管理小短文(2013-030)中层管理者如何脱颖而出.doc

管理小短文分享 人力资源部中层管理者如何脱颖而出？在职业生涯中，公司的中层管理者可能感觉如同置身于黑洞之中，尤其是越到上层，工作机会越少。但人力资源咨询公司OI Partners Inc.负责进行中层管理者领导力培训的执行合伙人玛丽安贡廷(Mary Ann Gontin)说，如果中层管理者能够像高出他们几层的领导那样思考和行动，他们就能从中层晋升到高层。准备好采取行动了吗？以下是具体做法。胸怀远大。高层管理者会被“不满足于埋首眼前工作”并明白他们的任务可能对其他部门而不只是自己的团队产生影响的人所吸引。征求建议。在承担新项目之前，向你的上司咨询，应该向公司中其他哪些领导汇报这个项目，这个举动表明你是从更宽广的组织视角思考问题，并避免了政治争议。这样做还能让缺乏安全感的上司确信你不会越级行事。学会沟通。了解上级和下级愿意通过哪种方式聆听你的意见：电子邮件、面对面交流还是包含大量数据的总结？不确定该采取什么方法？贡廷说，那就去问问他们吧。论功行赏。主持一个成功的项目并不意味着独霸所有荣誉。你应该有足够自信公开表扬员工，甚至在向高层管理者汇报工作时带上他们。对上级，你应该表现为一个团队领导者，而不是一个控制狂。掌控会议。在开会时有议程和明确预期，并“严格遵守”计划。如果事情偏离轨道，应该承认新问题并承诺稍后再讨论它。自我提升。任职资历并不足以保证升职。你应该自愿承担大项目、指导低级员工只要能证明你可以承担下一份更重要的工作，就该去做。贡廷说：“多数人在升职之前已经在做他们将要做的工作了。”积累资历。每年审视你的简历。如果没有可增加的实质内容，就应该自愿承担更多项目或报名参加职业发展培训。面对现实。即使是杰出的中层管理者也不一定能得到晋升。贡廷说，如果你所在公司的高层挤满了离退休还有几十年的40多岁的人，不妨开始考虑跳槽吧。In the course of a career, the middle rungs of the corporate ladder can feel like a black hole, especially as job opportunities thin at higher levels. But managers can rise from the middle, provided they think and act like the leaders several levels above, says Mary Ann Gontin, a managing partner who conducts leadership training for midlevel managers at human-resources consulting firm OI Partners Inc.Ready to make a move? Heres how to do it.Think big. Top executives are attracted to people who lift their heads up from their desks and understand the impact their assignments might have on other departments岸not just their own teams.Ask for input. Before taking on a new project, go to your boss for suggestions as to which other leaders in the company should be kept in the loop, a move that shows you are thinking about the wider organization and avoiding political dust-ups. Doing so also assures an insecure boss that you arent going over their head.Communicate. Figure out how people up and down the chain prefer to hear from you, be it email, in-person check-ins, or data-heavy summaries. Not sure what approach to take? Just ask, says Ms. Gontin.Give credit where it is due. Leading a successful project doesnt mean hogging all the kudos. You should feel confident enough to publicly praise staff, and even bring them along for debriefing sessions with senior executives. To higher-ups, youll come across as a team player, not a control freak.Take control of meetings. Have an agenda and clear expectations when running meetings, and be obsessive about the schedule. Should things veer off-course, acknowledge the new topic and promise to return to it later.Step up. Tenure isnt enough to land a promotion. Volunteer for big projects, mentor junior staffers岸anything that shows you can handle the duties of the next big job. Most people are already doing the job by the time they get promoted, Ms. Gontin says.Take stock. Review your r谷sum谷 annually. If there is nothing substantial to add, then volunteer for more projects or sign up for professional development.Be realistic. Even outstanding middle managers arent guaranteed promotions. If the upper lev