What Kind Of Talent View Does Buffett Have?

< p > Buffett's highest oral evaluation for a manager is that the manager can act and think like the rest of the company.

It means that the manager can not only keep a close eye on the basic goal of the company, that is, raise shareholder's capital reward, but also rationally advance this goal.

Buffett appreciates such managers, who can shoulder their responsibilities, report to the shareholders thoroughly and honestly, and have the courage to refuse to blindly imitate their peers.

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< p > before being in charge of leadership, < a href= "//www.sjfzxm.com/news/index_s.asp" > leader "/a" should first ask herself two basic questions: "what is the motive force to motivate me to be a leader?" and "what is the purpose of my leadership?" if the answer to the first question is "power, fame and money", then the leader will eventually fall into the trap of "incompetent".

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< p > five incompetent leaders include: the first is the impersonator who lacks self-consciousness and self-esteem; the second is the sophistry who deviates from his original values; the third is the fame and wealth maniac who always yearn for praise; the fourth is the lonely person who fails to establish his own personal support network; the fifth is the meteor who can not build a complete life.

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< p > strong > 1, impostor < /strong > /p >

Less than P, the impostor tends to go all the way in their own organizations by playing with various means.

They are well versed in the secret of getting rich and rich, and do not allow anyone to block their way forward.

Most of them are faithful followers of Machiavelli. They always try their best to climb up their minds.

They are the best political animals. They can easily dig out their potential competitors and eradicate them one by one.

They do not like to reflect on themselves, and rarely make themselves more self-conscious.

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< p > former US president a href= //www.sjfzxm.com/business/ Lincoln /a once said: "if you want to test a person, give him absolute power."

After gaining power, these imposters often feel that they lack sufficient self-confidence and do not know how to use power, so they will begin to suspect that their subordinates are always aiming at their positions.

It can be seen that what they are best at is internal fighting.

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< p > because they are always full of misgivings, they can not make decisions decisively.

This indecision has a direct impact on the company's performance and competitiveness, and it is against internal criticism and blocking the way.

In this way, competent subordinates begin to talk with their superiors and start closing their mouths, and those who remain in the organization feel a sense of autonomy.

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< p > < strong > 2, sophier < /strong > /p >

Beyond P, people who can justify themselves seem to be able to get away from things.

When the development of the situation is bad for themselves, they will blame the external cause or their subordinates, or find some solutions to solve the problem.

Such people rarely take the initiative to take responsibility.

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< p > with their increasing status in the organization and the greater challenges they face, they will pfer pressure to their subordinates.

When this approach still fails to achieve the desired results, they will reduce the funds invested in technology research, enterprise development plan or organization building, so as to achieve the predetermined performance standards in the short term.

In the end, their organizations will have to pay for these shortsighted practices.

They will start tampering with financial data, such as misrepresenting future revenues in quarterly sales, or filling up customers' warehouses with inventory.

And vibration {page_break} < /p >

The word "P" means that it will soon turn it into reality.

In recent years, these practices of the sophistry are becoming more and more obvious. Many executives sacrifice the long-term interests of the company in order to cater to the expectations of investors.

As Warren Burns said, "denial and prediction are the great enemies that prevent us from recognizing reality."

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< p > strong > 3, fame and fortune < /strong > /p >

< p > fame and frenzy always define their own value by outsiders' evaluation of themselves.

In pursuit of success, they define their goals as money, fame, glory and power.

In many cases, they seem to feel that their names can be found in the list of the most powerful business leaders, which is more important than the long-term value of the organization.

They have an uncontrollable longing for fame.

Because there are always some people in the world who are richer, more famous and more powerful than them, no matter what achievements they have made, they are always unable to feel satisfied.

Deep down, these people feel very empty.

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< p > < strong > 4, lonely person < /strong > /p >

< p > lonely people will refuse to establish close relationship with others or refuse to establish any support network.

They believe they can and must complete their own work independently.

But unlike those who are introverted, lonely people often make some serious mistakes.

When they fail to achieve the desired result and people begin to question their leadership ability, they will be in a tight battle and try their best to beat the doubters.

They are only trying to pursue their own goals in a hard way. They simply can not realize that sometimes their behavior is hampered their own development.

It is in this process that their organizations begin to fall apart.

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< p > < strong > 5, Meteor Man < /strong > /p >

< p > meteor life is entirely centered on work.

In the eyes of onlookers, meteors are just like a perpetual motion machine. They are always turning, and are always rushing ahead.

They rarely set aside time for their families, friends, communities, or even themselves. They would rather sacrifice their precious sleep and exercise time for their work.

As the meteor's pace grows faster and faster, its pressure will become bigger and bigger.

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< p > Meteor Man's career is developing so rapidly that they can never have time to learn from their mistakes.

After one or two years of work, when the work at hand is not yet available, they will start to pursue the next goal.

And when they see their mistakes start to emerge, their anxieties will gradually increase, and they will be eager to move to a new post.

If their superiors fail to promote them, they will turn to another organization.

Sooner or later, they will find themselves trapped in a sea of problems.

And when this time comes, they will make some irrational decisions.

For example, Morgan Stanley's predecessor, a href= "//www.sjfzxm.com/news/index_q.asp" > CEO < /a > Philip Pei Xiliang, was the chief executive officer, and the first task was to combine investment bank and securities brokerage business to form a powerful financial service giant aircraft carrier.

However, in the process of completing this task, he did not communicate with those who really created wealth for the company -- money managers and dealers, nor did they deal with the most important assets of the company, the customers.

Instead, he focused his energies on manipulating the board.

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< p > Pei Xiliang dismissed many of the executive officers who dare to challenge his leadership authority and are very capable.

For a time, it was found that in Morgan Stanley, the standard of employee promotion has changed from personal performance to Pei Xi Liang's loyalty.

In this way, a large number of talents began to leave Morgan Stanley.

By 2005, the situation had reached a very serious level, so that the executive officers of Morgan Stanley formed a {page_break} /p.

The "eight men gang" named P persuaded the board to drive Pei Xiliang away.

With the increasing brain drain and the pressure from Wall Street, the board finally realized that they had to make a choice between saving Pei Xiliang and saving the company.

They finally chose the latter, and Pei Xiliang was forced to resign.

Let's take a closer look at why these leaders lose their way in the leadership process.

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< p > the five types of leaders described earlier -- the impostors, the sophister, the vanity, the loner and the meteor will regard themselves as an omnipotent hero.

This mentality is more suitable for those musicians, actors and athletes who are fighting alone.

But for a leader, such a state of mind is obviously not good, because usually people who want to be heroes often do not know how to empower their teammates and subordinates.

In leading team work, the role of a leader is not to attract others to follow, but to know how to empower others to lead.

If leaders simply express themselves, they will not be able to motivate their team to perform best.

Ultimately, their self centred will make others unable to shoulder the necessary leadership responsibilities.

After all, if the whole team is working for the leader's face, why should they work so hard? Many leaders will ask whether a person can return to the original track after losing.

The answer is: a leader has lost his way for a while. As long as they can realize that the real purpose of the leader is to empower others, instead of just looking at themselves, they can regain their track.

Authorization is a process of pformation from "me" to "we".

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