The Three "Reliance" and Three "Non-Reliance" of an Excellent Manager Source

Translated

In a team, some people are natural-born managers. They exude charisma and personal charm, effortlessly attracting employees who are willing to work for them. However, such innate managers are rare. Most people find management more challenging than they initially imagined. When they first step into a managerial role, they often realize that management is nothing like what they expected, leaving them feeling helpless and questioning their ability to be an effective manager. But the truth is, you don’t need to be a born leader to excel in management. Management is a skill that can be mastered through methodology. By adhering to the three "Reliance" and three "Non-reliance," anyone can become an excellent manager.

1. Rely on Systems, Not on Personal Relationships

There’s a classic saying: "Rules are rigid, but people are flexible." In Chinese culture, there’s a strong emphasis on "personal relationships" and "connections." Relying on personal favors and connections often seems more efficient than following formal procedures. However, in a team environment, managing through systems is far more effective than relying on personal relationships. The more you rely on personal favors, the weaker your team’s execution becomes, and the heavier the burden on the manager, until the team eventually collapses.

Without systems, personal relationships lack boundaries, limits, and resolution. Managers will eventually find themselves trapped by these relationships, unable to extricate themselves. For example, if a manager has a close personal relationship with an employee and turns a blind eye when that employee repeatedly violates the company’s attendance policy, other employees will notice and follow suit. This leads to chaos in attendance and a lax work atmosphere. When the manager finally tries to correct the situation, they find it difficult to enforce the rules because of the precedent set by their earlier leniency, leaving them in an awkward position.

On the other hand, with systems in place, personal relationships can be managed and utilized effectively. Systems provide a clear framework for work, ensuring fairness and accountability. First, systems ensure fairness. All team members operate under the same rules, and no one can receive special treatment or evade responsibility due to personal relationships. Second, systems improve execution. Clear rules and regulations help team members understand what they should and shouldn’t do, as well as the consequences of violating the rules. Within the framework of systems, managers can reasonably use personal relationships to their advantage, achieving a healthy balance between systems and personal connections.

The workplace is a place where labor and compensation are exchanged. Relying on personal relationships and hesitating to make decisions due to emotional considerations will ultimately lead to internal friction, exhausting the manager and dragging down the team.

2. Rely on the Team, Not on the Individual

"Let professionals do what they do best." This principle is easy to understand, but for managers, it can be challenging to implement. Managers often struggle to admit that they are less skilled than others in certain areas or to recognize that someone else might be more professional than they are. After being in a position of power for a long time, they become accustomed to giving orders and feeling superior. A company manager cannot assume that they know everything just because they hold a high position and have authority. Saying to subordinates, "Don’t argue, just do as I say," may seem like taking responsibility and making decisive calls, but in reality, it reflects extreme arrogance.

The goal of a manager is to lead people to achieve results. The purpose of a team is to accomplish tasks that cannot be done by a single individual, creating a synergy where 1+1 is greater than 2. Take Liu Bang, the founder of the Han Dynasty, as an example. In military affairs, he relied on Han Xin, whose exceptional strategic and commanding skills led to numerous victories in the Chu-Han Contention, playing a crucial role in Liu Bang’s rise to power. For strategy, Liu Bang depended on Zhang Liang, whose wisdom helped him navigate critical moments like the Hongmen Banquet, ensuring his safety and the continuation of his power. For logistics, Liu Bang had the full support of Xiao He, who meticulously managed resources, ensuring ample supplies of food and weapons, allowing Liu Bang’s army to focus on the battlefield without worry. It was precisely because Liu Bang could effectively organize and lead a team of experts, each excelling in their respective fields, that he ultimately defeated Xiang Yu and established the Han Dynasty.

In modern enterprises, teams consist of various roles, each requiring expertise in different areas. Only by allowing these professionals to focus on their strengths can a team operate efficiently. The primary responsibility of a manager is not to micromanage every detail but to have the wisdom to recognize talent and the ability to delegate authority to the right people. A great manager doesn’t get bogged down in trivial tasks, becoming overworked and exhausted. Instead, they lead a group of talented individuals toward a common goal.

3. Rely on Efficiency, Not on Overtime

On Zhihu, a popular question was: "Why do some bosses prefer employees who take 10 hours to complete 7 hours of work, rather than those who finish 7 hours of work in 6 hours? When questioned further, they say it’s because the latter’s workload isn’t full, or because empty workstations in the evening waste rent." Excellent managers focus on the final results of work. They know how to prioritize and don’t judge employees based on their willingness to work overtime. On the other hand, less competent managers equate overtime with dedication and commitment, as it’s the easiest metric to measure.

Whether from a practical or theoretical perspective, the essence of management is efficiency. In other words, management exists to improve efficiency. Everyone understands this principle, but in practice, managers often deviate from it. In the workplace, when asked, "Do you appreciate employees with high efficiency or low efficiency?" all managers will unequivocally answer, "I appreciate efficient employees." But when the question is extended to, "Do you prefer employees who finish work early and leave on time, or those who work overtime?" most leaders will respond with, "Why did they leave early? Is their workload insufficient?"

In reality, if overtime is occasional, managers can attribute it to low efficiency. But if overtime becomes the norm, managers need to reflect: Has overtime quietly become part of the company culture? Have employees started to take pride in working overtime and feel ashamed if they don’t? Have employees fallen into the trap of working overtime for the sake of it? As Konosuke Matsushita, the founder of Panasonic, once said: "Overtime is an unreasonable extension of working hours. True efficiency comes from proper planning and effective execution." Overtime should be reserved for emergencies or urgent tasks, not as a standard practice or a measure of employee dedication.

Managers must return to the essence of management, which is to improve efficiency. They should advocate for working efficiently, not for meaningless overtime. Managers must be vigilant: if overtime becomes a cultural norm, the efficiency of regular working hours will inevitably decline, and the entire team will lose its effectiveness.

In summary, excellent managers rely on systems, teams, and efficiency, while avoiding the pitfalls of personal relationships, individual heroism, and unnecessary overtime. By establishing clear systems, managers can ensure fairness and accountability within their teams. By leveraging the strengths of their team members, they can achieve greater results than any individual could alone. And by prioritizing efficiency over overtime, they can foster a productive and sustainable work environment. Ultimately, the role of a manager is not to control every detail but to create a framework in which their team can thrive. By adhering to these principles, managers can lead their teams to success without falling into the common traps that hinder progress.