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真高管的“情绪价值”
3 6 Ke· 2025-05-15 02:53
要么就是表扬和拍马屁:"老板你说的太对了,这个决策太英明了!" 甚至就是无节操的阿谀奉承:"你就是人类历史上最伟大的总统!" 在每个人的职业经历中,或多或少总会遇到一些在这方面有天赋的选手,他们甚至可以主要靠着提供情绪价值,在高管团队和一号位心中谋得一席之地。 在这种定义之下,很多人都会不屑于或者鄙视提供情绪价值的人,觉得"情绪价值就是没有价值",认为只有没真本事的人,才需要给别人提供情绪价值。 但这种狭义的理解,正是对情绪价值的误解和低估。 被误解和低估的情绪价值 其实情绪价值有更广泛的含义和体现,这里举几个例子: 说到"情绪价值",很多人想到的只是单纯的"语言的艺术": 要么是无条件的服从:"没问题,坚决执行!" 比如,对创始人及其使命愿景价值观发自内心的认同。 很多公司在小的时候,吸引的都是"价值观追随者":背景不光鲜,能力不一定强,但却有着对于创始人及其使命愿景价值观(或其中一项)发自内心的认 同。 "目标很远大,实现起来肯定是困难重重。但我们能感受到他是发自内心的相信,而且每天在为之而努力。所以我们也愿意相信他,愿意陪他一起走一 段。" 这些"傻傻的相信你的人",会给一号位带来把公司做大做好的强烈动 ...
一家公司走下坡路,从错用这5种伪高管开始
Hu Xiu· 2025-05-06 01:01
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type" possesses strong technical skills but lacks a comprehensive understanding of the business context, often applying outdated frameworks without adapting to the new environment [63][66][70] - The final type, the "interpersonal attack type," is adept at building client relationships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]