First, a person who is too literary. As the saying goes, "Kindness does not manage money, kindness does not lead soldiers." Scholars who are too literary either have passion and scholarly spirit, or have a noble and idealistic mood, or they focus on book knowledge and business skills, and deal with complex problems. Inexperience. After becoming leaders, they have to face all kinds of complicated things and deal with all kinds of people and sophistication, and some of them are often ugly and cannot be brought to the table. It is very easy for people with a strong literary spirit to think too much, be overly concerned, be sensitive and worry too much, and even hesitate when dealing with complex problems, or be soft-hearted when faced with choices. Being a leader in this way seems to be taking care of the overall situation, but in fact it may delay the opportunity and make it more difficult for yourself. Of course, another characteristic of people with a strong literary spirit is that they easily look down on others, especially those who are at a similar level to themselves. This is what we often call "literary people look down on each other." This may be a blinding factor when it comes to employment and management. , narrow vision, serious personal preferences, and even self-centeredness.
Second, people who are too violent. The biggest difference between leaders and ordinary employees is the way labor and value creation are reflected. Most leaders need to mobilize and direct the work of others to generate value. This requires not only management skills, but also a generous and tolerant character, and the ability to unite various people to serve their own work. People who are too violent often have simple and crude methods, superficial and direct ideas, too much charlatanism, and insufficient cultivation. Such people may be able to charge into battle and grow wildly, but they often lack a long-term vision and a tolerant mentality when dealing with comprehensive problems. , and even lead to suppressed dissatisfaction among employees due to tough management methods. We say that leaders should have a little bit of charlatanism and toughness, but they must never go beyond that. Leaders who don't know how to respect and satisfy people won't last long.
Third, people with too strong and specialized professional and technical abilities. Strong business capabilities are often the most powerful proof of promotion. However, not all technical positions are suitable for leadership and management positions. Firstly, after becoming a leader, they often face the discomfort of changing professional roles. The transition from doing specific things to managing a bunch of people will make some people feel exhausted and even unable to do what they can. Secondly, the work in leadership positions often requires more energy. They focus on the long-term transformation of the organizational system, team building and external liaison, and do not have much time to continue to delve into technical business. Many leaders who have left professional and technical positions have, after many years, in addition to their names and titles, their business and technical capabilities have lagged behind those of young people. frontline workers. Therefore, if you particularly love your major and are willing to rely on technical skills to support yourself, but do not want to deal with those complicated interpersonal relationships, then becoming an expert instead of a leader is also a good choice.