How managers manage subordinates
As a manager, you should love your subordinates. The reason is very simple, that is, subordinates are working for you. They are our own people, and we are a team with the same goal. If managers treat subordinates as opposites, who will do things for you? A manager who only finds mistakes must not be a good manager. In other words, finding the shortcomings of subordinates does not mean how smart the manager is, but that he can make good use of a flawed subordinate to show his ability.
1. Managing subordinates means managing their work well. Managers must clearly define their job responsibilities and fully authorize them. At the same time, we must remember the following points: 1, authorization does not grant responsibility. That is to give subordinates the power to do things, but the responsibility for problems is still borne by managers, so that subordinates can fully let go of their hands and feet to do things, deeply feeling that "a scholar dies for a confidant." 2. Authorization is not a matter of laissez-faire. As long as the results are achieved, managers still need to supervise and guide the process to ensure that the progress of things can be controlled in real time without accidents. 3, to make a fair evaluation and rewards and punishments for the work of subordinates. Appreciate and reward good work results, point out and criticize things that are not good enough, and criticize things rather than people; And give appropriate punishment, the purpose of punishment is to let subordinates learn lessons and do better next time.
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Appreciate employees. 1, appreciation should be specific, aiming at specific events, not generalities. For employees, appreciating a specific event will make them more impressed, encouraged and grateful, and they will think that you really appreciate him because there are facts to prove it. 2, appreciation should start well and end well, and the most taboo is anticlimactic, such as praise at the beginning and criticism at the end. Understand that you appreciate, not criticize, employees. It is better to praise first and then praise, and it is forbidden to praise first and then criticize, so the meaning is completely different. 3, praise in public, employees will feel better. The performance of human nature is that you want others to know what a good thing is, and you have a lot of face. Therefore, it is best to praise this employee in public. He will enjoy being envied by everyone and will be grateful to you for a lifetime. 4. Appreciation should be recorded to show attention and formality. If you can record every compliment, on the one hand, you can understand the historical performance of employees, on the other hand, employees will feel really valued and the weight of appreciation will be heavier. 5. Take the initiative to look for opportunities to appreciate employees. Appreciate employees anytime and anywhere in daily work, instead of waiting for important events. Be a manager who really appreciates employees, and you will win the love of employees more.
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Criticize employees. 1, criticize quickly. There is a stove rule in management, that is, the hand feels pain as soon as it touches the stove, which is an immediate effect. So should criticism. Employees should point out their mistakes immediately, but not for too long, so as not to be impressed. 2. Private, face-to-face criticism and false guidance. As mentioned above, human nature wants to be appreciated in front of everyone, and at the same time, it wants no one around to know when it is scolded. Managers need to take care of employees' face, and some employees even leave their jobs angrily because they have lost face in public criticism, which violates the original intention of criticism. 3. Recognize the facts of the mistakes made, and pay attention to asking and listening. * * * Knowledge management is very important. Managers' misjudgments of employees should also be recognized by employees. Employees should be given a chance to speak, not a scolding. In this process, they should pay attention to asking and listening. 4. Do things right, not people. Criticism is aimed at the specific behavior of employees and should be based on facts, not at themselves. Criticizing or even attacking people themselves is the most taboo. 5. Explain the importance of a job. In order to make employees aware of the seriousness of the mistakes he made, it is necessary to inform employees of the importance of this job so that they will not make it again. 6. Agree on the remedy plan. Criticism is not only to make employees realize their mistakes, but also to find them.
Wrong solutions and solutions, if you can reach an agreement with employees on the wrong solutions, you will really achieve the purpose of criticism. 7. End criticism with positive words. In any case, the next work still needs employees to continue to do, so it should not be suppressed blindly, but should be encouraged and affirmed so that employees will not lose their enthusiasm for work because they are too depressed.
How managers communicate with subordinates
1, "greatness" comes from treating little people.
Leaders and subordinates are equal in personality, and different positions are unequal in personality. One sentence is right: "greatness comes from treating little people." Respect your subordinates, in fact, you get more and more prestige. Every time the bank president enters the gate of the unit, he always asks questions from the doorman and the temporary workers in the mail room, and he is very easygoing, which makes these temporary workers feel very cordial. Compared with regular workers, temporary workers have a sense of inferiority and are often looked down upon. However, the practice of bank leaders has greatly touched them. More importantly, these so-called small things have greatly enhanced the prestige of the president and become a topic of praise.
Things are often so mysterious. The more you put on airs in front of your subordinates and make them obey your big leadership, the more you will be looked down upon by your subordinates and think you are a "successful villain"; The more you treat "little people" well and respect them, the more great you will appear in their hearts.
2, more incentives and less reprimand.
Everyone has his own eager "evaluation" in his heart, hoping that others can understand and praise him. As a leader, we should give encouragement and comfort in time, and recognize and praise certain abilities of our subordinates. When subordinates can't accept a task happily, the leader will say, "Of course, I know you are busy and can't leave, but only you can solve this matter." I'm not sure about the rest. After thinking about it, I think you are the best candidate. " In this way, the other party can't refuse and skillfully turn the other party's "no" into "yes".
