Leader: Learn To Say Thank You To Your Subordinates.

Managers who do not know how to give effective compliments and rewards to their subordinates are not in the minority. Their reason is: "salary is recognition of employees."

"As long as subordinates respect me, I don't care if they like me."

"If they want warmth, they can have a puppy."

But since the researchers began the survey of employee satisfaction, they found that employees had been looking for "carrot".

In 1949, Lawrence Lindau (LawrenceLindahl) conducted a classic study of employees' expectations of work. The results showed that employees most wanted something intangible: 1. felt their work appreciated and appreciated; 2., a sense of participation; 3., a considerate boss.

But in the past few years, the research circles have carried out these experiments over and over again.

Employees who often get "carotene" nutrition will better focus on the goals of the team and the company, and make the team go beyond the expected height.

Managers who are good at using carrots can attract talents, retain talents, and motivate them to contribute to the team's goals as much as they can.

) what value or goal have you achieved? ("this is the achievement of team effort, achieving our core goal."

What impact your job has on the company? "Without your help, we may miss the urgent needs of the company's most important customers."

Thank you ("thank you very much.")

)

The next example is probably the worst attempt to praise subordinates.

I really hope we can have more female volunteers. "

Adrian looked at it and almost stumbled. Not only did the director not express any views on his outstanding work for the organization, but he also speculated that he was a woman.

Because there are too many volunteers and their names are easy to misunderstand, but after careful consideration, Adrian found the truth: the director did not distinguish him from Adam, Eve or anyone else.

Managers' general "thank you for everyone's great work" and so on, will only make subordinates wonder: do leaders really know themselves and know what they have done?

Back to the company, you were hot and hungry, and the uniform was carrying cotton candy on the street.

At this time, the manager said to you, "Hey, Steve, you did a good job."

Hearing this, your reaction is: "that guy doesn't know what I did at all."

And the manager who really cares about your job may say, "Steve, in the period of no progress, I notice how you deal with those customers. They are a bit nagging, but because of your positive attitude, they are satisfied.

Thank you very much for your contribution. "

Subordinates can also see this difference clearly.

Actually, it is not painful to do it.

With a human, comfortable and attentive attitude, this attitude called "BuildingaFrontPorchttitude" also needs to be applied to work.

Ask about their assigned tasks, challenges in their work and their lives, listening and recording.

Records are very important. The information about subordinates in the conversation is that Paula likes dark chocolate, Kell likes vegetarian restaurants, and Scott's children are Lai An, Hanna and Scott respectively, all of which can be used when praising subordinates later.

And if you don't record these little things, you won't remember them.

After all, who do the subordinates work hard for?

The purpose of managers is to create a comfortable working environment so that every subordinate feels and understands.