How To Become CEO Is More Interesting.

In any organization, people's opinions are hard to be treated equally.

Some people speak more naturally.

Because of power, people will listen more to those who hold power.

Power provides a solid backing for their opinions.

The views of those who have power can not be ignored. They also receive much attention and gain more power in their careers.

Power and the desire to apply power are key factors in your ability to control your career prospects.

The power of many managers is not only because of the position, but also because of the functions he represents.

Financial personnel are entitled because they are the people who control money.

The financial department usually controls the management information and budget system of the company.

When analyzing your career, you may want to know whether your current position or department is most suitable for your development.

Some managers choose their positions for personal interests, abilities or related people.

If these reasons are consistent with your definition of success, of course no problem.

But if you want to go up to the top of the organization or choose a very important job in an organization, you get the authority accordingly.

You may also want to know if your current company is most suitable for your development.

If you are good at a skill that the organization thinks is very important, it will be very good.

If your strengths are not what the company attaches great importance to, your hands are

It will not increase.

A person who is good at equipment management has less power to work in an organization with less assets than the power possessed by an organization that regards assets as the center of business.

Some managers have good interpersonal relationships both inside and outside the organization -- this is a ready resource for them to get information and support.

This resource can bring you strong supporters. They think you are valuable and authorized.

Those who have the power of the network exchange this power with other members of the network and help them when others need them, so that they can get help from others when they need them.

They often help others, so others feel that they should repay them within their capabilities.

When you analyze your career, think about whether you are a person with a wide eye or a person who just works.

Do you engage in interpersonal relationships? Do you often keep in touch with people? Do you get to know people? Do you plan to talk to people and write to people? Are you active in your workplace? Can you deliver speeches and speeches? Do you contribute to related magazines? Do you actively know strangers, collect business cards, and talk with as many people as possible at meetings? Managers who hold their career prospects will not only be confined to bow their heads, but always remain concerned about the things around them.

Some managers have very clear objectives: they know where their destinations are, and they carefully allocate their energy and work hard to achieve their goals, with little regard for anything else.

Such devotion is also one of the sources of power.

It makes you realize that you must speed up to maintain your strength.

Targeted managers spend little time socializing and have little interest in the interesting aspects of life. They put all their energy and interests into work and organization.

Therefore, they often know more than others, and are well aware of what is happening around them, and are always ready to seize the opportunity to fall from the sky.

They are fully prepared to know everything that is happening to the company.

Do you know what your work goals are? Do you strive to achieve this goal? Do you prefer to enjoy the fun outside of your job?

But you have to decide what kind of life / career equation you want.

Are you prepared in advance? The organizational situation is changing all the time, so understand what is happening around you and manage you.

It is very important.

In many companies, the unique technological capability can be turned into power.

When problems arise, people will consult with them.

Those who can produce qualified products and develop new products quickly according to competition need to guide others in the process of operation, and those who master the principles of machine operation are not only the consulted objects of others, but also the technical problem solving experts in their eyes.

Your professional skills must be unique.

For example, there may be many tax experts in a large accounting firm. If you are just a very ordinary one of them, it is not very meaningful.

If you are the best accountant in a particular tax field, the situation is quite different.

Being as good as others or becoming an expert in the eyes of customers is not a real expert.

Many of your colleagues may call them experts.

Only the person in the organization is considered to be an expert in your industry, or in the field of hard work, to be called a real expert.

Have you tried to make yourself an expert? Do you work hard to keep up with the new technology development, or wait for other people to provide training courses for you? Are you more like an expert than your colleagues? Are you at the forefront of the technology? Knowing how to finish the work in the organization is another source of power.

This is applicable to companies with simple structure and complexity.

In small organizations, there are usually only one or two employees who have been in the company for many years to know about bookkeeping, filing or issuing ticket system.

In complex organizations, people are backward in their systems and procedures, and know how to start projects.

They usually know very well about every aspect of the organization, and even the smallest things can be taken into account.

In other people's eyes, cumbersome bureaucratic procedures are, in their view, a set of procedures worth learning and applying.

They believe that these processes -- and a guidebook describing these processes -- are essential for the most complex social groups.

These people are essential when implementing innovative initiatives such as Total Quality Management, because they are familiar with every step of the process and know every possible mistake.

Although not all managers can become technical experts, many of them may have the most comprehensive knowledge of the organization.

