How Do I Become a Vocational Expert?

Learning how to be a leader is like learning how to play sports or a career in music: we may not be world-renowned stars, but we can improve ourselves through personal practice and guidance from others. At the very least, we can reach the highest level that individuals can achieve. "How to Be a Professional Leader (3rd Edition)" is written by Joe Owen. As in the previous two editions, this book will continue to focus on developing practical leadership skills. Compared with the previous two editions, the third edition of this book adds three parts of practical content, which is also the author's response to reader feedback received over the years. Just like the first two editions of this book, reading this book does not mean that you have become a qualified leader. However, this book can help you build a structured system for a fragmented leadership experience, help you identify unreasonable actions around you, help you improve your learning ability, and guide you on how to take a leadership role .

How to be a professional leader

Acknowledgements 3rd Edition Introduction Leadership Skills Index Introduction Chapter 1 Basic Leadership Principles Chapter 1 People-Oriented Chapter 2 Aggressive Chapter 3 Professionalization Chapter 2 Leadership Practice Chapter 4 Become a Middle-Level Leader Chapter 5 People-Oriented Chapter 6 Aggressive Chapter 7 Professionalization Chapter 3 Mastery of Leadership Chapter 8 Becoming a High-level Leader Chapter 9 People-Oriented Chapter 10 Aggressive Chapter 11 Professionalization Chapter 4 Professional Leadership Career Chapter 12 Leadership Career

[If you want to influence other people, start with the person closest to you.
Most psychological and personality tests are used incorrectly, as if we were using a telescope instead. People always try to use these tests to study the inner world of people. This does not help solve the problem. If you want to influence others, you can't start by examining your own inner world. You should start with the person closest to you. Try to understand how they work. Then, adapt your way of working to their needs. To illustrate this point, I'm going to tell the story of another boss who worked with me. He has the opposite working style of the previous boss. This boss is a person who likes conducting and has a weird working style. The characteristics of his work style are as follows:
· Focus on process, not result · Resolute avoidance of risks · Like to deal with documents rather than dealing with others · Be more anxious in the afternoon. He is not the kind of boss who works most easily. However, to keep him calm, you must be predictable. Therefore, the two of us always spend a lot of time accurately depicting the entire process of the project, or accurately describing all the elements that should be included in a report. Once he had a road map that I could follow, he was very happy. Even if there were better practices, I followed the roadmap he had drawn up strictly. He is very careful about avoiding risks, so to make any changes (even if they can make the results better), I have to persuade him for hours.
In both cases, I did not act in my personal style. Power is in the hands of the boss, and if I want to influence them, I have to figure out their work style and adapt myself to their style.
Style is a powerful weapon for personal influence. If you want to make a personal impact, you need to look around with the right end of the telescope. You need to focus on the work styles of others, not your own. Understand the characteristics of their work style, and then adapt their style. Good leaders are like chameleons: they can adapt to a variety of circumstances.
In practice, one-to-one effects are most effective. Once the meeting between the two is conducted in public, your ability to influence others will diminish. In public, people are generally reluctant to express new ideas publicly. In general, people have a desire to be intelligent before their colleagues. Point out someone new. Or the risks, problems, and contradictions in a statement are the easiest way to show your ingenuity. Asking smart questions is less risky than suggesting smart solutions. Once the people you want to influence express these questions in public, it's harder to get them to change their minds: if they do, they will lose face in front of their colleagues. For this reason, as long as three or more people attend the meeting, it is an open meeting. A third person may disclose the conversation to others in the organization in a way you know or don't know.
Unfortunately, you cannot always count on private meetings with people you want to influence. Sometimes communicating with the people you want to reach is the only way to communicate with them in public. In a public meeting attended by multiple people (for example, 8 people), you have two options:
The first option is to show your true self. This will maximize your confidence and passion. This is important considering that people respond more strongly to visual cues and styles than physical things. Efforts to vote for everyone are an important cause of failure. By doing so, you will look unnatural, unsure and uncomfortable, and you will not be able to adapt to the style of everyone in the room.
The second option is a more subtle and more effective option. In practice, you may not try to influence the eight people in the room to the same extent. If the supervisor is also present, he or she may be the person you most need to influence, and it makes sense to do so. If that's the case, you need to focus on this person to determine your content and style. If you are a smart person, you will need to quietly meet with some of the other people attending the conference in advance to get their support in private. That way, you have only one key decision-maker left without someone you meet in private. With the secret support of others and the personal suggestions they may give you, it is easier to know how to influence the CEO-you should know the hot topics they are following (talking about these topics will make them excited) , Their taboos (things they don't like), and their favorite styles. You may be attending a conference of 8 people, but if you are well prepared, you can focus on the person who matters most.
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