Chapter 3 Chapter Three Quality Training of the General Manager

1. Strong leadership foundation The general manager must have a solid leadership foundation, which comes from the leader's influence on others and his unique ability and quality.When the world's top 500 companies select their general managers, they all emphasize that candidates must have a solid leadership foundation.They choose a strong figure as a leader, and require that the candidate must be a leader with outstanding achievements. Fundamentally speaking, the general manager is the leader of an enterprise. To lead an enterprise to carry out reforms, the foundation of leadership is the first priority for the general manager.

1. Influence Leadership influence refers to the ability of a leader to influence and change the psychology and behavior of others when interacting with subordinates.Leadership influence can be divided into two types: The first is power influence.Power influence is composed of traditional factors, position factors and seniority factors. The second type is non-power influence.Compared with power influence factors, non-power influence has many characteristics. This kind of power is not formally stipulated and granted, and the result of its influence on subordinates is obedience and dependence.The influence of non-power factors is much greater than that of power.On the surface, it does not have the formal and obvious binding force of power influence, but in fact it not only has the nature of power, but sometimes has greater influence than power influence.Non-power influence is mainly composed of character factors, talent factors, knowledge factors, emotional factors and so on.

2. Special ability The unique ability of enterprise leaders refers to the basic work quality that enterprise leaders should possess, that is, the ability required by job responsibilities.This unique ability is the premise and condition for having a solid leadership foundation, and it is also the basis for leadership influence.It mainly includes three aspects: One is core competence.The general manager should not only be the pioneer of today, but also the creator of tomorrow.Therefore, the core ability that a general manager should have is innovation ability.Innovation ability is the ability of business leaders to be keenly aware of the defects of old things, accurately capture the buds of new things, and come up with bold, novel and feasible solutions without being limited by old customs.

The second is the necessary ability.Decision-making ability, organizational ability and command ability are the necessary abilities of business leaders, which are determined by the regular responsibilities of business leaders. The third is efficiency enhancement.The ability to increase efficiency mainly refers to the ability to control and coordinate, and it is also the basic quality that business leaders should possess. The three levels of core, necessary and synergistic capabilities are the unique capabilities that business leaders should possess, and are also the basis and conditions for cultivating and improving leadership qualities.Without the above three basic qualities, it is impossible to become a qualified general manager.

3. Reasonable knowledge structure The ability and quality of the general manager depend largely on the knowledge level of the general manager.A reasonable knowledge structure is the foundation and premise of all qualities of a general manager. The work of the general manager is multi-faceted, and his knowledge and quality must also be multi-faceted.According to the requirements of his duties and functions, the general manager must have a reasonable knowledge structure, which must have a reasonable content and a reasonable structure. (1) Three layers of knowledge The general manager needs to have extensive knowledge, but it does not mean that he is an omniscient miscellaneous.The general manager should become a special comprehensive professional talent with corresponding professional knowledge.This knowledge consists of three dimensions or levels:

① Necessary knowledge.Essential knowledge is the first level of knowledge, and it is the indispensable professional knowledge for the general manager to perform his duties.This expertise mainly includes management science and business philosophy.Among them, the most direct and important thing in management science knowledge is leadership theory knowledge, which is a specialty within a profession.The general manager should pay special attention to the study of top management, or the environment, content, methods and leadership quality of leadership.Business philosophy is the basic concept of running a company (or leading a company), and it is also the knowledge that the general manager should explore.It is produced by the general manager's correct outlook on life, world and enterprise. It is the necessary knowledge to lead a good enterprise and a compulsory course for senior managers.

②Professional basic knowledge.Although basic knowledge is all-encompassing, it can be summed up in three aspects: natural science, social science and philosophy.It is not necessary for the general manager to be proficient in everything, but he should have the professional knowledge closely related to running the enterprise.This knowledge mainly refers to aspects such as economics and professional technical knowledge.Without or without this knowledge, it will be difficult for the general manager to perform his duties and complete his tasks.Most of the successful general managers are proficient in their field. Bush, the general manager of the famous Ann Hussel-Busch Beer Company, and Horton, the general manager of the glass-ceramic company, are such figures. The companies they lead It has always been in a leading position in the competition in the same industry.

③Expand knowledge.Extended knowledge is the general manager's knowledge to increase work effectiveness through tireless learning.Although it is impossible for the general manager to read extensively, the more extensive the knowledge, the better, which is good for him to broaden his horizons, expand his thinking and improve his cultivation. (2) "I" type structure ①Three levels of knowledge.The three levels of knowledge explain the knowledge quality that the general manager needs from the perspective of the role of knowledge.To cultivate the necessary knowledge quality, it is also necessary to clarify the interrelationships of various knowledge, that is, what kind of knowledge structure is a reasonable structure.