Do you think the system is just an important bureaucracy setting? Are you interested in further streamlining the workflow? Do you know how to bypass the process manual to get things done? Can you quickly and easily master information? Many people seem to like to complain about the various processes.

Actually understanding the operation principles of the process will help you very much.

Since most people do not bother to take this into consideration, it is more important to you.

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Customers are the most important asset of most companies.

Usually 80% of the company's revenue comes from 20% of its customers.

Those who are familiar with these customers and who deal with them most often can sit on the main source of this power.

No one wants to upset the main customers.

In many industries, actually, sales people have customers who will bring customers to new companies when they change jobs, and at the same time change the income source of their newly joined companies and outgoing companies.

Organizations need to ask customers frequently and ask them what they think of changes in a process or product.

People who have access to key customers can create a powerful source of power for themselves.

It is very meaningful to maintain an excellent and even personal relationship with customers and to think about them all the time.

But you must invest your time in doing these things.

Do you know your customers or customers as a living person? Do you do everything you can to help them? Do you know their personal information? Do you ask their opinions about some changes in the two companies? Do you have personal responsibility for completing the work they deliver to you on time? You should always communicate with your customers and customers, not just when you want to sell them something.

Understand their views and needs and represent them in dealing with their own organizations.

You may think that only the salesperson will have this source of power, which is not the case.

You can develop relationships with customers by sending bills, credit control, services, reservations, and other occupations that directly deal with customers.

You can regularly communicate with them and provide professional guidance for some of their ideas and concerns.

Some managers are experts in market and competition.

They understand the latest industry situation and market demand and can easily get all the figures, and are able to quote the latest released market information in time.

Because most companies are eager to know their comparison with their competitors, such knowledge is of great value.

Knowing that a competitor's attempt is successful or fails and discern the reason is the most important source of such power.

It helps managers to estimate the general results of change.

Understanding the innovation of competitors can also prompt leaders to take action to initiate and lead changes in the organization.

To get this source of power, you must be interested in the industry you are in, grasp the latest developments, competitors' actions and products, and know all kinds of statistics.

Do you read technical and market news? Do you have technical contacts among other companies, suppliers and customers? Do you often read information about commercial media? Do you go to the site where you have installed the equipment produced by competitors? Many managers think their company is the best.

An in-depth understanding of the competitive advantages that competitors are fostering is actually more helpful for career development.

A leader who is considered to be a leader to follow is willing to pay extra effort and is a source of power.

When things get tough, people usually ask leaders for help.

Real

Encourage people to support his decisions and follow him around.

True leaders dare to take on difficult challenges and believe that they have the ability to encourage them to fight with them and enthusiastically support their fans.

It is not difficult to boast of being a great leader.

The key to the problem is what kind of results you get and whether others are willing to help you achieve good results over and over again.

Do you know each person's name? Do you know their respective strengths and needs? Do you know how to develop their skills in an all-round way? Do you know what their respective driving forces are? Do you know how to make the system respond to the needs of the team? Are all people loyal to you? Do they think you will reward them in the way that suits them? Do you spend a lot of time talking with your employees or just looking at your business? Leaders are thinking about how to lead.

The reason is obvious, but many managers can not do this.

Managers of some companies can always guarantee that everything they do is safe and reliable, and therefore enjoy a high reputation.

They are very cautious and try every means to avoid making mistakes.

If they are willing to take responsibility while doing this, they will become very influential.

Having such powers.

The scepter in hand is usually obtained because they enjoy a sound reputation.

Major customers, large investments, and most successful plans are examples of sceptre.

They have become cautious and careful because of a lot of practical experience, deep thinking and careful preparation.

They know where danger lies and know which aspect of the job is the most important or the most risky.

They always make good plans in advance, do not make decisions hastily, and are always cautious when assessing the value of new ideas.

If you exercise caution, it is your natural instinct. If you are willing to spend time analyzing the situation and finding out the risks, and willing to take precautions to avoid risks, you will be a safe person.

Do you want to be careful and prudent in your work at present? Everything is stable, but you must avoid being considered backward and conservative. You need to know when to be careful and when to be bold.

The more important the decision is, the more dependent on your discretion, the more careful your plan needs to be.

Methodically should be the standard of conduct.

It is surprising that many managers spend less time in planning and reviewing.

A safe person is good at making plans, especially for contingency plans.

They will also review some events carefully and sum up what they have learned from them so that they can learn to apply them in the future.