Because there are people who do not have high achievements but are better than those so-called talents, he will be humble and studious, because he knows that he is crowded in talents, then he must try to do his best, and there is a confidence to support him.

High achievement?? The economic achievements are still ???

Books: Andrew's Effective Managers, Management Practices, Management Challenges in the 21st Century. John's "General Manager".

Ansoff's Corporate Strategy. Collins' "Evergreen". Barnard's The Functions of Managers.

In Search of Excellence by Tom Peters

Selflessness, Justice, Tolerance, Understanding, Credit Drucker's book.

Many people tend to regard successful managers as the same thing as effective managers, and think that successful managers must be effective managers, and effective managers are also successful managers, which is reasonable and beyond reproach. However, there is a big difference between the two in essence, as can be seen from the definition:

The so-called successful managers are generally measured by the speed of their promotion within the organization, and those who are promoted quickly belong to successful managers.

Effective managers are defined by the quantity and quality of their performance and the satisfaction and commitment of their subordinates. It can be seen that effective managers are aimed at management efficiency.

Hence the difference between successful managers and effective managers: successful managers are not always effective managers, and effective managers are not necessarily successful managers. In other words, those who move up the fastest, aren't necessarily the best at work.

Finally, the phrase "explicit" should clearly indicate the difference, there are often people who are promoted quickly, but it does not necessarily mean that their work is effective.