Chapter 24 Chapter 24 Construction of the Leadership Team

When the organization develops to a certain scale, there needs to be a leadership organization composed of multiple people to undertake the leadership tasks of the entire organization, which is commonly referred to as the leadership team.As a leader, you may have to form a cabinet, so you should first understand that the members of the leadership organization have different functions and divisions of labor, just like the parts of a machine, each with different specifications and functions.Building a machine requires an overall design, so the leadership organization you form also needs an overall design. When you select assistants for yourself, you should not only look at the responsibilities and abilities of each person, but also follow the requirements of group optimization. Make reasonable collocations to form a "all-rounder" leadership group around you and play its overall effect.

The same carbon atom forms substances with very different properties due to different structural combinations.So does a governing body.The same people, combined in different ways, have different effects.If leaders can properly mix people with different specialties, they can do things that no one can do in isolation.There is a story in one of the earliest myth books in our country, which says that the long-armed people in the "long-armed country" and the long-legged people in the "long-legged country" each have their own strengths and weaknesses: go to sea to catch fish , one is not deep, and the other is out of reach.But when the man with long arms rides on the shoulders of the man with long legs, he can ford deep and reach.As the saying goes: "When people are united, Mount Tai moves."There is also a saying: "Three cobblers are better than Zhuge Liang".The former is talking about full strength combination, and the latter is talking about intelligence combination.It can be seen that the ancients in our country have long known the benefits of group combination.

As a modern leader, if you form a cabinet and establish your own leadership organization, you should be more aware of the importance of this point. So how should you form a cabinet?This requires an understanding of the composition of the structure of the leadership organization. Generally speaking, the structure of the leadership organization is composed of five aspects: professional structure, age structure, intelligence structure, knowledge structure and quality. 1. Professional structure Professional structure refers to the proportion of professionals in each category within the governing body.As the leading group of the organization, it is ideal to form a reasonable proportion according to the functions it undertakes.However, it would be wrong to interpret profession as technical expertise.The uniform deployment of scientific and technological cadres in the leading organization does not mean that it constitutes the best structure.A certain scientific and technological cadre has a certain professional specialty, which does not mean that he has the ability of scientific management.Many facts tell us that technical authority is not equal to management authority.A reasonable professional structure should include experts in ideological and political work, financial management, technical management and comprehensive administrative management.A governing body composed of such professionals is the ideal professional structure.

2. Age structure Age structure means that a leadership organization should be composed of people of different ages in a certain proportion.According to physiological experiments, there is a correlation between a person's age and intelligence.In terms of perception ability, the best age is 10-17 years old; in terms of memory ability, action and reaction speed, the best age is 18-29 years old; in terms of comparison and judgment ability, the best age is 30~49 years old.Of course, this age limit is not absolute, and there are great differences between individuals, but it is certain that with age, various human functions are degrading.Therefore, members of the governing body should not age.It is difficult for an aging governing body to shoulder the heavy responsibility of leadership, but it does not mean that the younger the members of the governing body, the better.This requires attention to correct two phenomena: one is the unprincipled care and accommodation of the elderly, and the other is understanding rejuvenation as youth and prematurely promoting immature young people.Generally speaking, a reasonable age structure should be a diamond-shaped age structure formed by experienced and slightly older people and promising young people, as well as their middle layer.In this way, it not only ensures the overall youthfulness of the leadership organization, but also achieves gradual replacement and relative stability, so as to exert the best performance.

3. Intelligent structure Intelligence refers to the ability of people to acquire knowledge and use knowledge and experience to solve problems.Generally speaking, human intelligence mainly includes comprehension ability, research ability, observation and thinking ability, comprehensive judgment ability, written expression ability, ability to obtain information, social ability and creative ability, etc. These human abilities are interdependent, mutually restricted, mutual influence.As a person, some are more prominent in this aspect, and some are more prominent in that aspect, and thus there are various types of intelligence.Intelligent structure refers to the organic combination of various intelligent types of people in the leadership organization.Some people are good at observation and reasoning, have strong imagination, analysis and judgment, and are good at discovering and analyzing problems in practical work.