The reasonable knowledge structure that the general manager needs is a kind of "work" structure.The above "one" is the knowledge required by the basic quality, that is, the necessary basic knowledge of natural science, social science and philosophy.It is impossible for an illiterate person who does not have a certain level of cultural literacy to be a general manager.Therefore, the general manager should have the necessary scientific and cultural knowledge, and the more solid the foundation, the better; "丨" is the professional knowledge required by the general manager, that is, management science and business philosophy, which correspond to the world outlook and methodology. The pillars are the general manager's corporate outlook and leadership theory.So, the more knowledge you have, the better.The richer the knowledge of management science (including leadership theory), the better the basis for improving leadership.The so-called "rich" also has a second meaning, that is, the general manager should constantly enrich his "leadership" knowledge and experience in learning and practice; the bottom "one" means that the general manager should have extensive knowledge, not only have General knowledge base, specific "leadership" knowledge, but also knowledge such as economics, professional technology, legal knowledge, etc.The more extensive this knowledge, the better.The wider the general manager's knowledge, the better for him to develop thinking and generate innovation.

② The relationship between the three types of knowledge. The three types of knowledge referred to by the "工" structure are also interrelated and mutually restricted.Without the knowledge of "one" (above) as the foundation, one cannot have the knowledge of "丨" and "one" (below); without the knowledge of "丨" as the backbone, even if it is "full of knowledge", it cannot take on the important task of leading an enterprise ; Without the knowledge of "one" (below), it is impossible for the general manager to adapt to the "changed world" and enable the enterprise to move forward bravely in the market competition.

(3) Knowledge learning ability ①Learning ability.Knowledge learning requires a kind of understanding, but also requires a kind of ability, that is, learning ability.To know what knowledge should be learned, but also know what to learn from it.Learning is the most effective way to cultivate the necessary quality foundation, especially knowledge quality.The general manager should correct the learning attitude, master the learning methods and clarify the purpose of learning. In the specific learning process, we must master the "three degrees" and learn the "two modernizations". "Three degrees": First, the understanding of learning must be high.This height refers to the understanding of the importance and necessity of learning; it refers to the understanding of the "object" of learning, and it is necessary to learn creatively.The second is to enrich the breadth of learning.All kinds of knowledge required by the general manager have certain internal connections. Although learning is also divided into levels, it cannot separate the interrelationships of various knowledge, so that it can be beneficial to improve the overall quality of leadership knowledge.The third is to have the depth of research in learning.Especially in the study of leadership science and leadership art, there must be a spirit of seeking up and down.This is because, to improve the quality of leadership, we must not only learn the "dead knowledge" from books, but also learn the "living knowledge" from other people's experience, and also create "new knowledge" in practice, which is also the key to improving the quality of general managers. "Two modernizations": "Two modernizations" means to be good at transforming knowledge into intelligence and intelligence into intelligence.Learning knowledge, that is, the theoretical knowledge of books and practical experience knowledge must be transformed into the intelligence of the learners before they can be regarded as acquired knowledge.Intelligence refers to the ability to recognize and understand and solve problems.However, the fundamental purpose of cognition is practice, and this kind of intelligence must be transformed into intelligence before it can be considered to have learned knowledge.Intelligence refers to the ability to distinguish and judge, to invent and create, and to put it into practice.Only when this kind of intelligence is tested and confirmed in practice, can the knowledge be considered good. ②The purpose of learning.The purpose of the general manager's study is to guide practice and improve his own quality and leadership level.Therefore, the general manager must apply the acquired knowledge to his own practice, and turn it into the knowledge of his own practical experience, so that it can solve the particular problems of the enterprise.Therefore, the general manager has book knowledge and also has his own practical "knowledge", so that he has a relatively complete knowledge quality. 