On how to be a middle-level cadre

In a unit or organization in Ye Long, whether it is an enterprise, a public institution or a party and government organ, most cadres or leaders are in the middle part of the organization sequence, which is generally called middle-level cadres (or middle-level leaders). Corresponding to China's traditional "three talents", heaven, earth and people, middle-level cadres are between heaven and earth: heaven-high-level decision makers; People-middle managers; Land-the grass-roots executor. A good middle-level cadre, in the performance of his duties of "uploading and releasing", creates leadership achievements that are praised by superiors and subordinates, and plays a leading role that satisfies superiors and subordinates in the working environment of "crowding on and squeezing off". Middle-level leadership positions, between the upper and lower levels, contain many unique leadership wisdom, exquisite leadership art and ridiculous leadership rules. As a middle-level cadre, you should be able to be a man and do things; Be both a leader and a subordinate; We should not only be able to handle relationships, but also handle business, strive to improve the comprehensive quality with emphasis on leadership and level, and be an excellent middle-level cadre who is praised and satisfied by everyone. First, how to upload and distribute middle-level cadres. Since they are in the middle position of organizational structure or leadership level, to become an excellent middle-level leader, they must play four roles of manager and managed, leader and led at the same time, establish and maintain a good interactive relationship with superiors and subordinates, and improve their ruling ability and leadership ability. (1) Grasp the "lower emotions" and eat the "upper emotions". A middle-level cadre, whether carrying out the spirit of the instructions of his superiors, inspecting and guiding the work of his subordinates, or reporting to his superiors, should proceed from reality and organically combine "emotional feelings" with "emotional feelings", that is, eat both ends correctly and do a good job. First, straighten out the "lower feelings" according to the "upper feelings". The so-called "emotion" refers to "the spirit from above", and the higher authorities and departments also include the spirit of leadership instructions. The so-called "lower feelings" refers to the objective and actual situation of the region, the department and the unit, the specific situation, basic experience, existing problems, objectives and tasks of people, money, things and things. If you want to be proficient in your work and be comfortable with it, you must combine ups and downs. It is the foundation to thoroughly understand the feelings of the upper class and accurately understand the feelings of the lower class, and the key is to do a good job of combination. Combination is also a kind of creation. It is the embodiment of ability, level and accomplishment. To achieve the organic combination of emotion and emotion, we should start with the following points: be good at concretizing the common things, typifying the common things and putting the theoretical things into practice. The second is to give consideration to both up and down. Getting along with superior leaders is a taboo; Paying more attention to the above will also bring great trouble to your work. (Two foundations for the growth of cadres: mass foundation and leadership foundation; Two forces: tension and thrust). Careless, easy to lose people's hearts, it is difficult to carry out work, it is difficult to win the trust of superiors. For middle-level cadres, caring about the above is the way to make progress, and caring about the below has two functions: making progress and keeping in good health. We should be good at combining people's hearts that win the favor of the world and make ourselves invincible. (2) Learn to exchange ideas with superiors. If a leader doesn't know what the middle-level cadres under his rule are thinking and doing for a long time, he can't lead the work effectively, and he will have anxiety, dissatisfaction and doubt about such middle-level cadres. Therefore, as a middle-level cadre, it is an irreplaceable and effective means of communication to meet leaders frequently and ask for instructions and reports face to face. Ten suggestions to improve the communication effect: 1. Keep the leaders informed at any time. 2. Avoid leapfrog reporting. 3. Don't report good news and bad news. 4. In case of emergency or major or emergency, report to the leader immediately, appoint a time to meet the leader as soon as possible, and appear at the scene as soon as possible. 5, suggestions and opinions should be concise, avoid lengthy and irrelevant. 6. When providing important information and reporting important news, you should have written materials, and it is best to attach supporting materials such as evidence and data, which cannot be approximate. 