Four Misunderstandings About Executive Training

1, the misunderstanding of the object, in short, I do not know who to listen to, who should be the main body of the executive training? What is the leader or the employee? Or, what is the executive power to tell the leader? What is the executive power of the staff? This simple question, I find that many enterprises have not handled it well. The training content, training method and even training of the grassroots, middle and high level should be very different. Giving top level executive power is mainly to unify high-level executive thinking, define high-level executive behavior, church execution methods and implementation control methods, help to establish execution process and execution system; give middle level executive power mainly to execution role, execution consciousness and thinking training, need to carry out quality training and implementation method imparting; at the grass-roots level, executive power mainly focuses on training of executive thinking consciousness and instillation and implementation of behavior habits, mainly inculcate executive culture, so that grass-roots employees can enter into executive mode of behavior. Therefore, the contents and forms of training for these three groups of people should be distinguished, and the management mode of training should also be different.

2, the misunderstanding of the method is embodied in one simple way, and the two is lack of system. The promotion of executive power is a systematic project. It is not a simple training. It is very important to carry out the training of executive power. But before execution training, we have to think: what is the root cause of the execution of our enterprises? What are the pertinent measures that we aim at in the light of these root causes? What are the enterprises to do on the management system? change What is the role of executive training in this series of changes? What is the best time to do it? How to achieve the best result? What are my supporting measures? Only when these problems are mature, can you design a good executive training method to match the overall execution system. If we do not do enough basic work, we can hardly see the effect of the system in the current simple teaching execution training. The real execution training should be integrated into the staff's actual work training, through staff's daily work guidance and procuratorial, guiding staff to establish executive behavior habits. Here we will talk about the third major erroneous zones of executive ability: the misunderstanding of training subjects, who should be the leading force of the execution of enterprises?

3, the main erroneous zone, namely, who should be the leader of executive power construction? Many enterprises put the hope of the execution of their enterprises in the construction of external consultants and lecturers. This is wrong, not to mention the level of consultants. Even if a consultant again makes a project for you, even if he finds out the fundamental problem of your company and finds the most appropriate method, it is still far away from really helping you to improve your executive power, because execution itself is a must. Boss In most cases, the boss himself is a part of the executive ability of the enterprise. If the boss does not personally participate in the construction of executive power, it will be difficult for the enterprise to achieve real results in its execution. I have approached an enterprise, the boss of this enterprise is relatively weak, the management of subordinates is relatively poor, and even I think the subordinates are a little bullying him. When I come, he seems to have caught the straw, and took my hand and said, "Mr. Lin, when you come, you can do it well. I can go back and retreat. Help me straighten up the team." As soon as I heard that, the boss was all the same, and the executive power of the company could go anywhere. In the end, it was my effort to improve the executive ability of the boss and how to improve the execution of the project. The final effect was satisfactory, but it also gave me an inspiration. Executive power Building leadership should also be the boss himself.

4, role misunderstanding, what role does executive lecturer play in training? In recent years, I have been thinking about this problem. Many lecturers see themselves as saviours. When I come, I guarantee that your execution is no problem. In fact, is it true? At least till now, I haven't seen any lecturer quickly solve the problem of customer's execution. More institutions and lecturers are very loud and practical, but they are very smelly. They have fooled many customers, but the executive power has not seen much improvement. I have seen a growth enterprise being fooled by about 5000000 of the company which is known as the first executive company in the country, and the final result is the resignation of top 2/3, and the case of enterprise efficiency declining year by year. Obviously, the position of these teachers is wrong. In the execution of the enterprise, the lecturers and consultants are the staff at most, and the implementation training is the catalyst for people to carry out the transformation. The main body of the implementation of the transformation is always the customers, not us. When the customers walk, we help the staff. When the customers are in trouble, we help the staff. We need to help the customers when we are in trouble. We plan together with the customers. We and our customers will work together to implement the plan. We will not replace the customers. We are the external brain of our clients. We want to know what he can not think of. We are the customers' mouth and say that he can not say. In a word, we are coaches and helpers, not substitutes.

Having understood these four misunderstandings and enterprisers who aspire to enhance their executive ability, they should be optimistic.