Such people belong to the "exploring type", and they can be called "thinkers"; some people are good at leading and organizing various forces to achieve them according to tasks and requirements, showing strong organizational skills.This kind of people belong to the "organizational type", and they can be called "organizers"; there are also some people who can quickly understand the leader's intentions and the needs of the current organization, and can do it in a down-to-earth manner at work. Practical ability and implementation ability.Such people belong to the "executive type", and they can be called "doers".As the leadership of an organization, if everyone is "executive" and only good at practical work but not good at making decisions, it may be busy and work without success. Such a leadership organization is not ideal.If they are all "exploratory" and everyone is good at conceiving but not good at organizing and implementing, such a leadership organization will not be effective.An ideal intelligent structure should be composed of "thinkers" who are free-minded and dare to pioneer, "organizers" who have the ability to organize and command, and "doers" who are loyal and hard-working.

4. Knowledge structure A governing body cannot and does not require all members to have the same level of knowledge.If so, it can only constitute a plane structure of knowledge.People's knowledge is always more or less, deep and shallow. Only by combining people with different cultural structures and professional characteristics can a complete knowledge three-dimensional structure be formed.Practice has proved that leading and managing modern enterprises requires a large number of "T"-shaped talents, that is, broad knowledge (represented by "one") and deep professionalism (represented by "1"), which together form a "T" "type.Among the knowledgeable people, those who have strong organizational ability and leadership ability at the same time are ideal "leader-type" talents.However, in reality, there are very few such talents. In comparison, there are quite a few "one" and "1" talents.We can use the method of knowledge combination to form a closely coordinated "T" with "one" talents who have a wide range of knowledge and are more sensitive to things but lack professional depth and "1" talents with considerable professional depth. type leadership organization.In this way, it can better adapt to the requirements of modern enterprises in all aspects.

5. Quality structure The quality structure means that the members of the leadership organization should maintain coordination in terms of character, interest, temperament and demeanor.As the leader of the organization, you must first have self-knowledge, a calm mind, the enterprising spirit of continuous innovation, the courage to make decisions without fear of risks, fairness in handling affairs, clear rewards and punishments, and an open-minded and tolerant spirit.Those who fully possess these qualities are obviously very few.This requires that the leadership of the organization be equipped with members with one or another quality to complement each other, and pay attention to ingenious collocation in terms of leadership style, personality and temperament.For example, in terms of personality, some people are extroverted, straightforward, and decisive; others are introverted, cautious, and considerate.In terms of style, some people are bold and resolute; some are slow and methodical.In terms of temperament, some people are resourceful and decisive;A leadership organization composed of such a group of people is an ideal group with strong management ability, high work efficiency, and good unity and cooperation.Those who are slick, know what to do, opportunistic, conspiratorial, or have bad ideology will never be allowed to exist in the leadership organization, or those who are subjective, arbitrary, self-willed and difficult to work with.Even if such a person is selected, it will seriously affect the function of the collective, and increase the centrifugal force and destructive power of the entire leadership organization.

There are governing bodies that are fine in each of their "parts," but when assembled into a "machine," they don't work.This phenomenon shows that the problem is likely to appear in the "assembly", forming an "internal friction" structure, and its overall work efficiency can be expressed by a mathematical formula, which is 1+1 This leading organization has produced "internal friction" in at least four aspects: knowledge structure, professional structure, intelligence structure and quality structure.Its knowledge structure is an obvious flat knowledge structure; the professional structure also has obvious defects, and none of the three leading members is good at administrative leadership and management; in terms of intelligent structure, there is a lack of a pioneering leading member with a strategic vision to play a leading role; and In terms of quality structure, all three of them have the weakness of lack of courage.Therefore, although the team formed in this way not only meets the standard on the surface, but also has a good unity, it cannot form a strong "fist". The overall function of the organization is relatively poor.Such "internal friction" leadership organizations should try their best to avoid it when forming a cabinet.Because this is such an important and complex undertaking, leaders cannot sit in an office and brainstorm and piece together the best combination.The only correct way is to go deep into the subordinates, listen to opinions from many sides, and do a good job in investigation and research.

