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How Does The Director Of The Office Mobilize The Enthusiasm Of His Subordinates?

2008/11/29 11:31:00 41930

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It is the foundation of office work that how to handle the relationship between the office director and the colleagues in the office.

In every work, it is very important to mobilize everyone's enthusiasm and give play to everyone's role.

Combined with several years of work practice, I will talk about three points and discuss with colleagues.

First, know others and do good.

The so-called know people is to understand their subordinates' knowledge, character and style.

Although we work together in the same department in the same unit, but because of their different qualities and talents, even the same person, their ability varies from time to time. Some people act decisively, act boldly and impetuously, and others are resourceful, gentle, affable, indecisive.

As an office director, we must aim at the characteristics of everyone and use their strengths to avoid weaknesses.

The other side of knowing others also includes music as a bosom friend.

Caring for subordinates, meeting the psychological and emotional needs of subordinates, and actively helping subordinates to solve practical difficulties are important ways to mobilize their enthusiasm.

"For the sake of friends", understanding, caring, trust, tolerance and respect for people, create a relaxed environment, easy to produce rational resonance and emotional echoes.

Therefore, as the most direct supervisor, they should often talk to their subordinates. They should praise and congratulate in time for their achievements in work. They are frustrated and need to be solace and comfort. There is a contradiction between colleagues. They should be resolved in time, and strive to create a pleasant, tolerant, understanding and friendly atmosphere and get rid of embarrassment.

In a word, we should consciously invest in our relationships and give people the feeling of being approachable, so that everyone can appreciate the warmth of the collective. Under the premise of politics, integrity and principle, we should properly relax the reins of management, respect people and trust people, and give their subordinates equal psychological satisfaction.

As a director, if he is not at ease in office, office or office, if he is not at ease, he will do everything he wants to do. He will be a son to be a grandson, and he will not be pleased with him.

A wise man knows the art of empowerment, good will and detachment. He is good at breaking through the encirclement of complicated affairs, giving the right to delegate to his subordinates, and excavating and utilizing his ability to the maximum extent, giving full play to his initiative and creativity.

On the one hand, colleagues will have certain autonomy and ability to play their roles. On the other hand, they can greatly stimulate their sense of trust and enthusiasm for work, so that they can perform their duties, do their duty, get their wisdom and accomplish their tasks, and they can also concentrate their efforts on matters of great importance and grow up to "blame Ren Tian".

Two, advocating "harmony" and "seeking unity".

Because of the different character, experience and division of labor in office workers, contradictions and inconsistencies are unavoidable in the work. This requires the office director to be good at overall situation, fully develop democracy, widely listen to different opinions, advocate "harmony" with subordinates, do well in unity, enhance cohesion and centripetal force, and give full play to the overall function.

However, it is not a simple reconciliation without principle.

On the contrary, democracy should be concentrated when it is democratic. Criticism must be criticized.

Only "harmony" and "unification" are liberalism.

For this reason, in the specific work, we should sing "good match with each other". We should respect each other and support each other. We should talk more about each other when we are in trouble.

We should try our best to play the internal Concerto, make overall plans, concentrate on time and make bold decisions, and really be able to afford, put it down, spread it out and get it together.

In the dialectical relationship between "harmony" and "unification", we should attach importance to an educational problem, persist in learning system, guide people with correct theories, inspire people with advanced deeds, and admonish people with negative examples.

At the same time, we should dare to criticize the shortcomings and mistakes of the subordinates. This is the requirement of truly caring for colleagues and conscientiously carrying out their duties.

But criticism must grasp ways and means, pay attention to propriety and environment, and distinguish different objects and adopt different forms.

Criticism should also be taken into consideration of the situation and attitude of the critics. If the other party can not accept it at the moment, it should ease the atmosphere in a timely manner, be sincere in criticism, and can not use sarcastic or sarcastic tone. If criticism is wrong, be bold enough to admit mistakes and eliminate barriers so as to unite.

Three, "tube" in "help"

“幫”即幫助。追求上進、渴望成材是一般人的共同心理。作為科室的“頭”對屬下的進步和成長應時刻關心，盡力幫其向上發展。那種怕“紅杏出墻”、人才外流的意識，或以本位利益為出發點，不給同事提供施展才能的機會的思想是錯誤的，是目光短淺的做法。“武大郎開店”式的領導是很難使同事把全部精力傾注在工作上的。

Therefore, we must try our best to make it feel that the leadership of the Department has the support and enthusiasm for supporting talents to stand out. Only in this way can our subordinates maximize their enthusiasm and creativity in their work and work together to think about their work.

In the process of helping comrades to move forward, everyone can establish a sense of collective honor, and everyone can actively put forward ideas and suggestions for every specific work so as to form a work atmosphere of departments that are not afraid of hard work and unity, so that the spirit of individual conscientious work, like salt in blood, is dissolved in the overall work of departments, so that management intentions can be dissolved in the conscious actions of comrades.