How can you as an executive tell if a person has the potential to manage?

Most people have faced the choice of whether to be in management or business. Many want to try their hand at management and some have entered the management lane but their development has not been smooth. Companies are racking their brains and training managers at all costs to expand and grow, but the biggest confusion they face is, who among the many has more management potential?

I have been involved in talent assessment for thirty years and I can say that I have read countless people, including many excellent and outstanding managers, as well as managers with average performance, and some unqualified managers. I have been observing and summarising, how to determine whether a person has management potential.

1, to s.e whether a person has the ability to can work, whether there is a clear idea of work

Grasping the focus is the ability to quickly summarize the complexity of various surface phenomena into a clear structure of the characteristics of things, to grasp the root of things, the key to the problem, and determine the focus of work. Management involves complex environments and objects, and the wider the scope, the larger the scale and the geometric increase in complexity. This is why "focus" is the first ability that managers must have.

Weak ability to grasp the focus of the management staff, in the work of the performance is often no initiative and work ideas, wavering, uncertainty, the force to make the point, he may be very hard, team members followed him running around, but blind work, because no achievements. This is what the ancients meant when they said, "The incompetence of a general kills three armies". Over time, team members will lose confidence in the manager and it is time to replace him.

A person's ability to get to the point is judged firstly by the structure of his thinking and his ability to summarise and classify the more complex things, and secondly by whether his classification criteria and principles are correct and consistent with the direction of the problem. The former is relatively easy to judge but is often overlooked, while the second aspect requires some industry or management experience to judge whether his classification principles are accurate and feasible. I have served as an examiner in many organizations, and I usually give candidates 3-5 minutes to introduce themselves and their understanding of the target position, some candidates are still presenting their work experience halfway through the time, I will make a negative judgment on such a person his ability to grasp the focus is very poor, for managers, the ability to grasp the focus can be a veto.

If you want to be a good manager, you need to train yourself to think in a structured way, which simply means the ability to summarise, generalize and conclude. The average person is concerned with the logic of thinking, talking about continuity, and flowing backward and forwards. Managers, on the other hand, need to have a strong ability to think in a structured way.

2, to see if a person has a strong sense of goal orientation and result orientation

Results orientation, also known as goal orientation, is the most prominent thinking characteristic of outstanding managers. Management is about achieving goals, and they are team or organizational goals. A manager who cannot achieve the desired goals must not be a good manager, and an excellent manager must be someone with a strong sense of purpose.

Results-oriented consciousness means to start with the end in mind, to be highly concerned and focused on goals and results, and to direct the core resources and strategies of the team or organization towards the achievement of goals, and all actions must be highly contributory to the achievement of goals. This type of manager gives an external impression of clarity of purpose and strong execution.

The reason why goal orientation is particularly important is that many people set out with a goal and often forget or deviate from it on the road, are attracted by something new or curious, or abandon the set goal because they have encountered difficulties, setbacks, sufferings, or aggravations. Good managers set their goals carefully, and once they have established them, they move steadfastly and without any interference towards them until they are reached.

The biggest obstacle to the transition of technical professionals to managers is the establishment of a results-oriented mindset. This is because they have been trained to think technically for a long time. The mindset of a technician is fundamentally different from that of a manager. Technical people think linearly, from start to finish, in terms of deriving results from known conditions, and they become anxious when they are unable to derive results when a known condition item is missing. When this kind of thinking is brought into management, the most typical manifestation is that they ask their superiors for a lot of conditions because in their thinking they can only get results when the conditions are sufficient, and when the results are not achieved, the reasons they give are that the conditions given by their superiors are not sufficient or that the environment has changed or the opponent is too fast and the responsibility is not his. The manager is result-oriented thinker, to the end as the beginning, from the goal to consider what conditions are needed, and then taking the initiative to find ways to create conditions to achieve the solution to the problem, technical thinkers are often passive waiting for conditions to mature.

3, to see whether a person can quickly find the law and predict the outcome

In today's era of rapid change, the environment faced by managers is rapidly changing, requiring managers to be able to make quick judgments, which is often said to have the ability to react quickly and flexibly.

