Most qualified managers in companies generally carry out the three links of selecting, deploying and managing, but only a few managers pay attention to the training link, because some managers are worried that the people they train will become their competitors, so they are unwilling to train employees, but use employees as a kind of hired labor.
“Aggressive managers” must have “growth” and must allow the team to have “collective growth”, and “growth” needs to be achieved through the training link. For example, many newly appointed supervisors have finally completed the three links of selecting, deploying and managing, but made mistakes in the training link. They often dare not share the business skills and knowledge they have accumulated and learned at the execution level with team members, worrying that they will surpass themselves after learning these methods. This is the lack of training concept. The responsibilities of supervisors are no longer pure business execution, but management + execution. On the one hand, supervisors need to use their business experience to maintain performance, and on the other hand, they need to learn management and help the company cultivate more business talents. If the supervisor is always worried about the problem of “what to do if I am surpassed by others”, it means that he does not have a “growth mindset”. Teaching team members is also a way to exercise one’s ability to “cultivate the growth of others”. If a supervisor can cultivate more talents for the company, I believe he or she can be promoted to manager soon.