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 ...

如果你问一位中层管理者："你每天的工作像什么？" 他可能会苦笑一声，说："像在带孩子，还是一群会写代码、会做报表、还会甩锅的'成年娃'。" 高管的饼与基层的锅，中层的火候自己掌握。 高管定方向，基层抓落实，而中层，就是那个在中间"连哄带骗"，既要传递战略又要安抚情绪的关键角色。他们是组织的"翻译官"、"缓冲带"和"情绪调 节器"。 有人说，中层是"会哭的娃有奶吃"中的那个"喂奶人"。但更贴切地说，他们是那个"既要让娃不哭，又不能把娃噎着"的智慧养育者。 今天，我们就来聊聊中层管理者的"苦"与"甜"，希望对你有所启发。 夹心之苦，在上下之间找平衡 "双面胶"的日常：战略翻译与资源争取 一位互联网公司部门总监吐槽： " 每次开完高管会，我都得把 ' 战略语言 ' 翻译成 ' 人话'给 团队听；每当团队抱怨资源不够，我又得把 ' 人话'转化为高层能理解的战略语言。我就像个双 面胶，既要贴得住上面，还要粘得住下面。" 这种"双向翻译"正是中层管理者的核心职责—— 在战略与执行之间架设桥梁。 他们既要对业务结果负责，又要关注团队成长；既要推动变革创新，又要维持组织稳定。 架设理想与现实之间的桥梁 在这个充满挑战与机遇的 ...

Core Viewpoint - Performance evaluation is merely a management tool and not the sole measure of an individual's work capability [2] Group 1: Performance Evaluation System - Companies have their own performance evaluation systems, which ultimately rank employees and provide a basis for year-end bonuses, RSUs, and promotions [3] - The company conducts performance evaluations twice a year, with results categorized into five tiers: 1-5 stars, where 4-5 stars indicate high performance, 3 stars are average, and 1-2 stars are low performance [4] - High performance leads to higher year-end bonuses, more RSUs, better promotion prospects, and potential salary increases, while low performance results in the opposite outcomes [4] Group 2: Personal Experiences and Insights - The author reflects on their initial admiration for high performers at the company, believing they made significant contributions and excelled in their roles [5] - The transition to remote work during the pandemic hindered the author's ability to integrate into the team, resulting in a lower performance rating of 3 stars during their first evaluation [6] - The author later moved to another division within the company, achieving high performance and a promotion, but personal circumstances led to a decline in work engagement and eventual departure from the company [9] Group 3: Strategies for Performance Management - It is essential to communicate with leaders and key roles to understand the specific goals of the organization [13] - Confirming goals with leaders is crucial, as they should align with organizational objectives and be realistic [14][16] - Regular updates and proactive communication about progress are favored by leaders, as they help maintain awareness of team dynamics and individual contributions [21] - Acknowledging challenges and seeking assistance from leaders can foster a supportive environment and improve performance evaluations [22] - Building trust through consistent communication and achieving small goals can enhance an individual's standing in the eyes of their leader [23]

Core Points - The concept of upward management emphasizes that subordinates should actively manage their superiors, which challenges traditional top-down management perceptions [1][3] - Effective upward management can lead to improved work performance and innovative problem-solving within teams [2][5] - Understanding both oneself and one's superior is crucial for successful upward management [3][12] Group 1: Importance of Upward Management - Upward management is essential as it fosters a mutually beneficial relationship between employees and their superiors, enhancing both work performance and career development [5][6] - Employees often overlook the significance of their relationship with their superiors, which can impact their career advancement opportunities [6][8] - A positive relationship with superiors is a key factor influencing employee job satisfaction and retention [6][7] Group 2: Strategies for Effective Upward Management - Employees should strive to establish high-quality exchange relationships with their superiors, which can lead to better access to resources and support [9][10] - Understanding the pressures and challenges faced by superiors can help employees align their efforts with organizational goals [12][13] - Clear communication of expectations and maintaining transparency are vital for building trust and effective upward management [14][15] Group 3: Challenges in Upward Management - Employees may face difficulties when dealing with micromanaging superiors, requiring strategies to maintain motivation and autonomy [19][20] - Managing relationships with multiple leaders can create confusion, necessitating proactive communication and coordination [24][25] - Employees may encounter superiors with insufficient skills, which can hinder guidance and support, but upward management can help navigate these challenges [30][31] Group 4: Upward Management for Introverts - Introverts can leverage their observational skills to understand their superiors better and adapt their communication style accordingly [33] - Seeking feedback from superiors is crucial for introverts to align their work with expectations and improve their performance [35][36] - Upward management provides a pathway for employees to take control of their career development and influence within the workplace [37]