2. Unique character traits 1. Unique character qualities As the general manager who plays the role of commander, he controls part of the fate of some people and the company, so he must have a strong career initiative and centripetal force. This is the unique character of the general manager; he believes that destiny can be controlled by himself; he is unwilling to rely on No emotional support; very assertive and self-motivating; focus on long-term interests and focus on the big and let go of the small.Specifically, the following excellent qualities are required: (1) Sense of mission.There must be a strong sense of mission, and no matter what difficulties you encounter in the process of completing work tasks, you must have a strong belief in completing the tasks. (2) Sense of responsibility.Dare to be responsible for work, be a person and do things with a sense of responsibility, and give full play to your own role. (3) Enthusiasm.Take the initiative in any job and complete it with an attitude of ownership. (4) Aggressiveness.Can actively advance in career, not satisfied with the status quo, and always maintain the spirit of going forward.With this strong aggressiveness, when they encounter challenging problems, they often look at the problem from a long-term perspective, often focusing on the long-term benefits of career development, rather than just dealing with immediate problems. (5) A sense of trust.In the relationship between superiors and subordinates and in the relationship between left and right, we must treat each other with sincerity and sincerity.Maintain a good relationship between colleagues, superiors and subordinates, trust and support each other. (6) Patience.Has a high degree of endurance, and cannot lose his temper in front of the crowd at will. (7) Enthusiasm.Serious and responsible for work, warm and considerate to colleagues and subordinates. (8) FAIR.Deal with people and things fairly, without favoritism. (9) Dare to take risks.General managers are not afraid to take on jobs that carry some risk.However, neither risking too little nor risking too much appeals to them.They like to take reasonable risks and try to avoid big ones.General Managers know that to achieve their goals, they need to take risks so that they can achieve great success. (10) Good at solving problems.The general manager is the leader of the company and is often the first person to discover problems.If the facts show that the method they adopted cannot solve the problem, they will immediately change their thinking on solving the problem. (11) Do not value personal status.General managers tend to place more value on the satisfaction that the success of the business brings to them.They want to be recognized for the businesses they have built, and they would be uncomfortable with personal praise. (12) Have a lot of energy.The general manager should have a healthy body and strong endurance, so that they can work for a long time without falling ill. (13) FULL OF CONFIDENCE.The general manager is generally very confident and convinced of his own experience and ability.They believe that what they do can change everything, that they can control their destiny. (14) Avoid getting involved in personal emotional entanglements.General managers are often reluctant to form deep personal bonds with others, so they tend to have weaker relationships with friends and relatives.Because of this, they can devote themselves to their work; they can get rid of the emotional entanglements between people and concentrate on their careers.Some even see their career as a living thing and pour their heart and soul into it.Long hours are not a burden for such entrepreneurs. 2. Unique behavioral characteristics Entrepreneurs are convinced that they are smarter and more capable than their colleagues and superiors, which is their most prominent behavioral characteristic.They insist on doing things their own way, know what to do to be successful, and they make decisions and take actions based on this intuition.In this regard, general managers usually exhibit the following characteristics: (1) Be good at target management.Entrepreneurs believe in management by objectives, the MBO principle.They can grasp the intricate work situation, including formulating plans, deciding on the development strategy of the enterprise, and carrying out various business activities at the same time.They are always on top of the important details and are constantly reviewing every opportunity to achieve their career goals. (2) Like to have something to do.Entrepreneurs always have an urge to realize their ideas, and having nothing to do often makes them uncomfortable.They are keen on their various official duties and don't want to be seen sitting by the river fishing unless the fish are biting.Especially when they come out as entrepreneurs, they'd rather be seen working than fishing. (3) I hope that I can control my own work.They are always confident when empowered to control their work, or work independently.With this confidence they tackle the difficulties they encounter, relentlessly pursuing their goals.It is this kind of self-confidence that most entrepreneurs can deal with adversity with equanimity. (4) Be good at creative thinking.The opposite of creativity is conformity.Entrepreneurs never adopt old ways of thinking.If they hear someone say, "We're doing this because it's been done that way," they