People, property and property are the three major elements of business operations, and people play a decisive role. Nowadays, more and more entrepreneurs are aware of the great significance of people as enterprise resources, different from other production factors. Adhering to people-oriented and correctly handling interpersonal relationships within the enterprise is a major event related to the harmonious development of enterprises.

"Everything thrives when a family is in harmony", and the same is true for enterprises. If the interpersonal relationships within the enterprise are well handled, the enterprise will be harmonious and stable, the cohesion will be strong, and the reform and development will be healthy and orderly. As a business leader, how do you specifically handle the interpersonal relationships within the company and create a harmonious and stable internal environment?

Respect people, understand people, be considerate of people

Adhere to people-centeredness

The general principle of handling internal interpersonal relationships is to adhere to people-centeredness, respect people, understand people, and be considerate of people. Business leaders must have the awareness that they are equal in political status to their employees, but have different divisions of labor and no distinction between superior and inferior. Employees should be regarded as the owners of the enterprise, and leaders should be regarded as the waiters of the enterprise. With such a foundation of understanding, an atmosphere of mutual respect, mutual trust, mutual understanding, mutual consideration, and mutual support can be formed between leaders and employees. The world's retail giant Wal-Mart has nearly 400,000 employees. The company treats its employees not as "employees" but as "partners" and "colleagues." Sam Walton's experience is: "Care about your colleagues, and they will care about you"; "You give me a foot of respect, and I will give you a foot of respect." Every employee in an enterprise contains huge talents and abilities. The task of enterprise leaders is to maximize people's enthusiasm, stimulate their hidden energy, and bring maximum benefits to the enterprise.

Business leaders must, in accordance with the requirements of "power for the people, feelings for the people, and benefits for the people", always keep the safety of their employees in mind, and focus on the specific things that employees are eagerly looking forward to. Starting from the beginning, we will do our best to help them solve practical difficulties in production and life, so that everyone can get tangible benefits.

Both the principal and deputy positions must be positioned correctly

At the level of corporate leaders, whether they are principal or deputy, they must position themselves correctly. The principal should be open-minded, strict with himself, tolerant to others, modest and prudent, respect, care, understand and be considerate of the deputy, and establish a good cooperative relationship with the deputy in terms of mutual trust, mutual support, and sharing of joys and sorrows. As the core, he is arrogant and always tries to teach others. As the saying goes: "A kind word warms three winters, but a bad word hurts someone for six months!" When dealing with the relationship between the principal and the deputy, the principal must not forget this point.

As a principal, you must also learn to properly decentralize power, because human energy and knowledge are very limited. Historically, Zhuge Liang always used his own "tips" to guide others in their work, almost depriving everyone of the right to think. He was required to sign for more than 30 blows in the army, and as a result, he had "little food and trouble." One of the most important reasons for the defeat of the Shu Kingdom was that Zhuge Liang supervised too much and had to do everything personally. He was always afraid that his subordinates would not do as well as him and would disobey the late Emperor Liu Bei's instructions. As a result, all his subordinates were cautious and conservative. On the other hand, Cao Cao, who often made mistakes, was full of advisers and talented people.

As a deputy, when dealing with the relationship with the principal, you must first respect the principal, and secondly, do your own job well. This is the greatest support and help to the principal. As a deputy, in addition to handling the relationship with the principal, you must also handle the relationship with the parallel deputy. The main thing is to respect each other and negotiate.

Know people well and assign them well without seeking perfection

Business leaders must know people well and assign them well to middle-level cadres. Comrade Mao Zedong pointed out as early as 1938 that we must be good at identifying cadres, good at using cadres, and good at caring for cadres. He also emphasized: "The responsibilities of a leader, in summary, are mainly to come up with ideas and employ cadres." Excellent business leaders are good at discovering and using talents, and they are willing to use talents, as the saying goes. "The king chooses good ministers and uses them, and the birds choose good trees to roost in."

However, "No one is perfect, and no gold is pure." If you seek perfection and blame, no one will be able to use it. Therefore, when selecting and employing people, business leaders should make use of their strengths and avoid their weaknesses. This in turn requires business leaders to have a broad mind, the ability to handle complex interpersonal relationships, and the skills to turn decay into magic.

Business leaders must respect middle-level cadres, fully mobilize their subjective initiative, give full play to their intelligence, and avoid overstepping their authority.

That kind of leader's "one pole sticks to the bottom" approach is not only detrimental to mobilizing the enthusiasm of middle-level cadres, but also puts middle-level cadres and even ordinary employees in a dilemma.

“A bowl of water is balanced” to balance departmental relationships

Business leaders must implement the principles of fairness and justice when dealing with the relationships between various departments within the company. "The water in the bowl is equal", rewards and punishments are clear, and one should not be favored or alienated based on the size of the department, the amount of profit, and the priority of functions. At the same time, corporate leaders should encourage and advocate mutual respect and equal consultation between departments; treat each other with sincerity, tolerate and understand each other; take the overall situation into consideration and support each other. ■