How To Become A Subordinate'S Boss

Don't criticize and criticize subordinates. Bob Huff is a famous pilot pilot who often performs aerial stunts.

Once, after his performance from Santiago, he was ready to fly back to Los Angeles.

Unfortunately, just two engines failed simultaneously during the flight.

Thanks to his quick response and proper control, the plane landed.

Although no one was killed or injured, the aircraft was completely beyond recognition.

After Hoover's emergency landing, his first job was to inspect aircraft oil.

As expected, the Second World War propeller plane was equipped with jet fuel.

Back to the airport, Hoover saw the mechanic responsible for maintenance.

The young mechanic was already suffering from his mistakes and tears ran down his cheeks.

You can imagine that Hoover's anger at that time would be a great blow to this mechanic.

But Hoover did not reproach the mechanic, just stretched out his arm and surrounded the workers' shoulders and said, "to prove that you won't make any mistakes again, I want you to help me fix my F-51 plane tomorrow."

It is believed that Hoover's practice has already made the young mechanic remember the lesson for a long time and never make it again.

So, do you still think that it is the best way to criticize and scold subordinates who have made mistakes? Mistakes have already been committed. Blame and complaining are of no help. Why do you need to do that? Maybe your subordinates are not wrong, and you are breathing in the same breath to let each of you get the opposite side of each other. He finally chooses to leave.

So you should try to understand and understand them instead of scolding them.

It is far from enough to praise your subordinates for your subordinates.

Just imagine, if your subordinates made a mistake for the first time, he heard the accusation immediately, and the second time he did the right thing, but he didn't hear the praise.

If you were him, how would you feel? In 1921, when Charles Skoubo became the first president of the US Steel Corp, he got a $1 million annual salary. Why did the steel king Carnegie give him such a high salary?

"I think my ability to inspire my employees is the biggest asset I have, and the best way to make a person perform his best is to praise and encourage him to say," no more criticism than a boss's criticism of one's ambition.

I never criticize anyone.

I am in favor of encouraging others to work, so I am eager to praise and hate to pick fault.

If I like anything, it is my sincere praise and commendation.

Should we identify the merits of our subordinates and give them sincere and sincere praise.

They will certainly chew your words, regard them as treasures, and retell them all their lives - even if you forget them, maybe they are still repeating them.

So please remember this principle: warm, sincere praise of subordinates, appreciate subordinates.

The success of executives who encourage their subordinates to succeed is always deeply rooted in the minds of people.

The formation of sense of responsibility will help to build up self-confidence.

It also makes the subordinates more clear about their position in the organization, and even more appreciates their work and performance.

This has increased the determination of success and the chance of success.

As a leader,

You might as well give your subordinates a "heavy burden".

A man's work must be above his ability. "

This is a famous saying by Toko Toshio, President of Toshiba Co.

Challenging work will enable participants to exercise more physically and mentally, making him more capable and appreciative of his supervisor's trust in him.

William James, an American psychologist, said: "compared with what we should achieve, we can only be regarded as a" half awakened person ". We often use only a small part of our original wisdom.

So all you have to do is to praise and motivate your subordinates to understand their treasures and make the best use of them to make the most magical effect.

It is absolutely necessary to talk about the harmonious consensus between the two sides as a manager, and to talk with their subordinates.

Do not start with discussing disagreements, but start with emphasis and emphasis on what both sides agree.

It must be stressed that all of you are working for the same goal. The only difference is method rather than purpose.

According to the research results of psychology, when a person says "no" and his intention is really negative, what he does is not simply a word "no". His whole organization, endocrine, nerve and muscle, has all condensed into a state of resistance.

Conversely, when a person says "yes", there is no such phenomenon, and the body organization presents a progressive, accepting and open state.

Therefore, when you start talking with others, the more you create a "yes" and "yes" environment, the easier it is to get your partner to accept your thoughts.

Socrates, an ancient Greek philosopher, was eloquent in his eloquence. His whole method was called "the magic of Socrates".

All the questions he asked were agreed by the other party.

He kept getting one agreement and another agreement until he had many "yes".

He kept asking questions, and at the end of the day, almost unconscious, made the other person find his conclusion, which he opposed just a few minutes ago.

If you want your subordinates to agree with you, apply this thousand methods to your conversation with your subordinates, you will benefit immense.

Of course, the purpose of doing so must be to achieve collective goals.

It is wrong to admit that the manager is a human being. It is impossible to make no mistake.

We are not afraid of making mistakes.

I am not afraid to admit mistakes, but I am afraid I am wrong.

When you are wrong, admit it quickly and frankly.

In 2001, DELL admitted to its 20 senior managers: admit that he is too shy.

Sometimes it seems cold and hard to approach, and promises to build closer ties with them.

Everyone is shocked at the "introverted" DELL's public Introspection -- if DELL can change itself for the sake of the company.

Why do others not follow suit? DELL is not a whim, self criticism, or a sudden change of desire. The reason is that the survey found that half of DELL employees want to change jobs.

Subsequent internal interviews showed that subordinates thought DELL was not human, alienated and had no strong loyalty to him.

DELL takes the staff as a mirror to show that it is a shyness to cause trouble.

Is it wrong to be shy?

DELL's answer is: "if employees say yes, that is."

"Admit mistakes and recognize the mistakes of employees.

It is not the fault of one's own mind.

Of course, to admit mistakes is to choose the right time. The object and the way are not convenient.

Generally speaking, the sooner you admit your mistakes, the better.

DELL knows the result and will admit it in public within a week.

As for the object, the principle is to hurt anyone and admit it to anyone.

Admit your mistakes by using the most sincere way, not in your favorite way.

Recognizing your faults like face to face in DELL is the best way to feel your sincerity.

If you can't admit your mistakes to your face, you must adopt the closest way to face to face.

The experience of DELL is worth learning from.

Many times, this technique can not only produce amazing effects, but also be much more useful in any case than arguing for oneself.

To create a harmonious and relaxed environment, a harmonious and relaxed working environment determines the mood of a company.

The construction of this environment and the good material environment are of course important. The soft environment is equally important, and the supervisor is the builder and defender of the soft environment.

In the process of building such a soft environment, Mary Kay, the famous American entrepreneur, taught us a lot of knowledge: first, I hope others will treat others like that.

The golden rule of management is: "how do you treat others when you want others to treat you?"

Second, I believe everyone has expertise and must make others feel important.

How can a supervisor make people feel important? First of all, listen to their opinions, let them know that you respect their thoughts and let them express their opinions. Secondly, it is necessary for people to assume responsibility and to delegate to them, not to authorize the destruction of people's self-esteem. Finally, we should clearly tell people that you appreciate them in words and actions.

Third, take listening as a top priority event and master the art of listening. Smart managers are those who listen more and speak less.

The modern office is like a big family, which contains all its harmony and disharmony.

Therefore, the relationship between supervisors and employees is very important.

As a supervisor, you need to create such a one thousand environment to make your subordinates feel safe and independent. They can be trusted and not depressed. They can raise personal problems and not be disturbed by life.

I believe if you throw in peach, they will probably report it to Li in the future.