In short, when you form a cabinet, you must use a systematic point of view, consider and design the entire group structure in an all-round way, and you cannot just emphasize certain aspects and ignore the rest.There must be a common requirement for the establishment of a leading body, but this does not mean that any organization can only be the same, and there is no difference.Groups with different functions and levels should have different emphasis, and the degree of requirements should also be different.These should be properly determined according to different needs. As a leader, there are two important problems that cannot be ignored in the process of establishing a leadership organization. One is that there are too many deputy positions, that is, the setting of positions exceeds actual needs.This is also a major drawback in the current management work.If it is generally faster and easier for two people to wash a certain amount of clothes than one person, and you think that the same is true for leadership work, then you are very wrong.The combination of intellect and the combination of physical strength are qualitatively different things.If more people are assigned to general work, it can be done faster or just cause some wasteful work, but more people are assigned to management work, and in most cases, things will be messed up.

There are too many deputies in a governing body, and harm follows.First, it is easy to cause people to be overstaffed. It is obvious that one officer and one deputy can do things, but if several deputies are forced to be appointed, it is easy to push one thing around and pass one document around. Everyone is responsible for the problem and bear it together, which means that no one is actually responsible.Second, there are too many deputies, resulting in a too detailed division of labor. Everyone only cares about their own assigned work and does not care about other matters.Some people even disregard the interests of the whole and weaken each other's strength, unable to form a joint force.Third, there are many deputies, and there are many "mother-in-laws" of subordinates. "One monarch and one order" often make subordinates at a loss. When they don't want to offend any superior, they often take great pains to find a nearly perfect method for coordination, and this "almost perfect" method is often inefficient.In short, too many deputies have many disadvantages and no benefits, and the likely result is that the efficiency of the entire leadership organization is reduced, just as some leaders said with deep emotion: "Let me do it alone, it will be better than it is now! " In addition, it is necessary to "choose people for officials" instead of "choose officials for people", so that we should rather lack than abuse.A phenomenon similar to "selecting officials for people" is not uncommon in some places.For example, if there is such a person who is a cadre of a certain level in a certain year, no matter whether he is old or infirm, or whether he is qualified for the job, we must arrange a corresponding position for him; or, As long as he has a degree, no matter whether he has actual working ability or not, he is forced to be recruited.Conversely, a person with less seniority and a lower rank, although he has academic expertise and is in the prime of life, or has a certain aspect of management expertise despite a low education level, cannot be placed in that position.We should "select people for officials" and use the requirements of the position as the standard. Those who are qualified for the position will be regardless of seniority, relatives or distance, and positions will not be determined by rank. Another important problem in forming a cabinet is that some leaders believe too much in themselves or a certain person, and take over what should be done by others, and take on multiple roles, which disrupts the management hierarchy.There are generally two situations for leaders to take part-time jobs, one is vertical part-time jobs, and the other is horizontal part-time jobs. Vertical part-time, that is, a leader holds two positions.In this case, when a leader is discussing work or looking for someone to talk to, it is impossible for the leader to explain every sentence that he said this sentence in a certain capacity and another sentence in another capacity.As a result, subordinates are often unable to judge at which level he is speaking, which often leads to misunderstandings. Where there is a vertical part-time job, unless one does not care about anything in a certain job, that is, a false job, otherwise confusion will arise.We say that when a leader holds a part-time job, he must perform the duties of the part-time job. In this way, the subordinates must hand over the contradictions in their original form, and the leader has to deal with them himself. The basis for handling is often indirect reports and reflections. The results are often arbitrary and one-sided.If you don't do anything in a certain position, why bother to work part-time?In addition, after the part-time job, you have to attend meetings at any level, and you only have the right to speak, without any authority, which is not beneficial to the organization, and your personal time is wasted.If he only works part-time for status and treatment, then