什么样的高管是真高管？ 其实有一条标准很重要，就是能不能做到"向上管理，向下负责"。 所以只盯着老板看的高管要不得。 就像任正非说的："在华为，坚决提拔那些眼睛盯着客户、屁股对着老板的员工；坚决淘汰那些眼睛盯 着老板、屁股对着客户的干部。前者是公司价值的创造者，后者是牟取个人私利的奴才。" 但很多人搞反了，信奉的是"向上负责，向下管理"。如果高管具备的是这样的思维，通常都是伪高管。 伪高管的3个表现 而伪高管，具体也有三个特征。 1、眼睛只朝上 所谓眼睛朝上，一是唯命是从，二是规避责任。 老板是一家公司权力最大的人，他想的是对老板负责，所以他的眼睛不盯着客户，而是只朝上看，想方 设法迎合上司，凡事只想着让老板满意。 而在这个过程中，他也没有自己的主见，凡事都听老板的，在任何决策上没有一点反对意见。他这么 做，其实也是在推卸责任，把责任推给了老板。 公司高薪请来一个高管是做什么的？不是请他来给老板做顾问的，而是来做事的，是来发现机会、创造 价值的。 2、权力攥在手 有一句话说得好，媚上必然欺下。如果一个人谄媚上级，他必然会对下级摆架子。 他为什么顺应上司？其中一个目的是为了让更多的人来顺应自己，正如会拍马屁的人 ...

Group 1 - The article discusses the detrimental impact of five types of "pseudo-executives" on companies, highlighting that these individuals often fail to align with the current needs and challenges of the organization [1][4][12] - The changing business environment, particularly post-2025, necessitates a shift from traditional management styles to more adaptive and innovative approaches [7][8] - Pseudo-executives often rely on past experiences without effectively addressing current business challenges, leading to internal inefficiencies and missed opportunities [10][12] Group 2 - The first type of pseudo-executive is the "goal-driven type," who focuses solely on achieving targets without understanding the underlying business logic, which can lead to increased pressure on employees and high turnover rates [19][22][30] - The second type is the "upward management type," who excels in managing relationships with superiors but fails to address real business issues, creating an information vacuum [36][41][42] - The third type, the "team management type," can maintain stability but struggles to drive innovation or navigate challenging business environments [52][55][60] Group 3 - The "professional expert type" possesses strong technical skills but lacks a comprehensive understanding of the business context, often applying outdated frameworks without adapting to the new environment [63][66][70] - The final type, the "interpersonal attack type," is adept at building client relationships but lacks strategic thinking, which can jeopardize long-term business sustainability [80][82][90] - The article emphasizes the importance of aligning executive capabilities with the company's current strategic needs to avoid the pitfalls associated with these pseudo-executives [92][93][143]