Not everyone can be a manager because his temper is too soft for management. Some people seem to be very capable, but in fact they just don't have leadership skills. If they are made managers, it will only delay both sides. Share with you that your temper is too soft to be managed.

Too soft-tempered for management 1 1. Irrational.

In the view of individual psychology, almost all human problems can be divided into three categories, one is gender, the other is social and the third is occupation.

And these three kinds of problems are often inseparable from sensibility.

What is sensibility? Most people think about problems in life according to their own preferences. For example, I'm off this weekend. Faced with the choice of studying or drawing a drama, most of us will choose the latter, so that we can brush a drama easily and feel very comfortable and not tired.

This is sensibility.

By the same token, we all know that being a lifelong learner is the best way to choose a career. However, most people still choose to muddle along and spend a lot of leisure time on dramas, games and short videos all day.

How can such a person manage a company well?

Real managers pursue absolute rationality, not relative rationality.

The historian Mr. Xu Zhuoyun also said, "We must pursue it according to the highest rationality before we can pursue it."

But what does rationality usually mean? It means giving up the weakness of human nature and secular desires, which is contrary to human nature, so it is more difficult.

For managers, one of the measures of rationality is whether it is conducive to the development of the company.

Managers need to face many challenges. Sometimes you need to endure short-term profits in exchange for long-term profits, and sometimes you need to make achievements in the short term to keep up with the times. There is almost no practical universal judgment standard between the two.

Rationality means telling facts and reading data. Rationality is not a dish for people. Rationality means that people don't need to doubt, and people don't doubt. Reason is not nepotism.

Only rational decision-making can always keep the best choice in the complicated and changeable business competition.

But even the best managers will make mistakes in some decisions because they are not rational enough. It can be said that rationality is one of the skills that all managers need to practice constantly to look at the business world with facts.

Managers have no intuition and must rely on facts and data to impress investors and the board of directors.

Second, I can't use people.

Only by using the right people can we do the right thing.

Managers can't do everything by themselves. Managers need to put the right people in the corresponding positions. But obviously, many people don't know how to use people, and naturally they are not good managers.

What is the most basic premise of employing people? In fact, it is to look at people.

Some managers can see through at a glance what kind of personality this person is, what kind of position he is suitable for and what kind of project he is suitable for; And some employees, who are deeply hidden, may seem to be particularly serious about their work, but in fact they may just be acting for you, so managers need to learn to recognize people in order to select people correctly.

As a manager, must we have as many employees as possible? Not necessarily, this is no longer an era in which people can gain a foothold in the business world by relying on sea tactics.

Can performance stimulate employees' subjective initiative? Not necessarily, OKR has been adopted by more and more large companies, which shows that the motivation of KPI alone is limited.

So how should managers choose?

Again, the premise of employing people is that you should learn to judge people.

Third, there is a lack of truth-seeking and transparency.

In the past, when we traditionally described businessmen, we often used negative words such as treachery and unscrupulous, but today, with the conscious choice of consumers, many listed companies and some small and medium-sized enterprises began to slowly turn to a truth-seeking and transparent company operation system.

Rui Dalio, the founder of Bridgewater, proposed in the book Principles that the company should maintain an extremely transparent and realistic operating system, which is a necessary condition for maintaining a long-term healthy operation of a company.

I am thinking, how can such a company go far in the competition if the managers themselves practice favoritism and malpractice and the rewards and punishments are not clear? If the managers themselves are not realistic and transparent, how can they ensure that their subordinates are transparent and realistic?

Whether for users or customers, a truth-seeking and transparent company is always favored by consumers and customers, which has become an industry knowledge today.

But the pursuit of truth and transparency cannot be achieved overnight.

In addition to the supporting company system, managers also need to cultivate "elite culture" in the company, only recruit outstanding talents, and completely put an end to the possibility of those false employees entering the company.

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When it comes to managers, most people's cognition still stays at the conventional level of not being too soft, not too bold and not too stingy, but in fact, we should know that managers are a position that needs comprehensive consideration in multi-party games.

Sometimes managers need to be soft-hearted, sometimes managers need to be stingy. These are all considered according to the actual situation and cannot be singled out.

But some people are really unfit to be managers. For example, it is not rational enough, not realistic enough, and not good at employing people. These are all bad injuries for managers.

But the good news is that I think managers can make up for this deficiency through deliberate practice the day after tomorrow. Irrational people can look at the world with data and facts.

You can't use people, but you can also make up for it through some systematic learning psychology. Truth-seeking and transparency also need long-term deliberate practice to create.

It can be said that no one is born a manager, but is cultivated through deliberate practice.

For us, trying to get close to managers is to make full preparations before this opportunity comes.

Too soft-tempered to be a manager. People with ten personalities are not suitable for managers.

1. People who always put personal interests first. Such people will not create a "fair, just and open" platform for enterprises, but will create team conflicts and are not suitable for managers.

Second, narrow-minded people. As long as his subordinates make mistakes inadvertently, he will try his best to find opportunities to retaliate or sweep others out of the house.

Third, people in the enterprise like to pull gangs. I like to form my own' small team', which will seriously affect the cohesion and harmony of large teams and is not suitable for managers.