he should be regarded as a redundant person in the department. Horizontal part-time, that is, a leader concurrently holds leadership positions in two organizations at the same level.No matter how fair the leader is, subordinates in both organizations will complain that he favors one over the other.And because one person has to take care of the work of two organizations, when two organizations need him at the same time, it is difficult for him to take care of it.In addition, due to too many subordinates, it is difficult to take care of the work comprehensively, which will also affect the efficiency of the organization. The head and several deputies form the core of the governing body.How to handle the relationship between the principal and deputy positions has a great relationship with the unity and stability of the leadership core, improving the combat effectiveness of the leadership organization, establishing a good working order, and even the rise and fall of an organization. The main conflicts that are likely to arise between the principal and deputy positions are as follows: On the contradiction between the decision at the meeting and the provisional disposal.In most general organizations, collective leadership and division of labor are implemented.All major organizational issues are decided through collective discussion, and then organized and implemented separately.In practice, many unexpected complex situations will be encountered.This requires camera processing on a case-by-case basis.As a result, some people will agree, and some people may disagree; some people think that this is a trivial matter that does not need group discussion;In this way, the internal opinions of the leadership are not consistent. Listen to the contradiction between comprehensive and one-sided opinions.It is inevitable that a deputy will have conflicts with his subordinates and the masses at work.In this way, the masses may find a regular job to report the situation, or even "complain" or "complain".At this time, for a full-time job, there is a question of whether to listen to opinions comprehensively or to listen to partial beliefs.If you have preconceived ideas and listen to incomplete opinions, then proceed to deal with them. Not only will it not help to solve the problem, but it may even further intensify the conflict. Conflict between global and local interests.Generally speaking, the principal is responsible for the overall leadership of the work, while the deputy is often responsible for one aspect of the work.Taking a factory as an example, the factory manager is responsible for the overall work of the whole factory.He considers the problem from the perspective of the overall situation, and the deputy factory manager is in charge of each, so it is easy to consider the problem from the part he is responsible for.For example, if the annual plan is formulated, the factory manager requires more operation and more production of the equipment according to the national plan and to meet the needs of the market, and the deputy factory manager in charge of the equipment requires more vehicles and more maintenance in order to ensure the integrity of the equipment. contradiction.Others, such as the contradiction between output and quality, and the contradiction between variety and profit, will inevitably cause contradictions between the overall situation and a certain part. Handle conflicts caused by improper honors and merits and demerits.Or if the main job sees honors and fights for honors, and sees credits and grabs them, or deputy posts sees mistakes and pushes them away, and makes mistakes, they will all cause mutual dissatisfaction and conflicts. Conflicts arising from the mediation of disputes between deputies.The deputies are all responsible for a part of the work, so it is easy to think about problems from the standard, and some contradictions may arise.If the coordination is not timely or the mediation is unfair, conflicts will also arise. The contradiction between the principal and the deputy exists objectively.How to correctly handle the contradictions between the principal and the deputy, and coordinate the relationship? First of all, we must understand the deputy position as comprehensively as possible, which is the basis for coordinating interpersonal relationships.The principal should be familiar with the thoughts, abilities, morals, expertise, hobbies, personality, family and experience of the deputy.In this way, when problems and contradictions arise, it is possible to make an accurate judgment on the responsibilities of the deputy. It is also necessary to guide the deputy to establish an overall concept.When working with deputies, always remind the deputies to establish an overall concept and a systematic view.A region, a department, and a unit are a system and a whole.The relationship between the various elements in the system is intricate, interrelated, and mutually restraining. Only when each part is considered in the overall situation can a game of chess be kept alive and better overall benefits can be achieved. Support the work of the deputy, and don't gossip behind his back.Everyone has their own shortcomings, and it is inevitable for subordinates and the masses to make irresponsible remarks about deputy positions.The official position