管领导犹如管管理客户（Managing leaders is like managing customers）.docVIP

管领导犹如管管理客户（Managing leaders is like managing customers） Executives have long been spoiled by the current machinery. They have long been accustomed to being respected, communicating with subordinates, and even if they exist, it is one-way. But in the now impression, high-level feel, obedient subordinates perform the strongest. At the same time, in the middle also has been used to, does not exist on the communication, not to mention the management and so on, if there is only the bow and scrape. However, Peter Drucker (Peter Drucker) tells us in the book five dimensional management in the middle, upward relationship is the middle managers of course, the most concerned about the matter. Middle managers tend to be very concerned about how top people see themselves, such as, do I have the right advice? Am I doing the right thing? Am I adjusting or going on? In fact, I told the middle class: senior management, as the management of customers. In the face of customers, the middle level how to do? The experts have put forward some ideas: to understand the needs, match up, influence the decision. This is what Drucker said, good level, is to understand their leadership style, establish a good relationship with them, and to lower the expectations gap, ease the pressure on both sides; at the same time, establish a sense of trust between the two sides, in order to solve the problem of high personal and individual, to have better performance opportunities in the organization. So, not only can you avoid pain and hurt, but also easier to get promotion. The middle layer can do as follows. First, understand the needs of the top. How to manage the top, the most intelligent, especially scattered among people. Because officials know that the slightest mistake died when, in addition to be careful, but also bold but cautious. During the Warring States period, there was an old man like this. Dont look at him, worship the prime minister, but like other men, are very careful, cautious. Still,