How Do I Become a Unit Manager?

Lou Meng, Beijing Times Guanghua Education Development Co., Ltd. specially invited senior trainer, chief trainer of Shenzhen Bolton Enterprise Management Consulting Company, and invited lecturer of Guangzhou Municipal Government Training Center. Master of Economics, Doctor of Management, professional training instructor, practical human resource expert. Professional manager training class at Peking University, visiting professor at Shenzhen Graduate School of Tsinghua University, Hong Kong Guanghua School of Management, CUHK School of Management, and lecturer of EMBA courses in several universities. Main training and research areas: management skills improvement, corporate performance and compensation system design. He has held positions of human resource manager and director at TCL Electronics, Quanzhi Group, and Jiajiale Electrical Appliances, personally presided over the implementation of the construction of internal human resources and corporate culture systems in many enterprises, and has extensive training and consulting experience. The series of middle-level cadre execution improvement courses he lectured on were highly praised by large Chinese and foreign enterprises such as TCL, Great Wall International and Guangzhou Honda. ^[1]

How to become a successful boss

Speaker: Lou Meng

Composition: 6 DVDs

publishing:

Why does the promotion of the enterprise often appear "one less good employee, one more bad manager; one less good engineer, one more incompetent engineering manager." Such a strange circle? Why is the boss getting more and more busy, while the subordinates are becoming less and less active? Why is the idea of the boss flying in the sky, but the behavior of employees running underground? Why can employees "same hardships" with their bosses when starting a business, but not "sorrows" with their bosses when they do business? Why is it that the treatment is good but the talent is still not retained? What role should you play as a boss in your organization? How to communicate with subordinates, how to motivate subordinates, how to cultivate subordinates, how to manage different types of subordinates, how to build a strong team, how to improve the team's execution ability?

"Deep management is philosophy, and execution is culture." Obviously, it doesn't mean that you are appointed or sitting in a certain position, put on an "official hat", and the subordinates follow you heartily and sincerely. Only with influence can you have leadership. "Self-cultivation, Qi family, governance, peace." The performance of influence is not only wealth, nor just scale. The most important thing is the way people create wealth and the business model. It includes not only the vision of business, the sense of social responsibility, and the concern for humanity. It embodies the demeanor of kings in business and beyond.

Wisdom is the fruit of learning and cultivation. As a supervisor, how do you

Lecture 1-2: Role Reconstruction: Out of the Misunderstanding of Traditional Boss Roles

I. Roles of managers

The role of the boss

Third, common role misunderstanding

Fourth, the role of the boss returns

Five changes in the role of the boss

Chapter 3-4 Management Subordinates: Impact is Leadership

I. Management and Leadership

2. The "6P" traits of an ideal leader

Three kinds of behaviors of leadership

4. Post rights and individual rights

V. Leadership influence

Lecture 5-6: Wolf culture: the philosophy of building a strong team

I. Ten Principles of Wolf Culture

Second, the source principle of the everlasting enterprise foundation

Third, the growth principle of enterprise foundation

Chapter 7-8 Inspire Subordinates: Give him Flowers and Dreams

I. Incentive Principle

The theoretical basis of motivation

Third, the subordinate incentive principle

Fourth, motivational strategies

V. 10 commonly used incentive methods

6. Misunderstanding of superior motivation to subordinates

Sessions 9-10: Coaches Subordinates: "Growing up the boat" and growing together

1. Why train subordinates

Establish an employee training system

Three steps for the coach

Fourth, training methods and methods

V. Composition of action evolution

Six, effective authorization

Lecture 11-12: Invisible Road: Self-Cultivation of Successful Boss

I. Knowledge Structure

Capability Structure

Comparison of competency structure of managers at all levels

Fourth, the boss's 8 hidden rules

Five, the comprehensive qualities that a successful boss should have