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 ...

Core Insights - The article emphasizes the importance of "emotional value" in professional settings, highlighting that it extends beyond mere flattery or compliance to encompass genuine support and belief in leadership and organizational vision [1][2][3] Group 1: Definition and Importance of Emotional Value - Emotional value is often misunderstood as superficial praise, but it plays a crucial role in fostering commitment and motivation among team members [1][2] - Genuine belief in a founder's vision can attract followers who may not have impressive backgrounds but are willing to support the mission [2] - Maintaining a positive and stable mindset during crises can provide essential psychological support to teams [3] Group 2: Characteristics of High-Value Emotional Contributors - High-level emotional contributors possess a broad perspective and are willing to sacrifice personal interests for the greater good of the organization [4] - They can embrace diverse styles within the executive team, enhancing team dynamics and understanding [5] - These individuals are willing to navigate challenging paths alongside their teams, providing support and encouragement [6] Group 3: Requirements for Providing Emotional Value - Providing emotional value requires a strong sense of energy and the ability to sustain it, as emotional labor is high-energy work [8] - Role awareness and emotional maturity are essential for effectively delivering emotional value [9][10] - The ability to provide emotional value is linked to a leader's entrepreneurial spirit and capacity for self-development [11] Group 4: Emotional Value vs. Business Value - Emotional value is not in conflict with business or organizational value; rather, it can be a precursor to achieving them [13] - Leaders who lack resilience and a positive mindset struggle to inspire their teams and achieve strategic goals [13][14] Group 5: Conclusion - True emotional value is a powerful psychological force that helps teams maintain resilience in complex environments [18] - Organizations should strive to minimize low-level emotional value while fostering high-level emotional contributions to create a supportive atmosphere [18]

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]