The unit you lead is like a train, as the saying goes: the train runs fast because of the headband. Therefore, it is very important to choose a good locomotive, which requires you to be good at selecting talents.

Selecting and promoting talented people in a timely and appropriate manner and promoting some capable people is not only conducive to the development of their own departments and units, but also allows them to make use of these promoted subordinates to understand the ideological conditions of other subordinates and do a good job of their subordinates accordingly.

The subordinates you have promoted and selected will be somewhat grateful to you, or at least have a sense of trust in you. When your leadership is struggling, they will reach out and help you through it. When you have everything in place for your work and only owe the east wind, they will often help you and take the lead in setting an example.

Promoted subordinates tend to be closer to other subordinates than you, and they usually have a closer relationship. Therefore, when one of your correct decisions is not understood and difficult to implement, as soon as the promoted subordinate takes the lead, everyone may follow suit, and if the promoted subordinate explains the reason for your decision to everyone, everyone may immediately understand it. At this point, the promoted subordinate has undoubtedly become your right-hand man.

Selecting and promoting talents among subordinates is not a random selection or promotion, but must be built on a well-founded basis.

First of all, the subordinates who are selected and promoted must be people who have both ability and political integrity and are convinced by other subordinates.

Some subordinates are indeed superior and outstanding in terms of business ability and technical level. However, they lack a minimum of professional ethics, often violate work regulations, and are unable to favor other subordinates.

If you are selected and promoted without analysis, it will be difficult to convince other subordinates, and if you don't get it right, you will also have bad emotions and bring trouble to your leadership work.

Some subordinates are good at winning people's hearts, treat people and things remarkably, never violate work discipline at work, and treat colleagues, bosses and others with a spring breeze and exquisite in all directions. However, this kind of person has a low level and poor ability in actual work, and the work tasks can barely be completed, but the quality is extremely poor.

This kind of talentless person, although other subordinates can give some praise, can never be promoted. If he is really promoted, new and more important work will make him unable to resist and defeat, which will not only affect the work of his department and unit, but also embarrass you, the selector.

What's more, although this kind of subordinate is praised by other subordinates for being good at uniting people, if he is really selected and promoted, then other subordinates will have opinions. They will think: this kind of person is just a good person, and his talent is not higher than others, but a little worse, why do they promote him and not us? Besides, he simply wasn't up to the task. The existence of such opinions is undoubtedly not conducive to the work as well.