一、建立导师机制

1、 Establishing tutor mechanism

任何中层管理的成长都需要导师指引，这时由经验比较丰富的企业管理者担任新晋升的中层管理人员的导师，是个不错的选择。导师需要做到无私分享实战经验，负责辅导、帮助和指引他们，给他们放权，并提供相应的学习管理机会。

The growth of any middle-level management needs the guidance of a mentor. At this time, it is a good choice for an experienced enterprise manager to serve as a mentor for a newly promoted middle-level manager. Mentors need to share practical experience selflessly, be responsible for coaching, helping and guiding them, delegate power to them, and provide corresponding learning management opportunities.

二、采用管理轮岗方式

2、 Management rotation is adopted

具体如何培养中层管理者？可以定期让他们去不同的部门体验不同的工作岗位，以扩大他们对企业各个工作流程环节的了解，增进对不同部门及岗位的认识，提高部门之间的协作能力，减少部门摩擦。

How to train middle managers? They can go to different departments to experience different jobs on a regular basis, so as to expand their understanding of various workflow links of the enterprise, enhance their understanding of different departments and posts, improve the cooperation ability between departments, and reduce departmental friction.

比如阿里巴巴针对中层管理者的培养，实行“外招内养相结合，同时侧重于内部培养”的策略。定期开设培训课程培养管理者的思维和领导力，甚至自主研发了课程来培养管理者的心力。还会通过“一带一”的方式来培养，甚至采用轮岗的方式，锻炼中层管理者的管理、协调能力，提升他们的逻辑思维方式和素质。

For example, Alibaba implements the strategy of "combining external recruitment with internal training, while focusing on internal training" for the cultivation of middle-level managers. Regular training courses are set up to cultivate managers' thinking and leadership, and even self-developed courses are developed to cultivate managers' mental strength. They will also be trained through the "one belt one" approach, or even through job rotation, so as to exercise the management and coordination ability of middle-level managers and improve their logical thinking mode and quality.

三、让中层管理人员参与决策

3、 Involving middle managers in decision making

任何管理都离不开全面思考和系统思考的能力。如何具备这两项能力？可以在培养过程中，让中层管理者参与到高层决策会议，让他们就企业管理问题，如组织结构、奖酬机制等方面提出自己的建议。一来可以为中层管理人员提供分析和处理整个企业范围内的高层决策问题的机会和经验，促进了管理者的成长。二来可以挖掘中层管理者的创造力，同时能给管理层带来新的思路。

Any management is inseparable from the ability of comprehensive thinking and systematic thinking. How to have these two abilities? In the process of training, middle-level managers can participate in the high-level decision-making meeting, so that they can put forward their own suggestions on enterprise management issues, such as organizational structure, reward mechanism and so on. First, it can provide opportunities and experience for middle-level managers to analyze and deal with high-level decision-making problems in the whole enterprise, and promote the growth of managers. Second, it can tap the creativity of middle managers and bring new ideas to the management.

四、分配任务，监控进度

4、 Assign tasks and monitor progress

实践是成长进步的阶梯，而学会授权是实践的途径。授权对中层管理者意味着高度信任，授权者要学会将权力和责任全部给予，这两者不可或缺，否则只会产生推卸责任，或无从下手的局面。

Practice is the ladder of growth and progress, and learning to authorize is the way to practice. Empowerment means a high degree of trust to the middle managers. The delegators should learn to give all the power and responsibility, which are indispensable. Otherwise, they will only shirk their responsibilities or have no way to start.

在授权过程中，我们只需要做好三个步骤，就能轻松完成这项工作。第一步，清晰表达工作目的和内容；第二步，得到授权方的确认和反馈；第三步，与对方建立定期沟通机制。

In the authorization process, we only need to do three steps, we can easily complete the work. The first step is to clearly express the purpose and content of the work; The second step is to get the confirmation and feedback from the authorized party; The third step is to establish a regular communication mechanism with the other party.