This persuasion skill mainly lies in giving appropriate praise to the inherent advantages of the other party, so that the other party can obtain psychological satisfaction and accept the work task with a more pleasant mood. Pay special attention to the shortcomings or mistakes in subordinates' work, don't scold them directly, analyze the root causes of the mistakes with your subordinates, find out the improvement methods and measures, and encourage them to do well. You should know that reprimanding will make subordinates rebellious, it is difficult to calm down and bring hidden dangers to future work.
For example, if you are a leader, you lead several subordinates to play bowling. During the game, the ball thrown by the subordinates knocked out seven. As a leader, there may be two expressions. One: "awesome, it's not easy to knock down seven at once!" " This language is inspiring and the other person sounds comfortable. The response is "I will definitely play better next time!" ".Second:" Too bad, how come there are three left! What's the matter with you? "In order to reduce the pressure of the leader on himself, the other party will have defensive thinking and ideas, and its reaction is:" I have knocked down seven others, and you are not as good as me! "Two different practices, different languages, the former plays an incentive role, and the latter produces rebellious psychology and produces different behavioral results.
Positive encouragement and negative reprimand will have two different results for subordinates, and more importantly, psychological influence, which is the most fundamental.
3. Put down the shelf and consider the problem from the perspective of subordinates.
As the saying goes, put yourself in others' shoes and feel the same way. As a leader, when dealing with many problems, we should put ourselves in others' shoes. For example, persuading subordinates is not because they don't make it clear, but because the leaders don't think about each other. The key is whether what you say is what the other person needs. Change the position, the leader puts down his airs and expects the position of the persuaded person. At the same time, he put the persuaded person in the position of leader, expressed his difficulties and grasped the concerns of the persuaded person, so that communication would be easy to succeed.
You can solve problems for subordinates from the perspective of subordinates, and subordinates can also solve problems for leaders and help you improve your performance.
4. Leaders should be true friends of subordinates.
Speak out, move with emotion, and understand with reason. The persuasion of leaders can be said to be emotional conquest to a great extent. Only by being good at using emotional skills and moving people with emotion can we move people's hearts. Emotion is a bridge of communication. If you want to convince others, you must build this bridge, reach their psychological fortress and conquer others. When the leader talks with the other party, he should let the other party feel that the leader has no personal purpose or bad intention, but sincerely helps himself and considers the immediate interests of his subordinates. In this way, the hearts of both parties will be much closer, resulting in the effect of "one of their own" and "buddy".
Emotion is the link of communication. Leaders can make good use of it, make friends with subordinates, and make themselves the true self of subordinates, which is the main force to achieve group goals.
Humorous language, relaxed humor.
It is very important for leaders to talk with subordinates with humorous language and relaxed humor, and create a harmonious conversation atmosphere and environment. When talking with subordinates, superiors can appropriately decorate some witticisms, jokes and two-part allegorical sayings to achieve good results. As long as it is used properly, it can make abstract truth clear and humorous, and it will produce an attraction and make subordinates willing to communicate with leaders.
The language art of leadership, for subordinates, is not only a kind of enjoyment, but also an incentive, which can narrow the distance between superiors and subordinates.
6, often talk to subordinates, enhance cohesion.
When a departmental cadre was an ordinary clerk, his leader (departmental level) once met him on the road, greeted him, shook hands and said hello. Although this was a casual move by the leader, it caused a great shock in his heart. After he came back, he couldn't be calm for a long time. At that time, he thought it was the attention and recognition of the leaders. Since then, he has done a very good job and has been praised by the unit leaders and superiors. Now this employee has been promoted to the leader of a certain department and unit, and often has a wide range of heart-to-heart talks with subordinates, talking about work, talking about life and talking about development. Every time he speaks, the employees are greatly encouraged. It is this move that enhances the cohesion of all employees and makes the whole work colorful. Frequent conversations with subordinates can fully understand employees' views on the development of the unit, employees' mentality, emotional changes, feedback on their work, etc. It is conducive to better work.
Every employee wants to get the attention and ability recognition from his superiors, which is a psychological need. Frequent heart-to-heart talks with subordinates are of great significance to the formation of group cohesion and the completion of tasks and goals.
Speaking in public should inspire subordinates.
7. Speaking in public belongs to public communication. If a leader or manager does not speak violently in public, his words are dull, his taste is dull, and even he is not organized, then the prestige of this leader in the hearts of the masses will be greatly reduced, because leadership is a symbol of ability for the masses. Speaking badly in public will be considered incompetent by the masses. This requires leaders and managers to improve their language skills and train themselves to be good at speaking in public. Speaking in public can boost morale, motivate subordinates, unify the pace of thinking, help form a strong centripetal force, and make the masses devote themselves to their work with full enthusiasm. The charm of public speaking will affect the morale of subordinates. In people's minds, a real leader should be a leader supported by everyone. Even if you think you are appointed by your superiors, if you are not recognized by everyone, the leader is just an empty shell and has no practical significance. Because leadership can only be reflected in group performance. The purpose of effective communication between leaders and subordinates is to maximize their potential and improve team performance.