Fourth, I like to bully my superiors and deceive people at lower levels. Instead of correcting the mistakes in their management in time, they try their best to hide the truth, and even ask their subordinates to collude with them or try their best not to let their superiors and subordinates know their mistakes, and some even ask their subordinates to help them take responsibility.

Five, duplicity. On the surface, he is a good man with high quality. Especially in the eyes of the boss, he is good at pretending. People from other departments have little contact with him and pretend. However, in a small team, his subordinates dare to speak out. As long as they tell the boss what happened, it will be someone else's fault in the end with the boss's trust in others.

Six, do things without a plan, do whatever you want, and do everything half a beat slower than others, which seriously affects the efficiency of enterprises.

Seven, don't talk about principles, very arbitrary. Let subordinates do this today, let subordinates do that tomorrow, and it is their responsibility to make mistakes.

Eight, like to seize power, but do not implement the work, do not solve the problem. Some enterprises have great power, but they are not used to carry out their work, but to show their prestige, which seriously hinders the development of enterprises.

Nine, do things like emotional people. Do things well when you are in a good mood, do nothing when you are in a bad mood, and only lose your temper with your subordinates.

Ten, don't respect science, don't like learning, don't like to accept new things, because of their ignorance, and affect people's work.

People who are too soft-tempered to be managers are also unfit to be managers.

As we all know, the managers of a company are generally in the middle of the company, facing the boss or higher-level leaders, subordinates and people from other departments. Therefore, the ability of managers is very important. They should be good at communicating with all kinds of people, be eloquent and deal with many relationships. If a manager does not have the ability of two-way communication, he can't be a good manager. Even the manager will be very tired and have a long time.

For example, the manager of the sales department should not only face our sales staff, but also face the marketing department, finance department, product design department and so on. If he has no ability to strike a balance between the two, it is difficult to be a good manager.

2. People who are too soft-hearted are not suitable to be managers.

"Kindness doesn't lead troops, affection doesn't get in the way", which means that people who are too soft-hearted are not suitable for leading troops to fight, and people who love compassion can't achieve great things, and so is the workplace. But soft-hearted people can't manage their employees well at all. Employees make mistakes, can't bear to punish them, and are merciful.

Managers will meet all kinds of people in the workplace, some are very strong, some are a little rogue, some are very weak and pitiful ... We should treat different people in different ways and not be soft-hearted. In the end, it will only make people push their noses and face, and others will not obey management.

People who stick to the rules are not suitable to be managers.

The antonym of people who don't want to change is positive reform. After a period of time, managers will find that some systems or rules are inappropriate, or products are not innovative. If they don't want to change, their performance will deteriorate sooner or later, and they don't know which day they will be eaten by their competitors.

Learn to innovate. The world is changing every day. We must keep pace with the times, or we will be eliminated one day. For example, in the past, physical stores in traditional industries flourished, and then e-commerce appeared. Some people actively look for online traffic, offline and online at the same time, but some people stick to the rules and are unwilling to try new models. In the end, the business became more and more difficult and was eliminated.

4. People who don't know and employ people are not suitable for managers.

As a manager, there is a very important ability, that is, to know and make good use of people, to put what kind of people in what kind of positions and to explore the advantages of employees. People who are good at what do what they are good at, know people and make good use of people. The management department must have the strongest personal ability, but he must be the best at using people. In the "Chu-Han hegemony", Liu Bang's people were kind and accepted talents, and finally Xiang Yu was defeated. In leading troops to fight, Liu Bang is definitely no match for Xiang Yu, but in employing people, Liu Bang is definitely better than Xiang Yu.

5. People who don't have a big mind are not suitable to be managers.

People often say that "the prime minister can get off the boat in his stomach", which means that a manager should have the ability to tolerate certain people and things and should not haggle over every ounce. Some managers are afraid that their subordinates are better than themselves and take their place, so they blindly suppress and crowd out others, and the rest are people who are worse than themselves, so it is difficult for them to achieve results and will be eliminated sooner or later. Especially for people in technical posts, some people are naturally skilled, but if the leader is jealous and pushes others out, then he will lose a talent, which is not a good thing for the whole company. There are also managers who are narrow-minded, bear a grudge against their subordinates for a little trifle, and give them little shoes to wear. It is difficult for such managers to achieve great things.

6. People who are indecisive and procrastinating are not suitable for managers.

As a manager, we must make decisive decisions and not be indecisive. In this rapidly changing society, if you don't pay attention, opportunities will be fleeting. When you meet a good opportunity, you must make a decisive move. Don't hesitate. When you are still hesitating, others will beat you to it.

7. People without faith are not suitable to be managers.

The reason why Tang Priest and his disciples finally got the true scriptures is because Tang Priest has strong beliefs and beliefs. Although it experienced 81 difficulties, it finally achieved the ultimate success. People without faith will not succeed. As a manager, no faith means no leadership spirit, and it is difficult for subordinates to find a sense of belonging. When a team has no faith, it is difficult to attract capable followers and it is impossible to make a big career.

Write at the end: As a social worker, a soldier who doesn't want to be a general is not a good soldier. As long as he is an enterprising person, no one wants to be a manager, but some people are born with the ability to manage, and some people are not suitable for being a manager. Therefore, talents must be selected and their abilities must be constantly improved.