编者荐语：
一个优秀的职业经理人，需要有影响客户、领导、下属认知的能力，需要自我整合资源的能力，还需要有很强的自驱力，尤其做变革管理工作！
这些年来，出于个人对流程变革这份职业的热爱，工作之余，长期保持着与外界各行各业同行管理者的交流，大家反馈，经常会遇到一些跳槽出来碌碌无为的空降职业经理人说：“我没有权力，我没有资源，领导不信任我，所以，很多事我不能做好”。
因为他们习惯一切都已经完备的组织。但真正需要空降职业经理人的组织，恰恰是多数都不完备。
你之前所在企业的管理体系，之所以完善，是因为有前辈把体系制度流程搭建好了，你在那里学习，利用流程为自己服务，而完善的流程体系促使个人又很容易成为螺丝钉，流程的目的之一就是把每个人都打造成螺丝钉。当你被中小企业或管理体系还不健全的大型企业挖走的时候，老板需要的是你结合企业现状去完善流程、组织体系，而不是你抱怨企业制度不完善、人才不健全、流程不合理。当你抱怨的时候，其实就是你根本不知道你来这个企业应该怎么做才能帮助企业解决问题，提升业绩。同样，你如果没有业务管理诊断能力，没有搭建系统流程的能力，没有落实组织进化的能力，对经营的数据也不太敏感，你也不要说自己是职业经理人。
理想的李想曾经分享过这样一段话：“在有些大的企业里有的人是修路的，有的人是开车的，我们经常招开车的人来修路，所以经常变成自己瞎折腾，浪费很多时间。”总结很到位。
因此，一个优秀的职业经理人，需要有影响客户、领导、下属认知的能力，需要自我整合资源的能力，还需要有很强的自驱力。
现实中，很多人，只会逆来顺受，老板叫他干啥就干啥，不去系统思考背后的原因。对他人不同意见，自己没改变认知的能力，只能无奈的顺应，或者就从来没改变他人的想法（记得曾经有一位老师分享过这样一句话：“改变他人需要改变他的舆论环境，变革要善于造环境”）。当几个项目同时出现的时候，大概率他总是获取最少资源支持，以至于他的项目无法实施。
无法改变他人认知以实现自己想法，大多数源于自己没有“肯定”的价值观，没有“确认”的相信（某件事某个人） ，没有对事务发展的“独有”认知原则和信念。（缺乏一眼看清问题本质的能力）
简单来说就是与上下游沟通和重塑共识，沟通和解决问题的能力差。本质上，是自己没有独立体系思维下的自信，或者没有形成系统的全面认知。
比如：作为销售岗位，你的客户不认同你公司（决策或者领导）；作为公司员工，你的领导不认同你或者你的同事朋友；作为项目负责人，高层不认同你的想法；作为领导，你的团队不认可你的各种行为等等。
你有没有能力，把自己客观认知的有效信息告知他人，去影响他人，因为你，缓解彼此之间的矛盾，不信任，不了解，到认同，配合，佩服。
你自己都不相信，你何来说服别人相信。
你自己都没信念，你怎么说服别人有信念。
你自己都没信仰，你何来沟通他人一起信仰。
你自己都没方法论，何来说服他人按你的方法论。
多问问自己，你相信你说的话吗？你有内心坚持的不容他人践踏的信念吗？你有对某人某文化，价值观信仰吗？你有自己独立系统的坚信不疑的方法论吗？
翻译：
Your power depends on your ability!
Editor’s Recommendation:
An excellent professional manager needs to have the ability to influence the cognition of customers, leaders and subordinates, the ability to self-integrate resources, and the ability to have a strong self-drive, especially for change management!
Over the years, out of personal love for the process change of this profession, after work, a long time to maintain communication with the outside world of peer managers in all walks of life, everyone feedback, often encounter some job-hopping out of mediocre airborne professional managers said: “I have no power, I have no resources, leaders do not trust me, so I can not do a lot of things.”
Because they’re used to organizations where everything is already complete. But most organizations that really need to parachute professional managers are incomplete.
The management system of your previous enterprise is perfect, because there are predecessors to build the system system process, you learn there, use the process to serve yourself, and perfect process system to promote individuals and it is easy to become screws, one of the purposes of the process is to make everyone into a screw. When you are recruited by small and medium-sized enterprises or large enterprises with imperfect management systems, the boss needs you to improve the process and organizational system in combination with the current situation of the enterprise, rather than you complaining about the imperfect corporate system, imperfect talents, and unreasonable processes. When you complain, in fact, you do not know what you should do to help the company solve problems and improve performance. Similarly, if you do not have the ability to diagnose business management, do not have the ability to build system processes, do not have the ability to implement organizational evolution, and are not sensitive to business data, you do not say that you are a professional manager.
The ideal Li Xiang once shared such a paragraph: “In some big enterprises, some people are road repair, some people are driving, we often recruit drivers to repair roads, so often become their own fiddling, wasting a lot of time.” That’s a good summary.
Therefore, an excellent professional manager needs to have the ability to influence the cognition of customers, leaders and subordinates, the ability to self-integrate resources, and the ability to have a strong self-drive.
In reality, many people will only accept what the boss tells them to do, and do not think about the reasons behind the system. Different opinions of others, they do not have the ability to change cognition, can only reluctantly adapt, or never change the ideas of others (remember a teacher once shared such a sentence: “Change others need to change his public opinion environment, change to be good at creating the environment”). When several projects appear at the same time, there is a high probability that he will always get the least resources to support his project, so that his project can not be implemented.
The inability to change other people’s perceptions in order to achieve their own ideas is mostly due to the fact that they have no “positive” values, no “confirmed” belief (something and someone), and no “unique” cognitive principles and beliefs about the development of affairs. (Lack of ability to see a problem at a glance)
To put it simply, the ability to communicate and reshape consensus with upstream and downstream is poor in communication and problem solving. In essence, they do not have the self-confidence of independent system thinking, or they do not form a systematic and comprehensive cognition.
For example: as a sales position, your customers do not agree with your company (decisions or leadership); As an employee, your boss doesn’t approve of you or your colleagues or friends; As a project leader, higher-ups don’t buy your ideas; As a leader, your team doesn’t approve of your various behaviors, etc.
Do you have the ability to inform others of the effective information of your objective cognition, to influence others, because you alleviate the contradictions between each other, distrust, ignorance, recognition, cooperation, admiration.
If you don’t believe it yourself, how can you convince others?
How can you convince someone else to have faith when you don’t have faith yourself.
If you have no faith yourself, how can you communicate with others to believe together?
If you have no methodology, how can you convince others to follow your methodology?
Ask yourself, do you believe what you’re saying? Do you have an inner belief that no one can trample on you? Do you have a belief in someone’s culture or values? Do you have a methodology that you believe in independently?
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