get mad.They know that if they follow the rules and stick to the rules, they will not find new ways to adapt to the development of today's enterprises. (5) Good at analyzing opportunities.They always carefully analyze the opportunity before committing themselves to each business area or business project.Action is only taken when the risk is believed to be minimal.So when others fail, this characteristic leads them to success. (6) Be good at controlling your own time.Successful entrepreneurs often spend so long at work that it affects their lives.In fact, it's not just entrepreneurs who work long hours. (7) Good at solving problems.Entrepreneurs are conscious of what they are pursuing and will promptly discover and resolve obstacles that stand in their way.They know how to evaluate and choose solutions to these problems in order to make the problems easy to solve.For example, when the problem in front of them is the need to expand the footprint, they will first ask why such a large place is needed, and then analyze various solutions.Deciding on an option might raise a host of new problems, but they would still adopt it as long as it resolved the original contradictions. (8) Persist in looking at problems objectively.When entrepreneurs find a certain way to solve a problem, they will invite as many qualified experts as possible to discuss it to avoid misjudgment.As long as it makes sense, they will modify and improve the original plan, or adopt a new and better plan.Entrepreneurs don't let personal opinions prevent them from looking at problems objectively. In short, the general manager should be clear about his own weaknesses and deficiencies, and no matter what the circumstances, he should earnestly grasp the qualities and abilities necessary to successfully operate an enterprise.At the same time, it is necessary to figure out how the different departments of the enterprise are organically combined to form a complete structure and generate efficiency and benefits. 3. Strong management ability The general manager's super management ability involves rational knowledge, interpersonal relationship and business skills.These are called personal, interpersonal, and orientation competencies. 1. Personal ability As a general manager, his personal talents will affect how he recognizes and treats department managers.His personal talents mainly include the following three main talents: (1) Cognitive ability.Cognitive ability refers to the general manager's ability to digest a large amount of data and consider problems comprehensively.This includes the ability to absorb large amounts of data and to select key data from this information.More and more experts and scholars emphasize that the general manager should have an intelligence capable of coping with the complexity of the environment he faces. (2) Mature ability.Maturity refers to the ability to understand a person's feelings and values, and to manage emotional distress, hesitation, and loneliness.Senior management jobs can be quite stressful, and general managers must know how to use their emotions effectively to manage themselves and others. (3) Development ability.Developmental competence refers to the ability to understand one's limitations, bring feedback to the team, accept new challenges, and learn and develop.Learning is increasingly recognized as an important means of transforming businesses and individuals. Among the above talents, the ability of cognition and maturity involves the general manager's quality in basic analysis, creativity and emotion.Developing competencies involves the general manager's ability to develop their awareness and maturity as well as their interpersonal and orientation talents. 2. Interpersonal skills Interpersonal competence involves the overall ability of the general manager to establish and develop relationships at different levels within the enterprise.Interpersonal skills place particular emphasis on behavioral skills. (1) Leadership.Leadership is a defined and vital interpersonal process necessary to help others overcome obstacles and accomplish shared goals.In order to do this, the general manager needs to have a broad perspective and the ability to delegate to subordinates. (2) Cohesion.Cohesion refers to the ability to build a senior management team and bring together the disparate large units within the enterprise.Building and managing an effective senior management team is critical, and thus requires a holistic view and the ability to integrate particularly large and complex parts of the business. (3) Influence.Influence involves getting others to do what you want, accepting your opinions, and preventing others from doing things that are contrary to your opinions.This kind of influence may be one of the most important but often overlooked abilities of a general manager.However, the question of the nature of influence remains underexplored among senior managers and, in fact, is often seen as an aberrant or dysfunctional factor in corporate behaviour. (4) Insight.Insight refers to the ability to understand how others see the world and what motivates them.The general manager has to grasp not only functional and technical issues, but also the more elusive areas of people issues, schedules, and operations.As one expert pointed out: "General managers who only focus on themselves are insensitive to the failure of others. They are doomed to fail because there is a limit to what they can do themselves." Talented general managers can Use insight to judge other people's possible agendas and possible actions.This ability lies beneath the general manager's leadership, cohesion and influence. 