2. The excellence of middle and senior cadres depends on whether he can train a group of outstanding reserve cadres. 2. The importance of training subordinates. 1. Case study: How do Johnson & Johnson and IBM train successors? 2. Some opinions on training subordinates. 3. The role of leading and cultivating subordinates and successors. 4. Why should we train subordinates and successors (1)? Training subordinates and successors is conducive to improving performance. (2) Training subordinates and successors is conducive to retaining talents. (3) Training subordinates and successors is conducive to improving the ability of the whole team. Third, ways and means of training subordinates 1, three ways of training subordinates and successors (1) opportunistic training (OJT)(2) independent training (SDP)(3) systematic training (OFF-JT)2. Case study: Introduction to IBM's training system III. Five steps of employee training. Establish internal training system and internal trainers. Case: the cultivation of corporate atmosphere and corporate culture in a manufacturing enterprise. Cultivate subordinates' management skills 1, guide employees' future needs (1), help subordinates to formulate personal strategies (2) career anchors and employees' careers (3) plan career and skill development with subordinates. Involve employees: the monkey management method helps subordinates to grow up quickly (1), lock in responsibilities-establish one-on-one responsibilities (2) save time, let employees take care of their monkeys (3) communicate responsibilities and results (4) authorize subordinates and successors to treat monkeys as their pets (5) do important but not urgent things so that monkeys will not be exhausted (6) it is also necessary to be happy to raise monkeys (6).