From managing yourself to managing others

Author: Deng gold

The core purpose of the leadership echelon is to help leaders understand each stage required leadership skills, time management skills and work ethic, and to help familiarize them with the leadership of Features, once you have mastered the requirements and challenges of each stage, leaders can better adapt to the requirements of leadership development and accelerate their growth. With the promotion of leadership positions, in the face of increasingly complex and large-scale business, leaders can enhance their initiative by understanding the requirements of the six leadership development stages and enhance their confidence. But the improvement of leadership skills must be practiced in practical work, and the theory of books needs to be translated into action. On the other hand, the conditions and paths for enterprises to select and train cadres can also refer to the model of the leadership echelon.

from managing self to managing others

Phase 1: From managing yourself to managing others

From managing self to managing others

The first few years of new employee work are individual contributors. No matter what job they are in, the requirements for their abilities are mainly professional and professional. By contributing to the prescribed actions, as the number of years of work increases, they learn about work plans, schedule management, job content, job quality, and job reliability. Work values ​​that need to be improved include corporate culture and professional standards. When they become outstanding and skilled individual contributors, especially when they can effectively work with others, companies tend to increase their responsibilities. If they are skilled enough to do the job and follow the company’s values, they will be promoted to first-line managers.

In the first phase of leadership development, skills that should be learned include work plans, knowing people, assigning work, motivating employees, coaching, and performance evaluation. Frontline managers need to learn how to manage their time so that they can not only do their jobs, but also help others get the job done. Frontline managers can’t use all of their time to “fire”, capture opportunities, or just care for themselves. They must change from doing things to doing things with teams.

For new managers, changing time management is a difficult task. Part of the reason is that many managers still love the way they work, and even when they are executives of the company, they still follow the way they work early. But with the continuous improvement of the leadership level, managers are required to spend more and more time on management, rather than having to be close to each other. If managers fail to learn to manage their own time from the beginning of their management positions, they will definitely be detrimental to the company as their duties improve. This is the reason why the leadership echelon construction is not smooth and the leadership work at all levels is not efficient.

Being a front line manager is the beginning of the leadership journey. At this stage, the front line manager must learn to change from the individual contributor to the manager’s position. In fact, the role transition at this stage is very difficult, often the position is the manager, but the thinking is the salesman, and thus delay the work process. Frontline managers must learn how to manage rather than just hold this position. They must be convinced that it is their responsibility to use time to help others, make plans, coaching, and the like, and they must make the task of accomplishing others through others as the key to their success, just a change in work philosophy.

(The author of this article is Deng Yujin, a senior HRD, a well-known trainer, Public number: Deng Yujin’s human resources combat, please indicate the author and source)