One: the middle level of airborne troops understands their position. As an air general, since they are responsible for management. Not only should we be prepared to solve various problems-including bosses, colleagues, subordinates, customers, etc. But you should also understand your environment. Only by understanding the company's history, culture, core business and many things behind it can we get along better with superiors, subordinates and colleagues. Second, the airborne middle level should gain the absolute trust and full support of the superior supervisor. There is no historical merit. In the short term, the foundation of airborne middle level is the trust of superiors, the authority comes from superiors, and the legitimacy also comes from superiors. A friend talked with his supervisor all night before he was hired as the department manager by his current supervisor. The two sides established a good foundation of trust, and finally made the superior make up his firm determination to fully support him. Friends have a stable future. Airborne middle-level people, when introducing new management concepts, will definitely have a gap with the reality or habits of enterprises. At this time, they need to borrow the name of their superiors, and even let your superiors personally promote them. But some ideas may be questioned or hesitated by superiors themselves. At this time, the foundation of trust comes into play, otherwise your superiors will doubt your loyalty and true intentions, and your pursuit will either be interrupted or ignored. Third, airborne middle-level personnel establish a mass base. Of course, it's no use just relying on your boss to support you. Mix with the masses, establish friendly relations with the masses from the beginning, and work will be much better in the future. Treat your colleagues equally, both those who accept you and those who oppose you. And in the short term, don't expect everyone to agree with you, but gradually transfer everyone's approval from your approval to some management concepts you put forward. When the airborne troops come to the new unit, the veterans will look forward to your arrival with all kinds of complicated feelings. Some people are full of hope that your arrival will change the management status of the company, get rid of the old and welcome the new, get rid of the disadvantages and get rid of the clouds. Some people are pessimistic and think that the company is like this. No matter who comes, there is nothing good about having one more person. Some people will watch carefully to see if your arrival is the source of living water in the world or a crow. In other words, they have certain rational expectations for your future administration. Fourth, airborne middle-level personnel should strengthen communication with old employees of enterprises and eliminate barriers. Airborne troops should change the old view of "once every emperor has one courtier" and strive to recover the old courtiers without moving a single soldier or killing a single soldier. We must make good use of the old team, build a new system, and avoid major changes, major cleanups, and drastic reforms. In management, put the old ones away first, and then improve them on the basis of the old ones. Especially the veteran, regardless of their ability, once you don't support you, you have almost no future, so the airborne troops should try their best to communicate with their subordinates so that the new management concept can avoid the opposition of the veteran to the greatest extent. The opposition of the old minister is usually instinctive. When the enterprise develops to a new stage and needs to be transformed, the old ministers will have a strong sense of insecurity, and your arrival will make them feel the actual threat. Therefore, only when you communicate with them better and let them know what benefits you can get in this way can your management philosophy be implemented. Fifth, the airborne middle-level personnel made achievements and spoke with facts. The second step for airborne middle managers to gain authority is to achieve results, while leaving no handle on small aspects. At the beginning of entering the company, while keeping a low profile, concentrate on the first core work, solve the first core problem, complete the first challenge, fight a beautiful battle, speak with your achievements, lead the team as much as possible, and never fight alone. When dealing with small specific affairs, try not to take all the responsibilities casually, but seize the key events and make key achievements. A company with imperfect management will not admire you because a supervisor has made outstanding details, but will be jealous because your status and credit are not equal. Of course, we can't ignore the details, we can't relax, we must do everything in place, and we must set an example in doing things, but we can't take this as the most important thing, and we can't be too unique and make ourselves inaccessible. Sixth, the middle level of airborne troops should improve the relationship with colleagues. Airborne soldiers do not do well, but also do a good job in interpersonal relationships with company employees and get their recognition. Back to work, stick to principles, make friends with them privately, and private harmonious interpersonal relationships can play a very good role in the work. But I have to remind you, airborne director: don't mess around. First, in order to get the support of your elders, you should form a small group with your elders and do some indecent activities, which will lead you into an unhealthy situation and arouse the resentment of your boss. Second, avoid forming a weak alliance with newcomers. Sometimes the enterprise introduces several middle and senior managers almost at the same time, and it is easy to form emotional friends because of the weak psychological activities of the new members, so several new middle and senior managers appreciate each other and form a weak alliance, which is harmful to their work. As the director of human resources, don't get too close to anyone in the enterprise. The middle managers of middle-level crisis enterprises refer to the managers, deputy managers, directors and deputy directors of various departments of enterprises. In a company, middle managers play a key role in connecting the preceding with the following. They built a bridge between the top and the bottom. Middle-level leadership skills management Middle-level leadership management skills refer to the knowledge, skills, abilities and attitudes that managers need to exercise effective management functions. Management skills are mainly reflected in the behavior of managers. The executive power of middle managers, the specific identity of middle managers is more complicated. In personnel relations, middle managers are the executors of orders in front of superiors and the representatives of corporate image in front of subordinates. They are entrusted by their superiors to manage a department and cooperate with other department managers to complete the tasks assigned by their superiors. To improve the skills of middle managers in enterprises, it is impossible for high managers to face every grass-roots employee every day, and grass-roots employees can't always feel the ideas and strategies of high managers, so it is necessary for middle managers to present a connecting link. In enterprises in China, the purpose of doing a good job in the performance appraisal manual for middle managers is to let the superiors evaluate and analyze the subordinate's post-holding ability and the degree to which they can play a role, so as to make the best use of their talents and arrange members objectively and reasonably. How to build the executive power of middle-level cadres ... often depends on the company's enterprise transcendence, and the key to improve the executive power of enterprises is to improve the executive power of middle-level cadres, because middle-level cadres are the backbone of enterprises and the hub connecting strategic management and front-line employees. Vocational skills training for middle managers The vocational skills training for middle managers is a standardized training according to the national vocational classification and vocational skills standards. The state stipulates that some posts must undergo vocational training and obtain skill level certificates before they can take up their posts. The annual performance appraisal form of middle managers in departments is the embodiment of corporate culture concept in management. Justice, openness and fairness are the most important assessment principles. Everyone is equal before the assessment, and no one is allowed to enjoy privileges in the assessment.