needs to guide the discussion of the masses, but it cannot order to prohibit it.If someone discusses the shortcomings of a deputy in front of the principal, the principal must not follow suit, let alone take the lead in the discussion, otherwise, the deputy will not be able to carry out his work.Even if the opinions of subordinates and the public are correct, they can only listen patiently first, and then reply after exchanging opinions with the deputy himself.Regarding the shortcomings and deficiencies of deputies, talk to them face to face, and talk more about their strengths in front of subordinates and the masses. It is also important to exchange ideas with the deputy in a timely manner.If the principal has any new ideas about the work, what he wants to do, and any feedback he hears from below, as long as it is not something that should not be disclosed, he should tell the deputy in time.If it is your own ideas, discuss with them; if it is the opinions of the masses, communicate with the deputy; if you see someone's shortcomings, help point them out in time to attract attention.Chief and deputy often exchange ideas, which helps to deepen the relationship between each other. Adhere to principles and not follow personal interests.A leader once said: "When I offend everyone, I won't offend anyone." Therefore, as for the conflicts between deputies, the principal should dare to face up to them, distinguish right from wrong, and handle them impartially.You can neither pretend to be ignorant when encountering conflicts, nor can you play 50 big boards each.On the surface, it seems that no one can be offended. In fact, due to the "reconciliation mud", right and wrong are unclear, responsibilities are unclear, the deputy staff does not speak out and is not convinced, and the conflict cannot be resolved. If you hear it, you will be happy, and if you make a mistake, you will correct it.If the principal does not have the spirit of "happiness after smelling it", but "angry after smelling it", it will be difficult to coordinate the relationship with the deputy.Only when you "hear it and you are happy", can your subordinates dare to get close to you and be willing to pour out their heartfelt words to you; you can have a clear mind, see your own shortcomings, treat others with humility, and straighten the position between yourself and the deputy; only when there is a conflict with the deputy Objectively estimate the responsibilities that you should bear, so that the deputy will be convinced. Also pay attention to the level and distinguish between primary and secondary.The role of the principal in the entire leadership organization is very important, but sometimes the primary and the secondary are relative. You are the master overall, but you are the secondary in a certain part.Collective leadership, division of labor and responsibility, each with its own scope of responsibility.You can't take care of everything just because you are a full-time job.Matters that fall within the purview of the deputies must be authorized to let them do it.If you intervene too much, the deputy may misunderstand that you don't trust him, which will affect the normal relationship between the principal and deputy. Finally, we must have the spirit of being modest and prudent, and humbly asking for advice.A full-time job should have a more comprehensive cultivation in terms of business and thinking.But no matter how capable a leader is, it is impossible to be a "decathlon", and there are always things that he does not understand.If the principal officer encounters a problem that he does not understand at work, he should hold the attitude of "knowing what he knows, and not knowing what he does not know", and declare to the deputy at the beginning: I don't understand, please come up with your opinions and solutions.Doing this is much better than knowing that you don't understand, but being embarrassed to say it, and letting the deputy figure it out. Deputy occupies an important position in the governing body.He is both a leader and an executor; he is both controlling and subject to others; he is both active and passive.How can a leader in this position handle the relationship with the principal? 1. Straighten the relationship and take the initiative to cooperate with the principal Only when the deputy and the principal trust each other, complement each other, and support each other, can they jointly complete the mission undertaken by the leading organization.Therefore, a deputy should be self-sufficient, focus on the overall situation, get rid of the thoughts of fame and fortune and vanity, resolutely maintain the prestige and status of the principal, actively support and cooperate with the principal's work, and be willing to be a good "assistant" and assistant.The deputies should take the initiative to remind the principal of things that are not considered carefully for a while; when the principal encounters difficulties in decision-making, the deputies should help analyze the pros and cons to reduce mistakes; Play the role of "guardian", and so on. 2. Focus on career and avoid fighting for power and profit This is a must-have quality for every deputy.If the deputies can act out of a public mind, do not compete for positions, and do not compete for power and profit, the leading organization will be able to form a fist, thereby creating a new situation and making new achievements.If a deputy is greedy for profit, his personal ambitions are inflated, and he always wants to usurp the throne and seize power, such a leadership organization must be in a state of disunity, and the work will definitely not be done well.As long as career is the most important thing, it will benefit the country, the people and self; if you fight for power and profit, you will harm yourself and others. 