When talking about employment with many employers, headhunters almost have the trouble of using the wrong person for an important position. At the beginning, they often feel that this person is good and put him in an important position, but soon they will find that this person not only failed to create performance for the company, but also brought many problems. This process is very painful and can only be replaced, This leads to a waste of a lot of time, costs and opportunities.

以上這類管理者善于溝通交流與包裝自己，并且還攻于心計，往往在上級面前具有很大的迷惑性，短時間內(nèi)容易獲得上級的好感，占據(jù)重要崗位卻無法為公司創(chuàng)造業(yè)績。如果在前期企業(yè)無法判斷這位管理者是否合格，減少用人的失誤，將會造成很大損失。易德獵頭從實際的用人經(jīng)驗教訓(xùn)總結(jié)出不合格的管理者往往具備以下表現(xiàn)：

The above managers are good at communicating and packaging themselves, and also attack scheming. They are often very confused in front of their superiors. They are easy to get the favor of their superiors in a short time, occupy important positions, but can not create performance for the company. If the enterprise cannot judge whether the manager is qualified in the early stage and reduce the mistakes in employment, it will cause great losses. Headhunter Yide concludes from the actual employment experience that unqualified managers often have the following performance:

愛表現(xiàn)，喜歡小題大做

Love performance, like making a mountain out of a molehill

在日常的溝通交流中，喜歡用一些大道理與概念來說一件很小工作或日常工作。其一是表現(xiàn)在過于包裝上，例如，開口閉口談大道理、戰(zhàn)略、模式等，談起大道理的問題侃侃而談，從網(wǎng)上、書中了解一些東西就開始滔滔不絕，但面對企業(yè)的一個實際業(yè)務(wù)或人員使用問題卻沒有想法和措施。其二是表現(xiàn)在用流行的東西包裝，如大數(shù)據(jù)、人工智能、區(qū)塊鏈等流行時髦的詞語生硬嫁接到自己的工作上，彰顯自己走在時代前列，具有很強(qiáng)的創(chuàng)新精神。當(dāng)然，企業(yè)需要創(chuàng)新，還要與時代發(fā)展緊密結(jié)合，但創(chuàng)新的出發(fā)點要根據(jù)企業(yè)發(fā)展情況來定，并且能夠落地去實際問題，而非生硬賣弄流行詞匯卻不公司實際問題的管理者往往就是華而不實的。

In daily communication, I like to use some general principles and concepts to describe a small work or daily work. One is that it is too packaging. For example, it talks about the general truth, strategy and mode with open mouth and closed mouth. It talks freely about the general truth. It starts to talk about some things from the Internet and books, but it has no ideas and measures in the face of an actual business or personnel use problem of the enterprise. The second is that they are packaged with popular things, such as big data, artificial intelligence, blockchain and other popular and fashionable words, which are rigidly married to their work, showing that they are at the forefront of the times and have a strong spirit of innovation. Of course, enterprises need to innovate and closely integrate with the development of the times, but the starting point of innovation should be determined according to the development of the enterprise, and managers who can solve practical problems instead of showing off popular words but not solving the actual problems of the company are often Chinese and untrue.

這類管理者喜歡將時間和功夫全部用在如何跟領(lǐng)導(dǎo)匯報上，用在精心準(zhǔn)備匯報材料上，與領(lǐng)導(dǎo)溝通的每個場景和細(xì)節(jié)都精心設(shè)計。但實際的工作卻還是原來的工作，只是將原有的舊東西換了個形式包裝一下而已，一定要警惕這類無法為企業(yè)創(chuàng)造利益的管理者。

Such managers like to spend all their time and effort on how to report to the leaders, carefully prepare the reporting materials, and carefully design each scene and detail of communication with the leaders. But the actual work is still the original work. It's just to change the original old things into a form and package them. We must be vigilant against such managers who can't create benefits for the enterprise.

遇到問題避重就輕，逃避責(zé)任

In case of problems, avoid the important and avoid the responsibility

在匯報工作時往往會經(jīng)過華麗包裝，但在實際工作業(yè)績或要呈現(xiàn)結(jié)果時，往往是一些為做指標(biāo)而做的表面指標(biāo)，缺乏對公司核心利益有實質(zhì)貢獻(xiàn)的東西。在面對決策時，往往不敢決策，通常把問題拋給上級或者推給下屬。在需要承擔(dān)責(zé)任的時候，往往把責(zé)任推給下屬。在管理中，往往對上級是迎合的態(tài)度，對下屬是質(zhì)問追責(zé)的態(tài)度。

When reporting work, it is often richly packaged, but when the actual work performance or results are to be presented, it is often some superficial indicators made for indicators, lacking something that makes a substantial contribution to the core interests of the company. In the face of decision-making, they often dare not make decisions, and usually throw the problems to their superiors or subordinates. When you need to take responsibility, you often shift the responsibility to your subordinates. In management, they often cater to their superiors and question and hold their subordinates accountable.

為了推卸責(zé)任，這類管理者在對具體問題發(fā)表觀點時，態(tài)度往往模棱兩可，不夠鮮明，屬于搖擺不定風(fēng)格，并且將其包裝成辯證思維。

In order to shirk responsibility, such managers often have ambiguous and unclear attitudes when expressing their views on specific issues. They belong to a swing style and package it as dialectical thinking.

