The Best Distance Between Manager And Employee

In the cold winter day, two sleepy hedgehog want to hug each other for warmth and rest.

But the frustration is that both sides have prickles, and both sides of the thorns are sleeping peacefully no matter how to adjust their sleeping position.

So they separated a certain distance.

But it was too cold to bear, so I got together again.

After repeated twists and turns, two hedgehog finally found a suitable distance through their own efforts, and they could warm each other, but not to stab each other, so they slept comfortably.

This story reminds us of the distance between managers and managers in management practice.

Undoubtedly, hedgehog theory gives us the most appropriate answer.

But at the same time, the author thinks that the different form of work team will determine the distance between management and distance.

A team of problem-solving teams is usually not necessarily working together, but they may take several hours a week to discuss organizational issues such as how to improve product quality and how to increase sales performance, such as the project team or the quality circle that prevailed in Europe and the United States in 80s.

Managers who work in such a group usually do not need more management. Usually, they are more concerned about leaders' authority, coordination and determination, and do not care about the relationship between leaders and members in organizations. They are more willing to regard leaders' friendly relations with members as purely personal contacts.

Therefore, the leadership and membership of such a team can be very close.

This team is a popular team today.

General motors, Xerox Co and Pepsi are typical representatives of the self management team model.

Such an organization usually has a strong team spirit, but it also has its imperfections.

Relatively speaking, the management of internal members of the organization is rather confusing. Everyone feels that they have no right to interfere in the other side, or that they are not responsible for themselves.

But if you are a manager on the top floor of the team, you have to be very careful about the monitoring of this team, and of course, empowerment.

Because every move you make may feel your preference for someone in the organization.

But at the same time, you have to maintain good communication with some of the members of the organization so that you can better understand some decisions of the organization and your views on some issues, and use these information materials as reference for future management and decision making.

So in such a group, managers usually maintain an approximate distance from employees on the surface, but in private, they have to make further contacts.

This team mode is traditional mode of small and medium-sized enterprises in China.

A manager with several supervisors (usually no more than 4), and then each group has 5---10 employees.

Such a management framework is more in line with the traditional management mode and management thinking.

It can also be said that most management textbooks are designed for this type of organization.

At the same time, this kind of organization has relatively strong controllability, so in our country, especially those with relatively backward management ability, they prefer this mode, because it has a strong sense of security for the owners.

In addition, psychologists have shown that leaders working in traditional teams need to maintain close relationships with subordinates if they want to do well in their work. This is easy to win the respect of their subordinates. Subordinates are willing to consider the leadership from the perspective of leadership and do the best they can.

But at the same time, we should keep an appropriate distance, especially in psychological distance, which can maintain the sense of mystery of leadership and reduce the suspicion of subordinates or subordinates and subordinates, so as to avoid unnecessary fighting.

Of course, the following situations should be treated differently.

1, when you have only one subordinate, many small and medium enterprises often have few personnel, such as human resources department, enterprise department, customer service department and so on. Most of them are a manager with a "soldier" or two soldiers.

At this time, the distance between the two is very close, and there is a sense of symbiosis or dependence.

Management at this time is usually very simple and does not need to use too complex management techniques and means. Most of the time, as long as the manager orders, the subordinates will follow.

But the effect of performance is usually not very good, because the distance between employees and managers is very close. Managers usually feel embarrassed to urge or supervise their subordinates after they have arranged their work, even if they sometimes say a few words, they are also ignored because of intimacy.

Therefore, the most important thing to do is to keep psychological distance under such conditions, and do not exchange too much personal privacy in work. Although this is good for enhancing feelings, too close and no competitive pressure, if coupled with improper management, will lead to delays, slack and low performance.

2, when you have several subordinates, the situation is usually very complicated. If your subordinates are working with you, that is to say, when you work with them, your subordinates will usually be divided into several different forces.

The center of the circle is the red man in front of you.

Of course, there are probably the few people who manage the worst to form a small camp.

At this time, the most important task for a leader is to balance the relationship and distance between himself and all camps, rather than just the relationship with everyone.

Usually, we should pay attention to whether the arrangement of daily work is reasonable, whether the performance appraisal is fair, fair and the distance from each red man.

In the absence of special circumstances, the leaders should try to keep the balance of the forces in each camp, avoid the oversize of some camps, and disregard the authority of the managers, and cause the difficulties and inconveniences of management.

3, when your subordinates have more than a dozen people, most of the managers are playing the role that your position should play, rather than being yourself.

Under such circumstances, leaders should pay attention to their image and status maintenance in many jobs, and the distance between them should be appropriate or even far away, which is more conducive to their own authority.

But after work, we can go closer to our employees and be as approachable as possible, so that our employees will show more respect and fear in their work.

But not too close to each other, it is easy to expose personal shortcomings, affect subordinates' admiration for the leadership, or even cause disappointment.

The relationship between leaders and employees is also as close as that of a mirror or a person in water.

The hedgehog theory actually gives us a very meaningful hint, no matter how far or near, comfort and warmth are good.