The ability to react quickly and flexibly is only a behavioral manifestation, but what is the ability behind it? The manager can quickly identify the rules of the road and predict the outcome of the situation. If you are not able to grasp the laws of the road and make accurate predictions, it is easy to make wrong judgments that can affect the achievement of management objectives.

If you look closely, you can easily see that nine times out of ten, the reason why some teams in the same company run at a fast and efficient pace, while others run at a slow and inefficient pace, is that the leaders of the two teams differ in their ability to spot patterns and predict outcomes. A manager who is weak in this ability will need to do a lot of research, study, information, meetings, and discussions to make the right judgment. The decrease in the efficiency of the team leader's decision-making brings about a decrease in the pace of work of the whole team and a decrease in efficiency.

Some people call this ability intuition, i.e. the ability to judge without thinking and consider it to be an innate ability. From superficial observation, people with strong intuitive thinking make quick judgments in emergencies, seemingly without thinking. When we analyze their decision-making process in depth, we find that their brains store the basic principles, principles, and other relevant concepts about how things work, and they extract them so quickly that we do not feel his/her thinking process.

A common characteristic of people with this kind of ability is that they have a wide range of knowledge and that this knowledge is organized and then stored in its way so that it is extracted and processed quickly. To develop this ability, it is necessary to enhance learning, not simply by rote memorization of some knowledge, but by learning in a way that is easy to remember and extract for oneself. This ability can also be developed, by the effective accumulation of knowledge and experience. Excellent managers thinking has the characteristics of strong dialectical thinking.

4, to see whether a person has a big picture and a holistic view

Some people soon after working in grassroots supervisory positions, are ambitious, very hard work, good performance, strong execution, and task completion are also good. However, when they get to a middle-level position, despite working hard and strenuously, their performance will instead go downwards and they will either struggle to hold on or be replaced by a sprinkler. I have analyzed many of these people and found that they have a certain common problem, that is, they do not have a big-picture view.

The big picture refers to the ability to look at and think about issues in a comprehensive, systematic, and forward-looking manner, and to be able to grasp the trends and laws of the development of things holistically. People with a big-picture view generally stand taller, can look down on things from a high place, have a broad view, and can see the whole picture of things, when thinking there will be few omissions, decision-making errors will be reduced. People who lack a big-picture view tend to seize the immediate or partial point to attack, but often lose sight of the other. They have difficulty understanding the strategic intent of the company and their superiors, and either simply implement or misinterpret and discount the implementation.

Students often ask the question, "Teacher, can I improve my big-picture perspective? How can I improve my big-picture perspective?". I give an example, "Do you watch the news bulletin? Do you like to watch it? Do you watch it regularly?". If you answered YES to all of these questions, at least you don't have a bad sense of the big picture.

People with a big-picture view have a strong historical perspective, they are often able to analyze the development of things from a historical perspective, people with a historical perspective can see things through to the future and thus have foresight.

Ego-centrism, selfishness, and petty interests are important factors limiting one's big-picture view. To cultivate a big-picture view, one must put aside one's ego and selfishness, and put aside one's interests, so that one's horizons will become broadened and the big-picture view will be improved. The big picture view determines a person's level, and what determines a person's big picture view is his ambition.

5、See if a person has the vacant side the box

Having the same problem-solving thinking logic as most people belong to conventional thinking, most people can think of solutions and common practices band along with the conventional approach. First of all, we must affirm that an idea or approach can become conventional, indicating that this idea and approach to solve the problem solving certain effect, at least in the past is effective, it will not become,e conventional. However, when new problems appear or new elements in the problem are more and more, conventional ideas and methods will begin to fail and become less and less effective, and must find another way to effectively solve the problem.

Out of the box means that when faced with complex and difficult problems, managers often think unusually and come up with unexpected ideas, strategies, and measures that are effective and can solve the problem.

There are two basic signs for judging whether a breakthrough has been made. One is a novelty, something that no one else has done, or that no one else in known circles has thought or done of o, which is the basic point. But not all new ideas can be counted as management breakthroughs; they must have a second characteristic, effectiveness, which means that it is much more effective in this way than any other known way. A breakthrough routine often can do strange effects, effects, refers to the idea of clever, seizing theseizinglinks and leverage points, with the power of four or two dials a Thailand pounds, less input, output, a solution to a problem is a hundred difficulties eliminated, admirable and surprising.