管理方式邏輯混亂，前后不一

The logic of management mode is chaotic and inconsistent

這類管理者所呈現(xiàn)的東西往往只在表面形式上，并不了解管理原理，其實是存在內(nèi)在邏輯的，深究起來前后的東西往往是不統(tǒng)一的甚是矛盾的。由于人的思維模式往往很難改變，這類管理者在平時的行為中也會出現(xiàn)類似的情況。注意觀察會發(fā)現(xiàn)，如對一件事情的判斷往往會在短時間內(nèi)變化多次，如對同一類事情、統(tǒng)一類人的評價前后用不同的標(biāo)準(zhǔn)進(jìn)行評價等。這種行為準(zhǔn)則和判斷標(biāo)準(zhǔn)不一致的人要慎用。

The things presented by such managers are often only on the surface and do not understand the management principle. In fact, there is internal logic. After deep study, the things before and after are often inconsistent or even contradictory. Because people's thinking mode is often difficult to change, such managers will have a similar situation in their usual behavior. Pay attention to observation and find that the judgment of a thing often changes many times in a short time, such as using different standards before and after the evaluation of the same kind of things and unified people. This code of conduct should be used with caution if it is inconsistent with the standard of judgment.

那么，如何判斷合格的管理者呢?獵頭分享一下幾點可供參考：

So, how to judge qualified managers? Headhunters share the following points for reference:

關(guān)注邏輯和原理

Focus on logic and principles

真的管理者在溝通關(guān)注內(nèi)容往往不在意形式，偏主觀判斷。在溝通過程中往往會深究其背后的邏輯，看起邏輯是否統(tǒng)一，看其是否了解其中的原理。一種方法是跳出其之前準(zhǔn)備的材料來提問，臨時出其不意提出一些之前其沒有準(zhǔn)備的問題，這樣往往能夠檢測其是否理解背后的邏輯和原理。

Real managers pay attention to the content in communication, often do not care about the form, and tend to make subjective judgments. In the process of communication, we often study the logic behind it to see whether the logic is unified and whether it understands the principles. One way is to jump out of the previously prepared materials to ask questions, and put forward some unprepared questions by surprise. In this way, it can often detect whether it understands the logic and principle behind it.

通常情況下，一個對工作理解深刻的人，對回報工作往往簡潔、明了，越能夠抓住核心。往往不需要臨時準(zhǔn)備太多的材料，因為之前已經(jīng)準(zhǔn)備足夠多，把問題思考地非常透徹。無論怎么提問，都可以從基本邏輯和原理出發(fā)簡潔問題。但華而不實的管理者很難做到這一點。

Usually, a person who has a deep understanding of the work is often concise and clear about the return work, and the more he can grasp the core. There is often no need to prepare too many materials temporarily, because enough materials have been prepared before to think about the problem very thoroughly. No matter how you ask questions, you can solve problems concisely from the basic logic and principles. But flashy managers can hardly do this.

注重結(jié)果考核

Pay attention to result assessment

管理者不但考察其溝通能力，還需他做成了什么，而不是聽其怎么說。工作業(yè)績只看結(jié)果，太在意匯報的形式和說的技巧，往往會對管理者的業(yè)績和能力判斷出現(xiàn)很大誤判

Managers not only examine their communication skills, but also what they have done, rather than listening to what they say. Work performance only depends on the results. If you pay too much attention to the form of reporting and speaking skills, you will often misjudge the performance and ability of managers

在對管理者下達(dá)工作目標(biāo)這個環(huán)節(jié)，一定要重視。要和管理者充分溝通工作的目標(biāo)，其工作目標(biāo)要與公司的核心利益相關(guān)聯(lián)，關(guān)鍵工作指標(biāo)一定要明確可控，不能由管理者自己提目標(biāo)自己考核。要注重管理者是否達(dá)到設(shè)定的目標(biāo)，不要只聽其說，而是看其實際做出的事情。

We must pay attention to the link of assigning work objectives to managers. Fully communicate the work objectives with the managers, and the work objectives should be related to the core interests of the company. The key work indicators must be clear and controllable, and the managers should not put forward the objectives and assess them themselves. We should pay attention to whether managers achieve the set goals. We should not only listen to them, but look at what they actually do.

重視調(diào)查背景與口碑

Pay attention to the investigation background and reputation

很多企業(yè)往往都對背景調(diào)查不甚重視，通過北調(diào)公司去了解一下這個人在之前企業(yè)的口碑往往很有參考價值。當(dāng)然，這個背景調(diào)查不能是過于的，靠譜的公司更好，去跟之前和被調(diào)查者的上級、同事比較熟悉的人來做背景調(diào)查。這些人在之前單位的上級和同事對其評價都較差，后來去了解了一下，往往是避而不談或直接說其品質(zhì)有問題

Many enterprises often do not pay much attention to background investigation. It is often of great reference value to learn about this person's reputation in previous enterprises through the North transfer company. Of course, this background check should not be too official. Reliable companies are better. They should do background checks with people who are familiar with their superiors and colleagues. These people were rated poorly by their superiors and colleagues in the previous unit. Later, they went to know about it and often avoided talking about it or directly said that there was a problem with their quality

對人的判斷和使用有一些參考的判斷方法和技術(shù)，但更重要的是一些實際管理中的經(jīng)驗和積累。避免用錯人的關(guān)鍵是觀其行，而非聽其言。

There are some reference judgment methods and techniques for people's judgment and use, but more importantly, some experience and accumulation in actual management. The key to avoid using the wrong person is to observe his behavior, not listen to his words.

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The above is the knowledge brought to you today. Jinan headhunting company has focused on the industry for many years and continuously provides users with valuable content. Please continue to pay attention to us for more content: http://www.szsjdq.com.cn