The Art Of Managing Subordinates

When it comes to mistaken ideas when managers manage subordinates, the following points should be avoided. For example, A creates a confrontation between employees. For example, a project is being discussed with the client, almost signed, and the customer suddenly regrets that he wants to do something else.

A was rather puzzled about the matter and told the manager.

The manager bluntly said that it was B who wanted to do the project. If A wanted to get the project in the end, she would have a good fight with B.

This is clearly contrary to the creation of well managed management objectives.

Even if a manager is dissatisfied with the behavior of an employee, he is a member of the team after all.

Creating antagonism among employees will destroy the essential spirit of cooperation in a group.

Strategies and precautions: gather A and B together so that they can understand each other's ideas and guide the two to find a satisfactory solution.

In the future, we will encounter disputes between our subordinates and bear in mind that the first response should be: "listen to each other and overcome differences" and do not stand on the side of one side only.

He wants to be a buddy and wants to be a boss in the office building. Some employees complain like this: "I really don't know what the manager is doing these days.

He went out with us yesterday when he was off duty, as he used to say and laugh.

But today he called me to the office and trained me for a slow progress.

I'll be my friend for a while and my boss later.

I didn't expect him to treat us like this after being promoted. It's disappointing.

The manager who complained so much clearly confused the role of managers and ordinary employees.

The most unpleasant thing as a manager is to rectify his actions frequently.

If you want to be a boss and want to be an intimate friend of your employees, you will not be pleased at the end: subordinates will hate your "double faced" behavior, and your boss will blame you for your inefficiency.

Strategy and prevention: people who are promoted from ordinary employees to managers should convene a meeting of all subordinates, pointing out that due to changes in roles, he will act differently as formerly an ordinary employee.

To speak frankly about this change will help everyone to make appropriate adjustments.

If you want to play a new role, you shouldn't get involved in chatting, because your current task is to support every member of the team; you should take the role of a manager who can see the influence of management decisions in daily work instead of ordinary employees, and bring the experience of working with group members to the meeting of managers. They should not play too much role in the new role and make unnecessary alienation from their colleagues in the past. Do not put on a good posture because of being a manager. This will not only make the benefits of on-site promotion completely lost, but also create a gap between you and your employees.

A manager reminded an employee that the lunch was overdue, and that the report was overdue. The staff pointed out that other employees had problems like this, such as being late, someone leaving early, and so on, indicating that their behavior was no big deal.

This is a good idea. But next time, the mistake of the yuan manager lies in: first, the employees' performance and personal conduct problems will not be understood if you do not take care of them.

If you fail to let employees understand what is going on, they must be corrected, which means that problems will never be corrected, and you will be tired of dealing with them all day long.

Second, you may think that shelving disputes is due to good intentions for employees, but employees do not think so.

They will think that you are indifferent to the problems of the Department, and naturally they will react to this: "even the boss doesn't matter. What does it matter to me?"

One of the two skills that managers need to master is knowing when to intervene and when to retire.

In practice, deal with every problem according to the guidelines you have given, and persist until you get into the habit.

The manager found that the A employee visited a client before he went to work, but he did not call in time to tell him where to go.

A employees retorted: "I have worked here for five years, and have worked under several managers. Which time is not on call? I go to a client every few days to see if there is any new situation and talk with them.

For any other manager, I never have to report on my every move and why you want me to do that. "Too strict for subordinates will create many problems: show that you do not trust them, limit their ability to make decisions independently, and make employees lose their motivation.

The countermeasures and prevention are similar to that of "under strict conditions". Managers should also plan ahead when they intervene and when to retire.

It is wrong to know the strengths and weaknesses of employees and treat all employees in the same way.

Most people can do their jobs best when they have certain autonomy, so they do not need too much guidance and requirements.

There are often some employees who lack the skills of self-management. Some people do not even understand the most basic principles.

Such employees need more instruction.

As a manager, one of the goals is to cultivate a working group so that it no longer needs a "force worker".

Ai Ling does not encourage her subordinates to learn and improve. Sometimes she has to do a job of checking statements. But every time she collects data, she is asked to analyze others, so she really wants to master some knowledge of statistical principles or research methods.

When she expressed this wish to the manager, the manager said, "you can't do this job a few times a year, and no one will ask you too much.

Besides, we have just recruited several researchers.

All you need to do is to make sure that the number is right, and let the others do it.

The mistake of the yuan manager is that if Ai Ling is already a good employee, further improvement can make her more valuable. When you limit her improvement, she will not only be reluctant to make progress, but also lose interest in her already skilled work.

Strategy and prevention: the most natural way to increase employee skills is to allow them to cross the training of existing work, so as to ensure that at least two people in each department are competent.

Listen to the demands of employees.

When employees are demanding more fresh and attractive jobs, encourage employees to find a way to improve their skills so that they can become the backbone of the company.

If you have a job that is slightly beyond the scope of a certain employee, consider giving it to him.

Because it is also an opportunity for employees to become engrossed in their work and improve their demands in their work.

Zhang Bin is a professional designer, but he works in the production department of the company.

Recently, the sales manager put forward the design tasks for all printed matter to Zhang Binlai, including brochures, catalogues, posters, and even advertisements in newspapers or magazines.

Zhang Bin wanted to have such an opportunity to display his expertise in art and design, but he could not see the possibility in the production department of the company.

When the manager realized what he wanted to leave, he said, "you are a valuable employee here. I think we can do something for you to stay.

The company has a large marketing department does not mean that my department can not do some professional marketing work.

I'll give you some incidental work, such as designing packaging for our products. How can you make use of your artistic expertise? "The mistake of the yuan manager is that: (1) in order to cater to Zhang Bin's preferences, you have to make some inappropriate adjustments to the Department's work.

Design work is usually done by other departments.

Now you may be interfering with the work of other departments and cause friction between departments, or you can only let Zhang Bin do some meaningless work, because his design will not be adopted.

(2) for a long time, Zhang Bin may still leave because of his dissatisfaction.

Strategy and prevention: when a better employee tells you that he has accepted another job, he regrets his departure. If he is leaving because he has found an opportunity that can not be provided in your organization, he should be happy for him and express good wishes.

Don't make any promises.

See if there is any remainder.

The way to encourage the employee to stay should be good for the whole department.

If the condition of accommodation is not appropriate, do not mention it.

From the point of view of daily management skills, if we want to retain excellent employees, we should always express their respect for them and express their gratitude for every specific contribution they make.

Why do we need to eat a bite to make a wiser person? Why should a man be a sage or a wise man? In this changeable era, as a manager, it is easier to make mistakes in the judgement of situation and the use of authority.

As the saying goes, eat a cut and grow wiser.

But a higher level should be prevention.

Why do we have to eat a bite before we can grow wiser?