3. Orientation ability Orientation involves the ability to understand, shape and navigate the environment in such a way that the environment contributes to the achievement of personal and business short- and long-term goals.This requires ideas and focus on external market issues as well as internal institutional issues, and the ability to design structures and processes to deal with them. (1) Professional ability.Specialist competence not only involves the functional knowledge required for the general manager's responsibilities, but more importantly, it is an ability to see the external situation beyond the boundaries of a specific field. (2) Capabilities within the enterprise.Intra-firm capabilities refer to the knowledge needed to design and build an effectively functioning firm.The general manager must understand the important components of the business, revise and change them when necessary.An expert believes that the tool for the general manager to play the greatest potential leverage is to design the organization, including the design of the system, structure and process to promote the operation of the work. (3) External capabilities.External capabilities include the ability to understand the significant relationships between events and changes that occur outside the enterprise.This ability is an aspect that is easily overlooked by all.Often, the interpersonal, intellectual, and analytical aspects of general manager leadership are emphasized.In fact, external capabilities are essential.The big problem with the decline of the American auto industry is the result of ignoring foreign competitors, especially the Japanese, who are speeding up.As a Chrysler Motors executive commented on the company's achievements in the 1980s: "That's when we suddenly realized the fact that they were eating us. They had 20 percent of the market. That alone put them in the Weaken us." (4) Action and organizational skills.Mobility and organization refers to the general manager's ability to keep things running smoothly, sustain high workloads, and relentlessly capture important issues.It also includes the ability to know how to set up and function within structures to enable short- and long-term goals to be achieved. How to look at the professionalism of a general manager?One is to lead by example at work; to mingle with employees outside of work; to be relaxed and to gain the trust and respect of employees in work and life.The second is in the way it treats employees, especially when employees make mistakes, they can find out how professional they are.For example, such a general manager: when employees make big mistakes and wait anxiously for punishment and criticism, the general manager uses a smile to help employees get out of the shadow of failure and rebuild their confidence; The manager will criticize harshly, and encourage them in the criticism, so that employees can understand the meaning of work and grow up in the criticism. 1. Management style A friend who was doing business in a trading company told about their general manager: His general manager set an example and took the lead, and he must arrive at his post half an hour earlier every morning.One day he arrived at the unit at 8:55, and he was not late for work at 9:00, but the general manager was waiting for him at the door, talking to him about this and that, and he was not allowed to come in to swipe his card until after 9:00.The general manager told him, I want you to understand the work when you are late, and you should arrive at work 10 minutes earlier every day, so that you can enter the working state well.When a friend mentioned this matter later, not only did he not complain, but he was even more convinced by the general manager.He commented on the general manager: "Because the general manager must arrive at work half an hour earlier every day. This is a professional work habit that we should learn." It can be seen from the above story that a general manager with professional training pays attention to management methods; while a general manager without professional training will follow his own preferences.For example, some general managers are used to working under the halo of power.When there is a problem at work, the person in charge of the work is first brought in to scold them regardless of indiscrimination.Then I investigated the details of the work, and finally found that it was not the employee's fault.Xiao Li was often scolded by the general manager for such things.Xiao Li is in charge of the company's customer service department, responsible for solving problems that occur in computer applications for users.Once a customer said that he could not accept the service of the staff, so Xiao Li was scolded by the general manager for this matter. Later, after investigation, he found