What Is a Site Superintendent?

"Stand Up, Supervisor" Introduction: Some people in the team always sing against you. Their low morale and sluggish expressions during meetings make your face feverish. You are always asked to give them this, give them that, but They can't give you anything ... After reading the first four chapters in the book, you can get them. Do you sometimes feel that your boss is simply paranoid, or that he is a fierce god who can't laugh at all, they only know to ask you to be a teacher, but they have never cared about what difficulties you have ...-see the book Chapters 5 to 7 of this chapter will tell you what to do. You thought that being a supervisor would have more power and freedom, but you did nt expect more people to lean on you and wait for you. Your heart is not strong enough, and you really ca nt stand it ... The last two chapters in the book help you Withstand the pressure, manage your emotions, and take on the heavy responsibility to move forward.

Stand up straight, supervisor

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From the preface, why should I write this book? Introduction to the new manager's mindset. Chapter 1 At the beginning of the appointment, the establishment of prestige. The first section. Don't take the new manager as the boss. A mixed message for the new manager. The second section manager also needs to moderately pack the lips as a gun and the tongue as a sword. The clothes depend on the horse and the saddle. The third section of power is feathers, and prestige is prestige, not power. Charisma of Power Personality, Your "Gentle Sword"
Chapter 2 There is no distance and no alienation. Section 1. Do not be a solemn and solemn father. Section 2. Do not be a compassionate mother. Section 3. Do not be a brother who does not distinguish one another. Section 4. You should not show personal dislikes. Self-reliance Chapter III Managing affairs is easy to manage but difficult for the first quarter. It s the manager s fault to dispatch staff to work without order. There are different types of work. There must be differences between employees to make it clear. For real evaluation to be most effective, immediate evaluation is needed from top to bottom. It is not casual to evaluate the incentives in the third section. The employee's second "salary" is not active. If the management has problems and rewards, there must be courage? The most effective way to motivate is to praise the special request of the subordinates in the fourth section. Special treatment of the special requirements of the subordinates. Emotional bosses PK rational bosses. The fifth section of the meeting, whether or not people do not like to have a meeting, the most basic team ceremony. Chapter 4 and the problem Subordinates tricks and tricks In the first section, you will conquer your seniors subordinates, relying on the old and selling the old and the yin and yang, and playing tricks on non-selfishness. Because of private harassment, you do nt want to be motivated. What are the counseling interviews for? How do you need to do counseling interviews? Chapter 5 Effective use of "boss" resources. Section 1 Do not wear colored glasses to see your boss. Section 2. Mistakes that should not be made in front of the boss. What to do if your boss is incompetent. What to do when you have a serious disagreement with your boss. Section III: How to talk to your boss? What kind of attitude do you listen to and how do you talk to your boss? Chapter VI: Turn your boss into a partner The superiors and subordinates are harmonious because of understanding. Understanding the superiors 'style. Understanding the superiors' expectations to themselves. You need to take care. Chapter 7. Do nt be intimidated by corporate politics. Section 1. Politics ca nt be too naive or too clever. Look for powers outside of authority. Section 2. Appropriate use of political skills to maintain relationships with key people and maintain visibility. Key resources. Develop scarce skills, show appropriate image, put organizational interests first, support your boss, section three, interpersonal relationships, four major components of interpersonal ability, develop interpersonal skills, start with consideration for others, chapter eight, relax yourself, section one first Handle the mood and then deal with things. The emotion is enemy or friend. It depends on the thinking. Do not let the stress overwhelm you. Look at the problem from a pleasant angle. Understand that resources are limited. Look at stress as motivation. Suffering is a blessing of makeup. -Don't take yourself too seriously to balance personal life and work Chapter 9 Self-management of new managers Section 1 Managers should be business masters Section 2 Management needs no style Section 3 Who says women are not as good as men and women managers People's disadvantages and troubled leadership styles have their own conclusions. Can everyone become a good manager? Far from over ^[1]

"Stand Up, Supervisor" helps you see your relationship with those around you. Whether you have three or five people or a team of hundreds of people, it can help you to get rid of difficult people and make you. Want to do.

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