Training Subordinates' Self-Management Skills

　　 subordinate Of Self management Although it is possible and a positive goal, it is not easy to do it; it requires not only managers' skills to train, help and guide, but also great enthusiasm, patience and correct belief.

Many new managers often face several choices and other special contradictions in the mode of employee management: tolerance and moderate management can create a harmonious atmosphere, which can enhance sense of belonging, but can easily lead to ineffective regulation, form slack discipline, disorder of order, or even low efficiency. Strictly or putting all the details under the control of system and standard, it can guarantee quality and promote efficiency, but it is easy to cause repression, forming mechanical inertia, causing people to lose their sense of participation and innovation. Incentive based management is actually driven by incentive mechanisms, and combines respect, tolerance, understanding and institutional control to motivate and guide employees to achieve progress. However, this approach has its own problems, because motivation is not something completely formatted, and its realization depends on the quality and judgement of managers.

In fact, it is not difficult to solve the above problems. It requires managers to transform a perspective to deal with this problem, namely, from the perspective of "training subordinates' self-management ability".

SIEMENS has a slogan called "training yourself", reflecting the company's deep insight into employee self-management. Like all the top companies in the world, SIEMENS has incorporated the comprehensive vocational training and continuing education of personnel into the company's strategic development plan and implemented it conscientiously, thus creating a large number of employees with first-rate self-management ability.

Therefore, managers should help and guide employees to realize self management in their daily work, instead of requiring employees to think and act according to all the methods and programs that have been fully designed.

Luca, manager of the development department, said with emotion: "these days, young people in the department really do not let me rest assured that almost all their work requires the help of my colleagues or other colleagues. When they are faced with a task on their own, they often feel at a loss as to what to do. Moses, do you have the same problem? "

Moses is a manager who worked with Luca in the same period. She shared the same feeling: "I have to constantly ask about their work. I gave the project to one of them and they did nothing when they came out one day. How many times have you had such a thing? You can hardly believe it. "

"How do we deal with this kind of thing? I think the workload they have done for me is only about 80% of the workload I completed at that time."

"I also want to know what to do. I gave them pressure, but there was no use at all. And whenever I find a capable person, he jumps somewhere else. "

The two managers in the above examples do not know where the root cause of their problems lies. In their view, their subordinates may be lack of motivation and responsibility, and they may lack the good training they want. But these are not the crux of the problem. Their subordinates are most lacking in self-management skills, and they do not know how to arrange their time and work. If no one teaches them the skills of self-management and can not catch this fundamental, any other means will be ineffective.

Although the self-management of subordinates is both possible and positive, it is not easy to do it; it requires not only managers' skills to train, help and guide, but also great enthusiasm, patience and correct belief. So how can managers develop self-management skills of subordinates?

　 1. ask subordinates to manage themselves.

The manager may have conducted the following conversation with his subordinates:

"I ask everyone in our department to learn self-management. What does this mean? That is, you have to plan your daily work and execute this plan in your work. When you are given a task, you are asked to do it by hand, or ask other colleagues to find a solution to the problem. In short, you should be able to handle your work well without having to supervise me all the time - that's what I want you to do. {page_break}

"We find that many employees lack self-management experience. We will send you to attend training to help you use the knowledge you have learned in training here. If you can spend some time and energy in mastering this skill, it is not a very difficult task. Besides, you have to remember that if you master well, you will have more independence and your work will be more enjoyable. "

2. let every subordinate take part in self-management training.

This training, though not necessarily referred to as "self-management" training, has been widely carried out in many places. As managers, they should take the initiative to look for such training opportunities for their subordinates, because they can teach staff how to arrange their work and time reasonably, how to make practical plans and comply with them, how to set goals and motivate them to achieve these goals.

　 3. assign tasks that require self-management skills to subordinates.

Even after the best training, if there is no opportunity for timely practice, subordinates will soon forget what they have learned. Therefore, managers should do a good job arrangement for their subordinates after training, so that when subordinates come back to work, they will be able to use their learning skills. After finishing the training, the manager should prepare a task for everyone. When doing this task, the employees will consciously test their knowledge in practice.

What managers need to do is to enable employees to learn what they learn in time and learn self-management skills as soon as possible.

　 4. pay attention to and recognize every progress of subordinates in self-management.

Nothing is more important than this. Subordinates sometimes need recognition and encouragement. Therefore, managers should not be stingy with their encouragement and praise. Those who have made progress in self-management should be encouraged and rewarded, giving them opportunities to exercise self-management skills. Only in this way can the enthusiasm and initiative of the whole department staff in self-management learning be aroused.

　 5. let subordinates who are good at self-management help train new employees.

In doing so, the manager will be able to get the result of killing two birds with one stone. Those employees are not only better at managing themselves, but also help you train others in self-management. Because they have had such an experience, they will know how to help those new employees.

Two points need special attention at this time:

First, the reason why many employees are not good at self-management is that they do not know how to manage. Lack of self-management is first of all a capacity problem. If employees are incompetent, when they fail to implement self-management, it is useless to yell at or shout at them.

Second, if no one asks them to do so, they have no reason to manage themselves, so they do not have to learn how to do it. In short, employees' failure to manage their own phenomena is also an incentive problem.

If you want your employees to learn self-management, you must help them develop this ability, and at the same time, motivate them accordingly.

In early twentieth Century, Mayo put forward the theory of "human relations". He discovered the phenomenon of "informal organization" in workers' experiments in the Hawthorne factory of The Western Electric Company, and put forward the viewpoint that workers are "social people" instead of "economic men". He claims that the productivity of a worker depends largely on his attitude towards work and his relationship with the people around him. The theory of Meo and later Maslow and others can open up a vast space for the development of management. In the implementation and application of these humanized ideas, "staff should be respected, encouraged" and "should be given pleasure and satisfaction from work", employees' self-management has also been widely recognized and promoted. At the same time, any spontaneous self-management in an organization or department can lead to confusion. Therefore, the corresponding managers should properly guide employees' self-management.

" Guidance and assistance "Is a key element to achieve subordinates' self-management, which should be valued as a manager at a higher level.