3. Be bold and responsible, do your job well The current deputy position has two fears: one is afraid of being inaccurate in the work, and if it makes a mistake, it will not be able to bear the responsibility, so it is too cautious, and it is necessary to ask for instructions and report first, so as to tie its hands and feet tightly; the other is afraid of contributing I am not flattering, and I am worried that others will say that I have "usurped power", so I lack initiative in my work. I push and move, and I have to wait for the official to express my position on everything.In this way, on the one hand, it caused a lot of undue troubles to the principal, making the principal busy with coping and affecting the overall work; at the same time, it also weakened his leadership authority.In fact, according to the theory of management science level management, the side of work that the deputy is responsible for should also have certain decision-making power.Therefore, as long as the deputies are sure about certain things, they can make a final decision and implement them boldly, playing the role of standing alone or on several sides, so that the principals have enough time and energy to grasp the overall work and make strategic macro arrangements and deploy.This is the greatest support and the most powerful cooperation for the main job. 4. Be magnanimous and tolerant To some extent, it is more difficult to be a deputy than a principal.Because the deputy function encounters many situations that the main job does not encounter.For example, the deputy proposed a plan after in-depth investigation and research, but was rejected by the principal; some principals belonged to "Wu Dalang" type figures, and the talents and achievements of the deputy were not allowed to surpass him.This requires the deputy to have an open mind and a magnanimous tolerance, and learn to understand and forgive others.For trivial matters, smile frankly and don't hold any grudges.If your proposal is rejected, go back and check whether your design is realistic.If it is practicable, you should persuade the principal; if it doesn't make sense for a while, you can suspend it and bring it up at an appropriate time.If you are wronged at work, or in an extremely difficult and complicated environment, you must be calm, open-minded, and handle it properly. 5. Take the overall situation into consideration and pay attention to horizontal coordination Although the deputies are in charge of one or several jobs, they cannot be separated from the collective role and strength of the leading organization. They must not overemphasize the work they are in charge of to exclude or belittle other jobs, nor should they disregard the interests of the overall situation and give the principal a job. Difficult to manufacture.In addition, deputies should also strengthen contact with departments not under their own charge, exchange information, and cooperate well, and should not be in a stalemate with other departments because of the work they are in charge of. The key to the efficiency of a department or unit's work lies in the leading organization.If there is a leading organization that can research and solve problems in a harmonious and efficient manner, there will be no difficulties that cannot be overcome, and there will be no problems that cannot be solved, and there will be achievements in work.So, how can the governing body research and solve problems harmoniously and efficiently?Mainly should pay attention to the following points: 1. Opinions should be expressed as clearly as possible In order to enable every member of the leadership organization to understand your opinions well, you must try to express complex things and viewpoints clearly without cumbersome language.Speak straight to the point, be attractive from the beginning, not long-winded or repetitive, and keep improving the main argument.In this way, it can not only prevent others from misunderstanding your opinion, but also help others understand the central meaning of your entire opinion, which can make the problem clearer, the opinions more concentrated, and the discussion smoother. 2. For any issues that need to be discussed and resolved by the leading organization collectively, thorough preparations must be made before the discussion Relevant departments and personnel should be instructed to come up with preliminary opinions and plans.It is also possible to present several opinions and proposals to the members of the leading organization at the same time, and give them a period of time for thinking and research.Then get a preliminary understanding of their opinions and views on these countermeasures, in which areas they are more consistent, and conduct preliminary communication where there are relatively large differences of opinion.Before the discussion, modify the countermeasures according to their opinions, and then bring them to the collective meeting for discussion.Such careful preparation will give the members of the governing body a good idea of ​​the problem to be solved, and it will give them the impression that the problem has been raised after careful consideration.This can arouse their attention and express their opinions carefully. 