that what the customer expressed was that his foundation was relatively poor, and it was difficult to communicate with the staff. .Later, when Xiao Li talked about this matter, he could only smile helplessly. These are two different management styles.When the general manager works, he should think about the final result.If "sending" an employee to be late once can make him understand his work, it is worth it.If yelling at employees can solve the problem, then the most popular thing in the corporate world today is not MBA, but "swearing".I believe that the general manager who criticizes the employees also wants to do a good job, but the method adopted is somewhat inappropriate.If we can patiently find out the real problem, and then solve the problem, this is our purpose.Even if you really want to criticize, you must first find the real reason.The general manager will also feel guilty after finding out that he has made a mistake in his criticism, but it is not worth it to affect the future work enthusiasm and enthusiasm of employees because of this. An expert once said: China does not lack entrepreneurs, but what it lacks are real managers.This is a generalization of the current situation of Chinese enterprises, and truly reflects the current state of enterprise management.Entrepreneurs play the role of an operator and the maker of strategies in an enterprise; the role of the general manager in an enterprise is the role of execution and the executor of tactics.At present, it is not the formulation of strategies that plagues the development of enterprises, but the implementation of tactics.The responsibility of the general manager can be described as a long way to go.According to some authoritative data, people used to have a big deviation in the positioning of the general manager.People always think that the general manager should be the person who does the best work, the most knowledgeable, the most capable, and does the most work in the team in the enterprise, but the opposite is true. The latest survey on the general managers of enterprises shows that the work of the general manager mainly includes several main functions such as management, communication, decision-making, and supervision. 2. Communicative function Employees often complain that they cannot see the general manager, and rarely see the general manager at work, which is due to the special position of the general manager.The general manager is a hub for the company to communicate with the outside world.The reputation of the company in the same industry, the market image of the company, and the communication between the company and the outside world are all completed by the general manager. The general manager shoulders the function of corporate communication, which includes: (1) INTERNAL.For internal communication, the general manager should keep in constant communication with internal employees to understand employees' preferences, views and opinions on work, and at the same time tell employees the company's goals and long-term plans, so that the general manager can communicate with employees in the enterprise It is necessary for the daily management of the enterprise to be closely linked together.At the same time, letting employees understand the goals of the company also helps employees do their jobs well.For a busy general manager, it seems unworthy to spare time for internal communication, but if it is something that affects the long-term development of the company, he will not think so.Due to the busy work, the general manager has little communication with the employees. If the general manager can make full use of the lunch time and often have lunch with the employees, it will help improve the cohesion of the team.This is a method that not only saves time but also achieves the purpose, and it is recommended that general managers make full use of it. (2) External.As far as external communication is concerned, there are so many conferences, seminars, and reports that it is simply dazzling.Coupled with the company's large and small meetings, formal and informal activities, this is enough to consume most of the energy of the general manager.This is part of the job, and the particularity of the general manager's work determines all of this.He must represent the company at these events.Let the outside world understand the company through press conferences; improve management skills through seminars; often participate in the report meetings of the same industry; the company's internal meetings must be held regularly, so that employees can clarify their goals and solve employees' problems and work obstacles; external meetings of the company must be held Participate in order to understand the requirements of superiors and better accomplish goals; social activities cannot be rejected, otherwise people will say that they will not give face; formal social activities must not be avoided, otherwise it will affect the safety of the company.All these seemingly insignificant things divide the general manager's time into several segments, and the general manager completes his communicative mission in the broken schedule. The general manager of the enterprise does not need to go out to sell products, but