7. Ask more and ask less. 8. In case of disagreement with superiors, we should follow the principle that subordinates obey superiors, first agree with the views of superiors, and then find opportunities to express our different opinions. 9. In case of agreement with the leader, the credit should be attributed to the wise leader of the superior, and it is forbidden to win credit or take credit. 10, when you are not sure about your suggestions or work, you might as well confess your confusion to your superiors and ask sincerely. (3) Learn to report to superiors. The characteristics are: first, it is commonly used, second, it is important, and third, it is difficult to report. Middle-level cadres report to superiors. It is important to grasp the brevity and appropriateness of the opening remarks; Talk about new ideas and personality; Clear goals, focused; Let facts and data speak for themselves. To make a good report, first ask yourself a few questions: 1. What is the purpose of this report? 2. How important is this report? 3. Is the preparation of the report adequate? 4. Is the data in the report accurate? Do you have confidence in the good start of the report? 6. What methods can be used in the report to attract leaders' attention to all work? 7. What questions might leaders ask themselves in the report? 8. How can I report if I don't have enough time? With a clear understanding of the above issues, your report will be more mature. (d) Superior leaders hate this way of reporting. 1, a long story, but there is no "true face" and no conclusion. 2, personal prejudice, jobbery. 3, it is difficult to distinguish between true and false: facts and personal inferences are confused; ? 0? 2 (fantasy: subjective thinking) 4. The language logic is chaotic, the expression is inaccurate and incoherent; 5. The time and place of reporting is not appropriate, and the timing is not appropriate. At the same time, we should also pay attention to the taboos in asking for instructions and reporting. Avoid hiding and being smart. Don't divide the two taboos, stab them to the end. Three bogey exaggerated, mystifying. Four taboos: act first, then act. Five bogey buck passing, some light and some heavy. Six avoid the wicked to complain first and reverse right and wrong. Seven avoid boasting and moaning without illness. Second, how to establish the prestige of middle-level cadres comes from two aspects: first, it is given by superiors; First, I won it by my own quality, ability and quality. 1, relying on "strictness" means that middle-level leaders should be strict with themselves and start from me; Second, we should be strict with our subordinates, be careful and meticulous in everything. This ruler is near Zhang. ...........................................................................................................................................................................'s virtue is the principle of being a man. With self-restraint and moral sentiment, subordinates are more respected and convinced. Generosity and benevolence can make subordinates sincerely obey (try to restrain their big temper; Authoritarianism is not desirable; Dare to admit mistakes and correct them) lead by example, which can make subordinates obey naturally; Caring for others can make subordinates obey from the heart; Impartiality can make subordinates admire; Taking the initiative to win over will make subordinates completely obey 3 and use "prestige" to build prestige. The so-called "prestige" refers to the practice of using laws, regulations, rules and regulations to frame and constrain the behavior of subordinates in order to show authority and establish prestige. 4, with the "public" tree. 5, with the "letter" tree. 6. use the "right" tree. Ye Zilong III. How do middle-level cadres "match"? Middle-level cadres should not only have excellent skills, but also handle the relationship with superior leaders, so as to carry out their work smoothly and better promote career and personal progress. 1, the principle of communication between middle-level cadres and superiors (obedience brings smoothness; Loyalty is exchanged for reuse; Honesty for trust); 2, middle-level cadres on methods (timely communication, enhance understanding; Reasonable requirements, no problem; Self-denial and obedience, maintaining authority); 3. Commandments for middle-level cadres to get along with their superiors (don't let yourself be "offside"; Mainly manifested in: offside in work, offside in attitude, offside in decision-making, offside in occasions, offside in speech); Don't despise superior leaders; Don't be arrogant (arrogant according to your own talents and despise others), and don't perfunctory the work assigned by your superiors; Don't offend the dignity of superiors; Don't bump into the superior leader. 