3. Be good at asking questions Asking questions is an effective method for members of the leadership organization to negotiate on an equal basis. It can not only discover problems and broaden their thinking, but also raise questions and promote more cautious thinking and decision-making within the leadership organization. 4. Make a comprehensive evaluation in a timely manner Timely and comprehensive evaluations are important for key leaders in the governing body.The main leaders should understand that when discussing and researching issues, a tendentious resolution, or the formation of an opinion agreed by the majority, always comes from the mutual enlightenment of different opinions.Therefore, in the problem discussion, regardless of whether the opinions expressed by each member are adopted or not, the main leaders should give tactful comments in the final synthesis and induction.Doing so can create a democratic atmosphere, otherwise, some people will not be interested in the discussion and research of the issue in the future. 5. Pay attention to creating a relaxed and harmonious atmosphere The issues discussed and studied by the leading group are often unconventional, and because of the different perspectives and fields under their jurisdiction, differences in understanding and opinions are inevitable.Every member of a governing body should have a sense of humor, and when tension arises in a discussion, there is often a timely joke or an interlude to relieve the tension so that everyone can proceed calmly and easily. discuss a problem. 6. Be good at grasping the key to the problem To ensure the efficiency of the research and problem-solving of the leading institutions, we must pay attention to grasping the key points of the problem for research and discussion, and not to argue about the minutiae.As long as you agree on major aspects and key links, don't try to be consistent in all aspects and every detail. 7. Be able to obey the majority When the opinion of the majority in the leading organization prevails, the opinion of the majority should be obeyed instead of always taking into account the sentiments of the main leaders.Remember that the most basic premise of leadership is the achievement of organizational goals at the expense of individual interests. When leaders organize their own leadership bodies, what kind of leadership will they adopt?How to lead subordinates?There is also a lot of knowledge in this, because a good leadership style can help leaders improve their own management effectiveness and enable the leadership organization to run efficiently. Tom Peters, a well-known American leadership expert, believes that leadership is not only a management job, but also an art practiced by oneself.He is very much in favor of the walking management approach.He believes: "Cut off the office chair, go to the grassroots, and walk around. This is an art. If this art can be fully utilized, it will undoubtedly contribute to the success of the leader." As an effective leader, you must go deep into the reality, go around, educate and train your subordinates, so that your subordinates can be understood, and at the same time do the three things of "listening, educating, and promoting".Listening is an essential element of "keeping in touch," that is, getting the first-hand, undistorted truth from one's subordinates.True listening is based on caring, and the "walk around" approach to leadership also means "educating" and "training."Values ​​must be communicated directly, face to face, and there is no other way.The way and practice of asking questions, the order of visits, and many, many little things are actually promoting your values.Whether you realize it or not, and whether you want to or not.In addition to these two aspects, leaders who are good at "going around" can also help directly.The third major function of walking management is precisely to make leaders public servants, facilitators, and protect people from bureaucracy and bureaucrats.The above three aspects often play a role at the same time, but the premise is that the leader must go down personally. To implement the walking management method, the key issue is "authorization".People will find this to be the toughest question in leadership. As a leader, you must be strict and combine practicality with expanding the leeway of your subordinates, otherwise you will limit the leeway of your subordinates.Leaders who are good at reaching the bottom don't just walk around and say "Hi!" "How's life?" The main conditions and content of the walk.The purpose of going on should be to find out the actual work situation, to find out what difficulties the subordinates have encountered, and the way to ask questions should express the leader's own value standard, that is, what is "most important to the leader", and this is what is important to the leader. Subordinate leadership.