Be A Popular Boss.

Strong faith boss

All subordinates want a strong boss.

But many people have faith, but not from the heart, but from imitation, like this belief is easy to shake.

Once the boss's belief is floating, his subordinates will be shaken and unable to work safely.

That is to say, with conviction, we should decide on the work objectives, formulate work principles and plans, and resolutely carry them out.

Some executives take advantage of the "flexible" name to change their policies at will. There is no criterion for changing things. This will definitely affect the army's mind.

However, there are also subtle aspects in the position of senior officers. Because in many cases you want to do what you want to do, they often fail to complete because of the differences between the upper and lower personnel. This is also a lot of cases.

In fact, it is important that we should carry out the belief that we are accurate in our opinions and meet any objection.

Faith is not a bold move.

The latter is only a stupid act, and can not lead the masses at all.

We must be flexible and judgmental in carrying out our beliefs. You must consider all the considerations before making decisions. If we use the situation at that time to act, we must not avoid difficulties.

You can't imitate others' leadership skills, you must act through your own wise judgement.

Employees feel the value of work only when they encounter such a boss.

Treat subordinates fairly.

No matter in the questionnaire or the symposium, everyone agreed that "I hope my boss can be fair to others".

It is a matter of course to treat employees' affairs fairly. Why do we have to appeal so fiercely?

This reflects that some bosses do not seem fair in the case of accidents, so how to do things fairly is a great learning.

Just like in the distribution of work, on the one hand, nagging constantly, on the one hand, forcing him to work.

Or to do nothing about one day, turn a blind eye, and concentrate on another person.

Or assigning difficult and complex tasks to the green hands, but letting the skilled hands do some simple work is an example of unfair handling.

I have divided the work difficulty into six stages to analyze various jobs, for example, the old people take the D level work, and the unskilled ones work for B level, which shows the unfair handling of the supervisor.

Also, no matter how difficult the work is, if the time required to complete the work is exactly the same, it will be considered unfair in the eyes of subordinates.

At the same time, when managing more than two jobs or finished products, the supervisor always pays more attention to the items that he is more experienced or interested in.

At this time, another worker will notice that the supervisor neglects him and does not seem to value him, so he feels unfair treatment.

If someone is scolded, and some people are not scolded, it will burst out of discontent. Similarly, it is just to ask someone to do something or to show a cold attitude towards someone, which will cause unfairness.

At a forum, some female staff members reflected: "the boss will scold the staff, pay special attention to every move of the male staff, but it is very polite to the female staff. I hope there is no gender difference in the scolding of the subordinates."

The reason for their hope is to handle unfair relations.

In the eyes of other executives, the excellent employees in the eyes of their colleagues do not receive a raise or bonus, but it is certainly unfair to those who are not good.

Recently, a lot of companies have this tendency, that is to decide the reward by ability. Perhaps this can correct the unfair treatment in the past and improve the work idea.

Young people also want to adopt "strength" or "competency based" approach.

The ability standard, if we can open the door of employment, will also reduce the dissatisfaction caused by unfair treatment.

In this way, young people themselves should realize that life is a fierce competition based on competency. But what is fair and unfair is difficult to decide. Who decides fairness or not?

This is even more difficult.

If someone is dissatisfied with the idea that he is unfair, he will be honest about what is unfair and consult with each other.

A boss who knows the secrets of the heart

The secret of knowing the heart is that we have tasted the sweets and bitters of the world, and know the world of human nature.

But it doesn't mean to be thorough, as long as you can feel what you should feel.

For example, you need to know what to do, what to do and so on.

For example, in the early morning, when you greet people and ask questions early in the morning, some people will come back to you heartily, but some people will show you a wooden look and ignore you. At this point, you should associate with the atmosphere that your subordinates feel. See if your voice is heard from your subordinates sooner or later, you will have a better impression, or you can greet good morning before your subordinates have yet to speak.

Bosses who develop their strengths

Anything can be done as long as you can match your interests and sign your abilities.

People have their advantages and disadvantages. If they always expose their personal weaknesses, they will make people atrophy. This is just like the cultivation of flowers and plants. Once the atrophic disease is developed, the whole plant will wither.

On the contrary, if we can continue to play our strong points, our weaknesses will vanish unconsciously, or even weaknesses will become strong ones.

But some bosses will specifically pick holes in their subordinates and ignore their strengths.

A chief of the department took great care of his subordinates and asked me how to deal with it. I asked him, "you only see their weaknesses. Have you ever tried to understand their strengths?"

As a result, the old man couldn't answer the above sentence's merits.

In fact, everyone has their strong points, so I said, "you have to discover their strengths and not only pay attention to their shortcomings."

This approach will surely improve the shortcomings.

If you are looking for someone else's loopholes, it will be of no use at all, and preventing them from taking precautions is not good for you.

Explore the strengths of employees

But this is not the advantage of developing subordinates by speaking.

To develop subordinates' strengths, we must first explore their strengths.

Because ordinary people always find others' weaknesses easily, but they always ignore others' strengths.

Therefore, if you want to find out the merits of others, you might as well write down the list of strengths you have discovered, and then observe their shortcomings from the opposite side. At this point, you may find that this shortcoming may be his unique personality.