Breaking the rules is not about being original and seeking differences for the sake of newness. We must not forget that the fundamental task of management is to face facts, solve problems and achieve goals, so effectiveness is the first principle. There is also a bottom line to breaking the mold - a legal and moral and ethical bottom line. Those who step on the red line and play by the rules are not thinking outside the box, they are taking a chance.

To think outside the box is to go off the beaten track, which has the characteristics of reverse thinking and divergent thinking from the point of view of thinking characteristics. Those who love to think, are good at summing up, not blindly following the people who break the routine ability is stronger. Breakthrough is based on a deep insight into the laws of things and the nature of human nature, it is fundamentally different from speculation and playing smart.

Breakthrough requires an open mind, a closed, self-protective person, it is impossible to enhance this ability.

6、See whether a person has the ability to location platform

Communication skills are very important for members of a modern open society, everyone is constantly improving their communication skills, and managers are no exception, and can only be more demanding. But what people usually mean by communication skills is mainly interpersonal communication skills, and most communication training courses on the market are also designed to improve the interpersonal communication skills of managers.

The greatest value to an organization is the ability of a manager to make the right decisions and show the way forward and win. Therefore, it is essential that the intentions, ideas, and decisions of managers are accurately understood and thoroughly implemented; otherwise, the thinking advantage and judgemental decision-making advantage that managers have is meaningless. Therefore, it is not enough for a manager to have interpersonal communication skills alone, because the efficiency and scope of interpersonal communication are limited. After the organization has expanded in size, he must have good management communication skills in order to manage the organization well, and we call this ability the ability to create a communication platform. The larger the organization, the higher the management level, and the higher the requirements for this ability, even in the organization flattening, team miniaturization has become popular today, this ability is increasingly demanding because your communication is not only limited to your team's internal, team external communication will be more and more when your decision involves many departments, many regions, many management levels, many people, only interpersonal communication skills is not enough.

A communication platform simply means establishing mechanisms, channels, and systems for communication. In a formal organization, there are certain communication channels, mechanisms, and systems, but when you make a new decision, the original channels and mechanisms may not work, or their efficiency and effectiveness do not meet your desired requirements, then you need to create a new communication platform to open up the channels of information.

When creating a communication platform, you must first understand who you need to inform about your decisions, how long the chain of these objects is, what the weaknesses of the existing channels are, and in what way you can open them up, and make this communication a mechanism. For example, the weekly meeting system, the morning meeting system, the joint meeting system, etc., these are better management communication platforms, but unfortunately, many managers do not have a deep understanding of this, do not recognize the communication value of the meeting, of course, must be an effective meeting. Making meetings effective requires meeting management skills. Communication platforms are by no means limited to conventional meeting methods. Managers also need to be familiar with a variety of management communication tools, including modern mobile internet communication tools such as WeChat and so on.

In reality, there are very few people who are strong in all six areas, and most are likely to be strong in one or more areas, so it is best to complete a combination of these six competencies when building a leadership team.

"Find a like-minded person who you believe must exceed your proven abilities (why else would you want him?) , let go and let him do his job, he will surely surprise you." Agree?

Lei Jun once said that a good CEO should spend at least 70% of his time recruiting people. Of course, this is not the same as saying that a CEO who spends 70% of his time recruiting is good; what is more challenging than recruiting is people. The reason why many companies are called "Whampoa military schools" is that they are stuck in the hiring process.

Therefore, I think the following should be added to Lei's statement: a good CEO should spend 30% of his time recruiting people and 70% of his time employing them. Any CEO who says that "the company can turn around without anyone" is not good, even if he or she has great personal skills.

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By brainwashing, I mean understanding that you are looking for a business partner, not an employee in the normal sense. As a business partner, you need to give, firstly, a dream (software) and, secondly, a dividend for the growth of the business (hardware). A clear blueprint of the dream, a reasonable compensation, and benefits system, and an equity incentive system are essential.