only needs to formulate a marketing plan; for the innovation of enterprise services and products, he only needs to express his approval or negation.The general manager sets a goal for the enterprise in a certain period, and formulates a plan for the realization of this goal, and effectively supervises the execution of subordinates.Keep abreast of the work process in a timely manner, ensure that the tasks of employees do not deviate from the track, and correct problems existing in the work of employees, so as to ensure the achievement of goals. To sum up, we can find four basic functions of a general manager: management, communication, decision-making, and supervision.Of course, in actual work, there are more tasks that require the participation of the general manager: adding a few computers in the office requires signing; Even one year, when I want to relax, I suddenly have to start a new project, and the general manager has to give up the vacation.There are various problems involved in the work, and the general manager must solve them comprehensively and properly.Many uncertain factors will occur suddenly, and the general manager must be on standby at any time. The intelligence quality of leadership is formed by combining the most essential parts of all leadership qualities. It is an individual characteristic that can be produced, aggregated, formed and developed only after all other leadership qualities have developed to a certain height.It is a special function of the human brain that can respond to all subjective and objective realities with high speed and special effects. It is characterized by comprehension and creativity. Energy, when released, transforms behavior or activity into scientific sport and fascinating art, releasing energy that produces optimal results. The intelligence quality of a leader contains sufficient scientific and artistic qualities, and is the biggest factor that determines a person's quality and taste.Its specific characteristics mainly include: comprehensiveness, systematicness, orderliness, rigor, pertinence, accuracy, appropriateness, flexibility, sensitivity, timeliness and effectiveness of problem solving, etc. The intelligence qualities of the general manager mainly include talent, inspiration, comprehension, humor, alertness, induction, examination, prediction, logic, deduction, judgment, imagination, association, conception, design, research, mastery, originality, planning, response, and operation. , strategy, innovation, winning, pioneering, scientific and flexible methods, and dexterous and exquisite performance art.These are the factors of talent or creativity, which are necessary and sufficient conditions for excellence and extraordinary achievements. 1. The Three Most Practical Mental Factors for Improving Leadership (1) Talent.What is commonly referred to as endowment, aptitude, talent or aptitude, is an innate mental function.It is mainly manifested in having a particularly high-quality and inner reflexivity, receptivity and responsiveness to a certain situation.The higher the talent, the greater the wisdom potential, function potential, value potential and real life development potential of the holder, which can be said to be a genius.Generally speaking, in terms of intelligence and practical work, a general manager with high talent is superior to a general manager with relatively low talent. Low, and ultimately achieve extraordinary leadership performance. (2) INSPIRATION.Inspiration does not come from innateness like talent, but from the quality of wisdom acquired through hard work. It is a kind of mental preparation through diligent study, thinking and training, and it is a kind of high-quality, agile and potential high-intelligence psychological preparation. In fact, it is a creative function that responds to the times, responds to feelings, waits for creation, and is novel and cutting-edge.It is very important for leaders to have this leadership quality, which can make unusual responses and performance, and their pioneering and innovative nature often depend on it.The fact is that it is often the sudden emergence of leadership inspiration that changes the leadership content, leadership style or leadership style, and also changes the basic appearance of the leadership subject and leadership object, making the leadership work unique and completely new. Creativity is an idea that has reached a certain height, has a unique perspective and value, and is an excellent quality of wisdom that opens up one's thinking.Innovation is an unconventional mentality, psychological function and state of mind, and it is a wisdom tool commonly used by general managers.Pioneering is the mental function that aims at and tends to set foot in and develop unfamiliar fields. It is a kind of practical and operational wisdom quality, and it is also a wisdom tool commonly used by general managers. These three qualities of wisdom are characterized by creative content, reflecting the wisdom of spiritual vitality and spiritual quality, and are the most practical mental factors to improve the level of leadership.The more comprehensive and high-quality these factors are, the more competent the general manager will be in leadership work; on the contrary, if he cannot do a good job in leadership work, he will not be able to create a new situation in leadership work. With a complete set of high-quality intelligent tools, the general manager can make the leadership work invincible and invincible in the face of difficulties; specifically, it has the following advantages or conveniences: First of all, be able to adapt, conform to and maintain the conventional mentality and the group-based situation, so that you can become a special role that really plays a coordinating and leading role in it. 