4, avoid collision leadership skills. First of all, we should maintain respect for our superiors in attitude and never show disdain for their opinions. When talking about problems, we should also pay attention to the ways and means to explain our ideas in a way that is more acceptable to superiors. We should choose the right time and occasion to discuss the problem with the superior leaders. Unless absolutely necessary, you can't use the method of collision. 5. Rules for middle-level cadres to get along with different superiors. Be kind to ordinary superiors (the weak will become the strong; Help the leaders to make suggestions); Broadband master leader (taking detours as straight lines, hiding needles in cotton; Set up a stage for him and ask him to sing); Beware of suspicious superiors (be careful; Report frequently and ask for more instructions; Good at encouraging suspicious superior leaders); Try to treat your new boss (never talk about or evaluate your former boss easily. Meticulous implementation, showing respect and support to the new superiors with practical actions); Give preferential treatment to the immediate superior (take the initiative to be the assistant of the superior leader; Make superior leaders feel more secure; Don't talk about his shortcomings in front of the immediate leader); Be kind to superiors in adversity; Treat corrupt superiors with hypocrisy (middle-level cadres should keep reservations about their vanity and posturing and not follow suit; Strive to improve yourself and establish an indispensable and irreplaceable backbone position in the unit; The organic combination of limited patience and reasonable struggle). Fourth, how do middle-level cadres "confront" 1 and get along with their subordinates? Enhance the sense of service, do what you say, know people well, and pay attention to opening up the road. 2. Do the "three long" of subordinates. Be a good parent; Guide more and be a good teacher; Care more and be a good leader. 3. Give your subordinates a reason to love their jobs (gratitude-love their jobs-loyalty and responsibility). 4. Be good at using different types of subordinates. Middle-level cadres should observe and analyze their subordinates' behaviors and mental models in peacetime, determine what kind of person they are, and then decide how to use them. Promote far-sighted subordinates, use more subordinates who are good at listening, entrust stable and cautious subordinates, and do not reuse arrogant subordinates, arrogant subordinates, flashy subordinates, talents in the outer circle and virtues in the inner circle. 5. Middle-level cadres praised their subordinates for their good skills. Praise subordinates more, criticize subordinates less, praise them publicly and criticize them privately. This is a management principle. Praise should be specific, seize the opportunity, seek truth from facts, put aside, act, excuse and focus. Principles and methods of middle-level cadres criticizing subordinates. It is very important for middle-level cadres to learn and correctly use the art of criticism, and the following principles should be followed when criticizing. First, seeking truth from facts and being accurate; The second is sincere and emotional; The third is to criticize in time and avoid counting the general ledger; The fourth is to talk about things and not turn over old accounts; Fifth, pay attention to attitude and improve the effect. When criticizing subordinates, the attitude of middle managers is very important, and the criticism effect is counterproductive. Attention: don't be angry, don't curse, don't oppress others, and take care of each other's self-esteem when criticizing. In addition, allow subordinates to defend themselves when criticizing, and give more encouragement after criticizing. 7. Middle-level criticism of subordinates should also pay attention to methods: choose to take excusable criticism; Prudent criticism; Tolerant criticism; Hopeful criticism; Cool criticism; Classified criticism; Aggressive criticism; Heuristic criticism; Praise and criticize; Comfort criticism. In a word, a middle-level cadre should not only have a strong sense of competition, innovation and responsibility, but also know how to operate, manage, be good at communication and be willing to work hard if he wants to achieve higher and better performance and be recognized and praised by leaders, colleagues and the masses from top to bottom. We should not only have the executive power to put it into action immediately, but also have the indomitable spirit of struggle. More importantly, we should have the overall situation, a far-sighted business vision, a resolute management style, and a work style that dares to shoulder heavy burdens and take risks. Only with these conditions can we become good cadres with "good leadership and support from employees". Chen Long Ye Chen Long Ye Chen Long Ye Chen Long Ye Chen Long Ye Chen Long Ye Chen Long Ye Chen Long Ye Chen Long.