So, today, for the modern digital generation (Generation Z), living in the times of globalization, yesterday's motivation systems are completely unsuitable. The goal of life for modern people is to be happy, not to build a career or earn money. Answering the question: "Why weren't you at work yesterday?", they can calmly say: "I didn't want to, I won't come tomorrow either if I'm not in the mood."
Such employees are motivated by quick results, so old methods cannot be used with them. Very soon, employees with such a worldview will be the majority among company personnel.
Just a few years ago, it was anhui phone data believed that only top management could make strategic decisions because only they had the necessary knowledge. Now, so much new information comes in every day that a manager is physically unable to consume it alone and needs to share this data with employees.
The more people are aware of what their colleagues are doing and what is happening in the next department, the better the results. The end result is that staff have enough information to make strategic decisions at the departmental level.
Changing corporate standards
It was once believed that the more stable a company is, the better. Then a good company was one that could adapt to changes faster. Now a good company is a proactive one, that is, one that can better than others forecast changes in the external environment and predict the emergence of new needs.
Changing corporate standards
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For this reason, managers must act as entrepreneurs – introducing products to new markets, introducing new methods and technologies, including in the workplace.
All this requires creativity, ingenuity, initiative and a willingness to take risks. In today's environment, you need to react very quickly to changes while maintaining efficiency in order to achieve results. To do this, it is important to keep up with new technologies.
How a manager can develop key competencies
Various studies have been conducted on this topic. Thus, S. Zaitseva and Y. Itti created a pyramid of management skills, and the Google Oxygen division identified 10 key managerial skills based on surveys conducted among staff.
Numerous works have allowed us to draw a conclusion about the key skills that need to be developed first. Then a deeper dive into the industry takes place, taking into account modern trends and the needs of the environment.
Leadership
To be a leader, you need to be able to:
see and set long-term goals;
take risks while keeping a cool head;
constantly learn new information;
pay attention to your health;
make decisions quickly;
be an inspiration to people;
don't give in to other people's opinions.
What to read to develop managerial competencies in this area:
Joe Owen "The Leader's Handbook. 90 Skills for Growth and Development";
Stephen Covey "4 Rules of a Successful Leader";
John Maxwell "21 Irrefutable Laws of Leadership";
Daniel Goleman "Emotional Leadership: The Art of Managing People Based on Emotional Intelligence";
Martin Lanik "The Habits of a Leader: The Most Important Skills in a Few Minutes a Day."
Time management
To effectively organize your time, you need to learn:
maintain order in the work environment;
organize yourself;
set priorities;
eliminate distractions and get rid of time "thieves";
delegate tasks;
set goals for different time periods.
Literature:
Tanya van Essen Henry Schouwenburg, "Procrastination. First Aid";
David Allen "Getting Things Done: The Art of Stress-Free Productivity";
Dominica DeGrandis "Visualize Work: How to Identify Time Wasters and Optimize Processes";
Dan Kennedy "Tough Time Management: Take Control of Your Life";
Fergus O'Connell "Do Less: How to Stop Trying to Do It All."