其次，能够产生很多有效的对策和措施，并以此去有效地对付不断出现的新问题、新困难，能够使自己走出困境，也能够率领所领导的群体或组织走出逆境；最重要的是能够不断地产生、形成、积累和发展思想与智慧，而变成一个达到相当高度的哲人、智者，甚至是思想家、理论家。 2、智能范畴 在智能品质理论大厦的诸多构成元素中，还包括着一系列智能范畴。它们是分析能力和综合能力、深思能力和应变能力、适应能力和创新能力。作为智能品质的有机构成部分，每对范畴之内和每对范畴之间都是紧密联系着的。它们同人的三项基本能力相互交织，相互渗透，形成了智能的“合力”，共同去认识、运筹和行动。 （1）分析能力和综合能力 这种能力是总经理对事物的各个部位进行剖析、分辨、单独进行观察和研究的能力。分析能力较强的领导，往往学术有专攻，在自己擅长的领域里，有着独到的成就和见解，并进入常人所难以理解的境界。 综合能力是指总经理对事物整体和事物的外部联系进行全面考察的能力。综合能力较强的总经理，知识面比较宽，视野、思路比较开阔，擅长联想，擅长与不同事物的相互比较，并善于将各种零碎的、片面的认识系统归纳起来。 前者对事物的认识和改造程度较深，但失之于面窄；后者对事物的认识和改造程度较广，但失之于浮泛。仅执之一端往往造成许多弊病，必须将两者结合起来，才能收到良好效果。 （2）深思能力和应变能力 领导常常胸中怀有全局，眼光远大，沉着稳重，谨慎小心，不愿意做无把握、没准备的事情，不愿意去冒太大的危险，做事力求稳妥可靠，不做则已，做就做得圆满漂亮。因此具备深思能力才能深谋远虑，做到对事物进行较为长期的、反复的思考，以全面、周到、细致、深刻和准确地把握事物全体。 具备这种能力的人，往往不会满足于对事物片断地、零碎地、肤浅地、粗轮廓地认识和理解，不喜欢浅尝辄止，不愿意人云亦云，始终致力于从各个方面去认识和把握对象。但又不苛于无碍全局的枝节问题，必要时能够为了全局的利益，放弃和牺牲某些局部利益，在统筹兼顾、无碍大局的前提下，也敢于冒险行事。但这种能力如果发挥不当，走了极端，就会显得优柔寡断，瞻前顾后，患得患失，犹豫不定，顾虑重重，在枝节问题上纠缠不休，斤斤计较，当断不断，缩手缩脚，取舍不定，从而坐失良机。 总经理的应变能力是指总经理根据形势的变化，当机立断，很快下定决心，更改过去的错误或已经过时的决定，并不失时机地付诸实践。具备这种能力的人反应敏捷，决不拘泥于过去曾做出的计划，善于摆脱不利的情况，造成有利的态势。应变能力的极端是朝三暮四，缺乏主见，出尔反尔，朝令夕改，随波逐流，偶遇小的挫折就望而却步，丧失信心，如果总经理把自己的命运全部托付给机会，在事业上则很难有大的作为。 （3）适应能力和创新能力 总经理的适应能力是领导在一定程度上调整和改变的属性和行为方式，以使自己较快地被周围的环境所认可、所容纳的能力。适应能力较强的人，在大多数情况下能很快地和周围的环境融为一体，较快地适应工作要求，和同伴结成良好的关系，得到人们的赏识。虽然这种人在某些问题上有时缺乏主见，随波逐流，人云亦云，但能够察言观色，因情制宜，随曲就弯，善解人意，表现了较强的灵活性和突出的变通能力。 总经理的空间要靠自己来开拓。世界每天都在翻新，新的东西层出不穷。如果不创新，不仅仅意味着落后，还意味着最终的灭亡。一个组织要生存、发展就必须不断创新，不断更换自己的运作方式。这些创新来源于总经理。总经理的创新意识与创新能力在现代组织中决定着组织的生死存亡。总经理的创新素质需要他平时不断地积累与学习，很难想象，一个一无所有腹中全空的人会创新，因而领导不能丢掉学习。总经理要创建学习型组织，这不仅使领导自身的知识系统得到巩固与完善，而且使组织更加智能化，这是一切创新的基础。 由以上分析和探讨可以看出，智能品质素质是一个综合性的概念，它是智慧、技能、知识相互渗透，共同升华而成的精粹。 成功的总经理是不惧怕困境的。面对长期的困境，他们或默默耕耘，或摇旗呐喊。他们凭着一副压不垮的精神，一腔无所畏惧的勇气，振作精神，发奋苦干，以图早日突破困境的牢笼。 而总经理的意志正是总经理根据工作目标支配和调节行动、克服困难、实现预定工作目标的心理过程。总经理的意志品质是总经理在生活中所表现出的一种较为稳定的心理。这种心理建立在领导工作生活需要、情感、动机和诸品质之上，但也有着自己独到的内容。 总经理的自信心，是一个人在将自己的实力同要解决的问题进行比较和估量后，而产生的一种相信自己的实力、不对困难过分焦虑的心理状态。 意志和自信心是构成总经理意志品质的两个基本要素，二者缺一不可。 意志由以下几个要素构成。 1、拼搏自信 自信心作为意志品质的一个构成要素，是必不可少的。陈胜曾叹息道：“嗟乎，燕雀安知鸿鹄之志哉！”表现的正是这样一种心态。孟子曰：“如欲平治天下，当今之世，舍我其谁也？”表现的也是这样一种心态。毛泽东在《沁园春·雪》一词中写下的“数风流人物，还看今朝”的著名词句同样体现了发展自己、成就自己的信心。 与自信心相伴的便是好胜心。 好胜心又是怎样的一种品质呢？ ：“天行健，君子以自强不息。”说的就是这种精神。拿破仑说：“不想当元帅的士兵，不是一个好士兵。”讲的也是这种精神。毛泽东讲：人总是要有一点精神的，这种精神就是一种不甘落后、力争上游的精神。而这种精神，就来源于好胜心，并和好胜相辅相成。 豁达心理是好胜心的另一个侧面。这种心理一般根基于较有涵养的胸怀。作为总经理既赢得起，又输得起，不能单纯地以一时的胜负左右自己的情绪，搞乱自己的阵脚，也不能找各种借口为自己开脱，或破罐子破摔，而要积极找出问题原因所在，以避免下一次的失败。这是一种相当可贵的心理，从本质上看，它同人的好胜心理是一致的，只是表现出来的形式不同罢了。 总经理的意志品质应该在他们为理想而奋斗的过程中得到最为充分的展现。当在征途上遭遇凄风苦雨的时候，不要彷徨，更不要灰心。被称为“发明大王”爱迪生的一生，就是发奋忘我的奋斗一生。爱迪生一生的发明竟有2000种左右，平均每75天就有一种发明。他仅上过三个月的学，却走向了通向科学顶峰的路。从童年去火车上卖报到心脏停止跳动为止，爱迪生把自己的整个身心和精力都献给了科学研究事业，即使到了晚年，照样坚持“一天两班”。在如今这个时代，造就了许多年轻的高新企业的总经理，许多人惊诧于他们的“突然”成功，更惊诧于他们成功后仍一如既往地艰辛努力于自己的岗位，自己的事业。但有多少人知道他们的成功来源于无数点滴时间中的艰苦奋斗呢？他们的成功，靠的是坚强的意志和永不言弃的毅力，而这又是理想的出发点，同时也是归宿地。 2、自制力 古希腊所推崇的四大美德，就有一条是节制。生理学家告诉我们：自制力是指人们为了达到某一目标而自觉地控制和协调自己的情绪、约束自己言行的品质。孔夫子的“仁、义、礼、智、信”和“非礼勿视，非礼勿听，非礼勿言，非礼勿动”，以及“温、良、恭、俭、让”，谈的都是自制力的内容。人的自制力在更多方面是和人的意志品质、同人的理想和奋斗精神联系在一起的。同时，它也同人的涵养、教养，人的礼仪风度，人的忍让和克己精神，人的忍辱负重和人的两面派行为联系在一起。 有人说：“成功时最大的美德是节制，失败时最大的美德是坚忍。”其实，失败时也需要节制。这种节制是善于调节自己的不良心境和消极情绪。失败了，心境固然不佳，但只要自己的热情不减，斗志不衰，信念仍在，那么成功的希望仍在，只要时间允许，只要条件具备，就要奋斗不停。最可怕的不是一两件事情的失败，而是心理上的溃败。因此，总经理在事业取得了成绩，特别是巨大的成绩之后，一定要有清醒的头脑，不能骄傲自满，不能目中无人；事业有了困难和挫折，也不能灰心丧气。总之，要做到“成不骄，败不馁”，要时时有一颗平常心，对于一个没有失掉勇气、意志和自信的人来说，就不会有失败，最终会成为一个胜利者。 3、上进心 知识经济的竞争主要是高科技产业之间的竞争，而高科技产业的发展，主要是靠人才所支撑，而人才是靠知识培养出来的。有上进心的领导懂得知识的重要性，他们会通过不断的学习让自己紧跟时代的潮流和工作方式的变更。在知识社会里，最重大、最根本的变化，无疑是发生了资本革命。资金让位于知识，知识成为最宝贵的资源，最重要的资本，最珍贵的财富。现代的社会已成为学习型的社会，不去学习，不善于学习就无法适应这个时代，更不可能成为一个成功的领导者。 成功的总经理都是善于为自己充电的人，因为他们深深知道，积累知识比积累金钱更重要。对于他接触的一切事物，都会细心地观察，研究，对重要的东西一定要弄清楚。他也会随时随地把握学习的机会，对他来说，积累知识比金钱更重要。如果他把所有的东西都学会了，那么他所获得的财富就是巨大的。 我们在学习中必须坚持“活到老，学到老”的原则，要想成为一个成功的领导者，还应以他人为师。在职场上，最重要的关系是：良师益友、直属上司以及同事。 俗话说：“非学无以广才，非学无以明智。”对于一个总经理来说，知识素养更为重要。因为在实施领导行为的过程中，知识素养决定着领导的思想观念和思维方式，而思想观念和思维方式决定着行为方式。只有具备了广博的知识，领导才能具备和提高分析判断决策组织交往等各方面的能力。所以说，知识素养是领导成才的基础。 不管时代怎样变化，这一点是不变的。艺术界的名演员，都是很有天赋的人，但他们仍会分秒必争地认真习艺，不断地下工夫，提高自己的演技。如果报纸上的影评、剧评指责他的缺点的话，他会一夜不眠地考虑自己的缺点。这就是我们能鉴赏到优秀演出的原因。对公司来说，平时认真地磨炼和努力是同等重要的。没有不断地努力和磨炼，是绝对不能培养出自己的信心和实力来担任总经理工作的。 每个领导必须清醒地认识到，如果想要在自己的行业中干出一番事业，就必须注意自己的身体健康，学会养生之道。所谓“德、智皆寄于一体，无体是无德、智也”。作为道德和智慧的载体，身体素质是每个成功领导者的基本物质基础。身体素质要求领导者必须要身体健康，精力充沛，体能潜力巨大，具有强大的生理适应性，充满了旺盛的生命力。 人生活在这个世上，需要各种各样的条件因素，而健康的身体则是人生最重要的物质基础。没有一定的身体素质作保障，一切优良的品质、一切知识、精神、志向和理想都会成为空中楼阁。 总经理面对的压力和挑战相对员工来说更大，因此大部分领导的工作时间都很长，白天坐了一天，晚上又挑灯夜战，这最易使身体早衰。《医学入门》说：“终日屹屹端坐，最是速死。”成天伏案工作，颈部经常向前弯曲，血管处于轻度受压状态，影响脑组织的氧气和葡萄糖等营养物质的供应，而紧张的脑力活动又恰恰大量消耗这些东西，时间久了就会感到头昏脑胀。而且，在持续地紧张用脑过程中，或在长时间的用脑之后，没有适当的体力运动来调节，大脑的疲劳就难以消除。久而久之，就会引起大脑的功能紊乱，并对其他各个系统都带来不利影响。 没有非凡的体魄，没有超人的精力，要经受紧张的脑力活动，担负起繁重的工作任务，无论如何也是不可思议的。平常注意多运动，锻炼好身体，不仅更有利于做出卓越的成绩，而且随着时间的流逝，就不会使身体严重老化，就如罗斯福所说：充沛的精力寓于健康的身体。体育和娱乐虽然用去了一些宝贵的时间，但长时间地获得了健康，所以这位总统幽了一默，风趣地说：“我'赚'了！” 总之，作为领导者，你拥有健康的体魄，也就拥有了你所能拥有的一切的基础。