In the past few years, I have met several bosses in the past few years, and each boss has his own unique way of behavior.

Some bosses stick to stereotypes and others are very creative. Those brilliant ideas have changed my life at least.

Lisa is such a woman boss who changed my life.

We worked in M company.

I am very good at dealing with difficult people. I find that Lisa has a lot of contacts with Lisa. I find that IQ is not the top, but her EQ is absolutely first-rate.

The charm of Lisa is reflected in its ability to deal with difficult people.

The chairman of the internal audit committee of the board of directors of M is chairman of the board of directors of another large company in our country, named Bush, who is known for his seriousness, severity and relentless reputation.

His company is a family business. When Bush was 40 years old, he gathered to rebel his father Bush and take over as chairman of the board.

Lisa's predecessor was not run short by Bush, and finally had to scrambled for it.

From the beginning, Lisa was like a seasoned matador, skillful in dealing with Bush. He accomplished all the tasks of the internal audit committee, and maintained all aspects of the Committee.

The two bosses of Lisa are also hard to deal with. One is our company's chief financial officer, Watt, and the other is chief financial officer, Bruce.

Watt and Bruce are a pair of red faces and white faces. Watt is proficient in finance. He is famous for his good and difficult questions. He is an expert in business. Bruce is kind and suspicious about people. He likes to repeatedly try to figure out his intentions and constantly ask questions to test the bottom line of each other.

Lisa's skill in dealing with Bruce is to be good at grasping the balance between obedience and insistence.

And Lisa helped bush, which helped Watt. Watt, chief financial officer, was most afraid of Bush.

Lisa's easy, flexible wrist and graceful manners won the praise of senior director of M. She won two promotions in three years, and finally became Vice President of audit of the company, and became one of the only two female vice presidents of the company headquarters.

She has been in Power Network Center for a long time with Lisa, and has found her an interesting feature: luncheon appointments are always full.

If I hadn't booked her a week in advance, I would never have had lunch with her.

Speaking of lunch, this is a unique social channel in American companies. It is necessary to mention it here.

Everyone's lunch habits are different.

Lisa's luncheon appointment is always full.

Unlike her fixed dining partners, her lunch partners are always different people, including the heads of other departments of the company, the finance chiefs of the branch companies, and the people outside the company.

Unless Lisa has a job to catch up with, she is always willing to borrow lunch opportunities to learn some noteworthy topics.

The practice of Lisa is in line with the power law that MBA teaches, that is, the so-called central model.

The center model advocates that a person should strive to keep himself at the center of the power network, be able to grasp the information in time, and keep abreast of the changes and mentality of all parties.

This center can supplement its own power and resources. Although Lisa has not been to MBA, I think she has used it very well.

Full trust and respect for employees, I occasionally talk to my colleagues about Lisa, and we all agree that Lisa is a good boss.

Lisa treats the ordinary staff very kindly, does not have the domineering authority; treats our several managers cordial and strict, no matter in any occasion, I have not seen Lisa loses temper.

I am the kind of person who can't wait to discuss with someone with a good idea. Sometimes my interruption of Lisa's thinking will make her feel absent minded.

But she never showed such an absence of mind, and always encouraged me to speak freely, and nodded frequently, as if I understood those thoughts.

But later on, I found that she did not fully understand the substance of some of these ideas.

But I still like to talk about my thoughts in front of her. Her patience and kindness make people feel relaxed and plain.

I think the reason why other employees like Lisa is also that. In front of her, everyone feels trust and respect.

Lisa is always a support for employees, and is a boss who always supports employees. No matter how much the internal audit department needs, as long as a potential employee has better opportunities for development, Lisa will not hesitate to make a green light.

Several movements that have taken place in our department have proved the idea of Lisa: we must let good horses ride in a wider world.

Sharon, an employee from Malaysia, has become the backbone of our department in less than two years because of his diligence and diligence.

Later, her boyfriend pferred to other cities, Sharon hopes to be pferred to the city within the M company.

At that time, I was the manager in charge of the Department, knowing that the backbone staff of the Department were in the dark, but Lisa still used a lot of ties to help her.

Though I did not find a suitable position for Sharon in the company at last, I knew Lisa had done his best.

Sharon finally found a job in a candy company. He also sent a special thanks to Lisa for the candy produced by the company on the first Christmas after leaving.

A boss's charisma to employees often needs to wait for the employee to leave.

The strength of a man is that he is a man, but his shortcoming is to do things. However, one has its own advantages, and its strengths and weaknesses are often complementary.

The strength of Lisa is for people, and for short is doing things.

Lisa is good at dealing with complicated interpersonal relationships and encouraging employees to surpass themselves. However, people's energy is limited.

When I joined the audit department, Lisa and I dreamed of turning our audit department into the auditing department of General Electric (GE), and became the cradle of the company's senior management personnel.

We have also made many plans for implementation, and have made good contact with GE.

But Lisa later spent too much energy on Watt, Bush and Bruce. Although he considered the boss's needs, he ignored the strategic direction of the audit department.

The idea of reconstructing the audit department has never had the chance to be implemented. In the end, no real progress has been made as a result of the movement of personnel.