When talking about employment with many employers, headhunters almost have the trouble of using the wrong person for an important position. At the beginning, they often feel that this person is good and put him in an important position, but soon they will find that this person not only failed to create performance for the company, but also brought many problems. This process is very painful and can only be replaced, This leads to a waste of a lot of time, costs and opportunities.

以上这类管理者善于沟通交流与包装自己，并且还攻于心计，往往在上级面前具有很大的迷惑性，短时间内容易获得上级的好感，占据重要岗位却无法为公司创造业绩。如果在前期企业无法判断这位管理者是否合格，减少用人的失误，将会造成很大损失。易德猎头从实际的用人经验教训总结出不合格的管理者往往具备以下表现：

The above managers are good at communicating and packaging themselves, and also attack scheming. They are often very confused in front of their superiors. They are easy to get the favor of their superiors in a short time, occupy important positions, but can not create performance for the company. If the enterprise cannot judge whether the manager is qualified in the early stage and reduce the mistakes in employment, it will cause great losses. Headhunter Yide concludes from the actual employment experience that unqualified managers often have the following performance:

爱表现，喜欢小题大做

Love performance, like making a mountain out of a molehill

在日常的沟通交流中，喜欢用一些大道理与概念来说一件很小工作或日常工作。其一是表现在过于包装上，例如，开口闭口谈大道理、战略、模式等，谈起大道理的问题侃侃而谈，从网上、书中了解一些东西就开始滔滔不绝，但面对企业的一个实际业务或人员使用问题却没有想法和措施。其二是表现在用流行的东西包装，如大数据、人工智能、区块链等流行时髦的词语生硬嫁接到自己的工作上，彰显自己走在时代前列，具有很强的创新精神。当然，企业需要创新，还要与时代发展紧密结合，但创新的出发点要根据企业发展情况来定，并且能够落地去实际问题，而非生硬卖弄流行词汇却不公司实际问题的管理者往往就是华而不实的。

In daily communication, I like to use some general principles and concepts to describe a small work or daily work. One is that it is too packaging. For example, it talks about the general truth, strategy and mode with open mouth and closed mouth. It talks freely about the general truth. It starts to talk about some things from the Internet and books, but it has no ideas and measures in the face of an actual business or personnel use problem of the enterprise. The second is that they are packaged with popular things, such as big data, artificial intelligence, blockchain and other popular and fashionable words, which are rigidly married to their work, showing that they are at the forefront of the times and have a strong spirit of innovation. Of course, enterprises need to innovate and closely integrate with the development of the times, but the starting point of innovation should be determined according to the development of the enterprise, and managers who can solve practical problems instead of showing off popular words but not solving the actual problems of the company are often Chinese and untrue.

这类管理者喜欢将时间和功夫全部用在如何跟领导汇报上，用在精心准备汇报材料上，与领导沟通的每个场景和细节都精心设计。但实际的工作却还是原来的工作，只是将原有的旧东西换了个形式包装一下而已，一定要警惕这类无法为企业创造利益的管理者。

Such managers like to spend all their time and effort on how to report to the leaders, carefully prepare the reporting materials, and carefully design each scene and detail of communication with the leaders. But the actual work is still the original work. It's just to change the original old things into a form and package them. We must be vigilant against such managers who can't create benefits for the enterprise.

遇到问题避重就轻，逃避责任

In case of problems, avoid the important and avoid the responsibility

在汇报工作时往往会经过华丽包装，但在实际工作业绩或要呈现结果时，往往是一些为做指标而做的表面指标，缺乏对公司核心利益有实质贡献的东西。在面对决策时，往往不敢决策，通常把问题抛给上级或者推给下属。在需要承担责任的时候，往往把责任推给下属。在管理中，往往对上级是迎合的态度，对下属是质问追责的态度。

When reporting work, it is often richly packaged, but when the actual work performance or results are to be presented, it is often some superficial indicators made for indicators, lacking something that makes a substantial contribution to the core interests of the company. In the face of decision-making, they often dare not make decisions, and usually throw the problems to their superiors or subordinates. When you need to take responsibility, you often shift the responsibility to your subordinates. In management, they often cater to their superiors and question and hold their subordinates accountable.

为了推卸责任，这类管理者在对具体问题发表观点时，态度往往模棱两可，不够鲜明，属于摇摆不定风格，并且将其包装成辩证思维。

In order to shirk responsibility, such managers often have ambiguous and unclear attitudes when expressing their views on specific issues. They belong to a swing style and package it as dialectical thinking.

