Competent people may not be able to manage people
Being able to do it yourself is not the same as bringing everyone together.
Xiao Li, whose parents work in government agencies, returned to China after graduating from a major in mass communication in a well-known American university and entered a well-known media advertising department.
He started as a salesman, absorbed the advanced marketing concepts he learned, as well as his parents’ resources, coupled with his diligence and understanding, his career developed rapidly.
Soon, the company appointed him as the director of the advertising department to take charge of the operation of the advertising department.
It didn’t take long, although the sales staff in the advertising department continued to increase, and the performance was declining. Xiao Li was so anxious every day that he had to often charge forward, but this greatly reduced his overall management of the work in the department, and the advertising department fell into nowhere.There are many people talking and talking . Li Xiaoli’s IQ is undoubtedly relatively high. He went abroad to study abroad at a young age. He always can sharply smell business opportunities in work and collect information on manufacturing, customers and other aspects in time.Perfect and feasible marketing plan to continuously increase business volume.
But after such high IQ employees become leaders, they may not be able to follow other people to achieve continuous business growth.
Whether it is in the business world, or in institutions, schools, this phenomenon is very common. What is the reason for this?
First of all, managers with high IQs may be “scared.”
High IQ means that you have a strong learning ability, can quickly absorb new knowledge and ideas, and turn them into a part of your own knowledge structure, so as to gain an advantage in the competition.
With the increase of successful experience, individuals expect more and more of their own abilities, become more confident, and act more vigorously.
However, when such a highly intelligent person carefully manages the manager, it is likely that he will not listen to other people’s opinions, thinking that his subordinates only need to implement the concept of leadership and what the leader thinks is right.
The more successful he was in his previous career, the more confident he was and the more different voices and opinions he put aside.
But because of the change of position, the business to be handled is different from before. If you close your eyes and listen, it will inevitably go “not far away.”
There is no doubt that managers with high IQs may struggle to achieve “delayed gratification”.
Professor Sternberg, a psychologist at Yale University in the United States, believes that people with successful intelligence can well control their impulses, know when to persevere, and when to give up.interest.
In the enterprise, some managers with high IQs often get involved immediately if they find business opportunities, because they especially believe that “opportunities cannot be lost and they don’t come again.”
They have a strong feeling of winning, so it is easy to ignore some small and inconspicuous information. This asymmetry of market information is the source of most wrong decisions.
Nobel Prize-winning psychologist Daniel?
Professor Kahneman has used a large number of experiments to prove this limited rationality of man in economic activities.
And some high IQ managers often become impulsive and desperate leaders, with disastrous consequences for the enterprise.
Third, high IQ managers may lack a sense of equilibrium.
People with high IQs may have good ideas, may find good solutions, and solve practical problems well.
But as Professor Sternberg originally pointed out, the key question is: Can we achieve an effective balance of these three aspects?
Only by achieving an effective balance can we achieve the main goals in life and become a competent manager.
Scientific research has consistently shown that any success is the result of individuals using the ability to create and practice to adapt to the environment, choose the environment, and shape the environment.
Managers with high IQs should see both trees and forests.
Therefore, it is not enough to have a high IQ. Only by combining previous successful problem-solving experience with an open mind and creative exploration to achieve an effective intelligent balance, can an excellent manager be achieved.
Therefore, after becoming a manager, high IQ people must be good at listening to their subordinates’ complaints, reasonable accusations, and criticisms.
While maintaining independence, collect information extensively, effectively balance your intellectual resources, and achieve truly efficient and rational management.