Group 1 - The article discusses the phenomenon of career stagnation, particularly focusing on the "middle-aged crisis" in the workplace, where individuals in mid-level management positions face challenges in career advancement despite years of experience [1][12][34] - It highlights that many professionals, especially those in their 30s, feel threatened by younger, more ambitious colleagues and are often unable to break through career bottlenecks [1][3][34] - The text emphasizes the importance of proactive career planning and the need for individuals to adapt their skills and mindset to avoid being left behind in a rapidly changing job market [1][10][34] Group 2 - The article identifies three types of workers who struggle with career advancement: middle management, those in basic administrative roles, and individuals in physically demanding jobs [3][6][9] - It points out that many employees focus on tenure rather than achievements, which can hinder their chances of promotion [14][15] - The need for continuous learning and adaptation is stressed, as many workers become complacent and fail to recognize the evolving demands of their industries [21][30][31] Group 3 - The article provides strategies for career advancement, including early positioning for career transitions, effective risk management through planning, and the importance of upward management and multi-dimensional development [25][27][29] - It encourages individuals to take on greater responsibilities and challenges to align their experience with market demands [29][30] - The conclusion emphasizes the necessity of embracing uncertainty and continuous learning to navigate the complexities of modern career paths [33][34]

Core Insights - The article discusses the harsh realities and survival wisdom in the corporate world, emphasizing the importance of understanding internal dynamics and employee morale for organizational success [1][6]. Group 1: Employee Morale and Leadership - High employee morale is crucial for a company's success; low morale can lead to mediocrity and loss of talent [7]. - Good character is prioritized over exceptional talent in hiring; companies should choose competent and loyal employees over highly talented but problematic individuals [8]. - The Peter Principle applies to many employees, where individuals are promoted to positions they cannot handle, highlighting the need for continuous learning and humility [9]. Group 2: Organizational Dynamics - Job titles do not define responsibilities; personal abilities and company culture shape expectations and opportunities [11]. - Internal alliances can significantly influence power dynamics within a company, making it difficult to discern allies from adversaries [12]. - Sales and finance hold the real power in decision-making processes, often overshadowing other departments [14]. Group 3: Compensation and Performance Evaluation - Salary budgets are often insufficient, leading to dissatisfaction among employees due to limited raises [15]. - Performance evaluations are subjective and can be influenced by non-performance factors, complicating the assessment process [16][17]. - HR departments ultimately serve the interests of the CEO, and their loyalty may not align with that of individual employees [20][21]. Group 4: Loyalty and Career Choices - Loyalty to a company may not guarantee reciprocal support during tough times; employees can be discarded regardless of their dedication [26]. - Employees with strong skills and work ethic have more career options than they realize, and complacency can hinder career advancement [24][25].

Group 1 - Understanding the boss's thinking pattern is crucial for effective upward management, which can significantly benefit one's career [1][4] - The balance of interests in workplace relationships is essential, as both cooperation and competition exist simultaneously [2][3] - The boundary between an employee and their direct boss is the most critical, as it influences promotions and salary decisions [4] Group 2 - Results-oriented thinking is vital; bosses focus on outcomes rather than processes, allowing employees flexibility in how they achieve results [5][6] - Employees should present data in a way that aids the boss's decision-making, ensuring clarity and relevance without overstepping boundaries [10][14] - Understanding the significance of tasks from the boss's perspective can save time and enhance productivity [16][17] Group 3 - Acknowledging the broader context is important; bosses consider multiple perspectives and prioritize overall team dynamics over individual grievances [18][22] - The principle of "公事公办" (business-like handling) emphasizes adherence to rules and minimizing risks while maximizing benefits [20][21] - Employees should recognize that perceived unfairness may not be addressed by bosses unless it disrupts the overall team harmony [32][33] Group 4 - The concept of "一碗水端平" (maintaining balance) highlights the importance of fairness in management, where bosses avoid favoritism to ensure team stability [38][39] - Employees should understand that promotions are often based on long-term considerations and team dynamics rather than just individual performance [46][47] - The strategic use of competition among employees can benefit the organization, as it drives performance while maintaining a balanced environment [40][52]

Group 1 - JD's core executive Frank Yang, previously from Meituan, was unexpectedly reassigned to a marginal department, raising questions about internal dynamics and decision-making processes [2] - The reassignment followed a reported confrontation during a meeting where Frank criticized the boss's decision-making style, indicating a potential clash in management philosophies [2][4] - The incident highlights the importance of upward management and the need for effective communication strategies within organizations [4][10] Group 2 - The article discusses the common practice of public praise and private criticism in employee management, emphasizing that public acknowledgment can enhance team morale while private feedback provides a safe space for improvement [5][8] - It suggests that effective communication with superiors requires evidence, understanding the impact of decisions, proposing changes, and fostering ongoing trust [11][18][28] - The E2C2 communication principle (Evidence + Effect + Change + Continue) is recommended as a framework for managing upward communication effectively [12][24][28]