管理方式逻辑混乱，前后不一

The logic of management mode is chaotic and inconsistent

这类管理者所呈现的东西往往只在表面形式上，并不了解管理原理，其实是存在内在逻辑的，深究起来前后的东西往往是不统一的甚是矛盾的。由于人的思维模式往往很难改变，这类管理者在平时的行为中也会出现类似的情况。注意观察会发现，如对一件事情的判断往往会在短时间内变化多次，如对同一类事情、统一类人的评价前后用不同的标准进行评价等。这种行为准则和判断标准不一致的人要慎用。

The things presented by such managers are often only on the surface and do not understand the management principle. In fact, there is internal logic. After deep study, the things before and after are often inconsistent or even contradictory. Because people's thinking mode is often difficult to change, such managers will have a similar situation in their usual behavior. Pay attention to observation and find that the judgment of a thing often changes many times in a short time, such as using different standards before and after the evaluation of the same kind of things and unified people. This code of conduct should be used with caution if it is inconsistent with the standard of judgment.

那么，如何判断合格的管理者呢?猎头分享一下几点可供参考：

So, how to judge qualified managers? Headhunters share the following points for reference:

关注逻辑和原理

Focus on logic and principles

真的管理者在沟通关注内容往往不在意形式，偏主观判断。在沟通过程中往往会深究其背后的逻辑，看起逻辑是否统一，看其是否了解其中的原理。一种方法是跳出其之前准备的材料来提问，临时出其不意提出一些之前其没有准备的问题，这样往往能够检测其是否理解背后的逻辑和原理。

Real managers pay attention to the content in communication, often do not care about the form, and tend to make subjective judgments. In the process of communication, we often study the logic behind it to see whether the logic is unified and whether it understands the principles. One way is to jump out of the previously prepared materials to ask questions, and put forward some unprepared questions by surprise. In this way, it can often detect whether it understands the logic and principle behind it.

通常情况下，一个对工作理解深刻的人，对回报工作往往简洁、明了，越能够抓住核心。往往不需要临时准备太多的材料，因为之前已经准备足够多，把问题思考地非常透彻。无论怎么提问，都可以从基本逻辑和原理出发简洁问题。但华而不实的管理者很难做到这一点。

Usually, a person who has a deep understanding of the work is often concise and clear about the return work, and the more he can grasp the core. There is often no need to prepare too many materials temporarily, because enough materials have been prepared before to think about the problem very thoroughly. No matter how you ask questions, you can solve problems concisely from the basic logic and principles. But flashy managers can hardly do this.

注重结果考核

Pay attention to result assessment

管理者不但考察其沟通能力，还需他做成了什么，而不是听其怎么说。工作业绩只看结果，太在意汇报的形式和说的技巧，往往会对管理者的业绩和能力判断出现很大误判

Managers not only examine their communication skills, but also what they have done, rather than listening to what they say. Work performance only depends on the results. If you pay too much attention to the form of reporting and speaking skills, you will often misjudge the performance and ability of managers

在对管理者下达工作目标这个环节，一定要重视。要和管理者充分沟通工作的目标，其工作目标要与公司的核心利益相关联，关键工作指标一定要明确可控，不能由管理者自己提目标自己考核。要注重管理者是否达到设定的目标，不要只听其说，而是看其实际做出的事情。

We must pay attention to the link of assigning work objectives to managers. Fully communicate the work objectives with the managers, and the work objectives should be related to the core interests of the company. The key work indicators must be clear and controllable, and the managers should not put forward the objectives and assess them themselves. We should pay attention to whether managers achieve the set goals. We should not only listen to them, but look at what they actually do.

重视调查背景与口碑

Pay attention to the investigation background and reputation

很多企业往往都对背景调查不甚重视，通过北调公司去了解一下这个人在之前企业的口碑往往很有参考价值。当然，这个背景调查不能是过于的，靠谱的公司更好，去跟之前和被调查者的上级、同事比较熟悉的人来做背景调查。这些人在之前单位的上级和同事对其评价都较差，后来去了解了一下，往往是避而不谈或直接说其品质有问题

Many enterprises often do not pay much attention to background investigation. It is often of great reference value to learn about this person's reputation in previous enterprises through the North transfer company. Of course, this background check should not be too official. Reliable companies are better. They should do background checks with people who are familiar with their superiors and colleagues. These people were rated poorly by their superiors and colleagues in the previous unit. Later, they went to know about it and often avoided talking about it or directly said that there was a problem with their quality

对人的判断和使用有一些参考的判断方法和技术，但更重要的是一些实际管理中的经验和积累。避免用错人的关键是观其行，而非听其言。

There are some reference judgment methods and techniques for people's judgment and use, but more importantly, some experience and accumulation in actual management. The key to avoid using the wrong person is to observe his behavior, not listen to his words.

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The above is the knowledge brought to you today. Jinan headhunting company has focused on the industry for many years and continuously provides users with valuable content. Please continue to pay attention to us for more content: //www.diypinata.com