Criticize Employees To Understand The Principle Of "Big"

As the saying goes, "jade does not work but does not work."

As a

Case: how should I point out the shortcomings of subordinates?

First of all, I think I am not a person who takes the blame and is too strict. I know that there is no perfect employee in the world. I will not ask any employee to achieve everything.

So, please do not reply to me with these great truths. What I need now is technical moves.

Secondly, what I have been puzzled and pondered over these days is whether I should raise the shortcomings of my subordinates.

Shortly after my recent visit to the company, I felt that several employees' abilities, professionalism and experience were not suitable for their positions.

Our company is a network company, and its profit mainly depends on advertising revenue.

From time to time, I will point out that their mistakes in their work are very specific mistakes, not general principles.

But then they all ran away.

They say I am not a good leader and I always know complaints.

Heaven and earth conscience, I am a very positive attitude, never complaining about people, experienced a variety of blow and this heart will not change.

So their departure is not a bad thing for me. I am just worried about their future.

But now there is one thing that makes it difficult for me to grasp.

In the rest of the old staff, my assistant can be said to be my sworn followers, and I will talk with her about almost everything in the company.

She is also very considerate of the company. She always works hard and works overtime.

But she has 2 problems that I can't accept: one is selfish, and the other two likes making excuses.

Because she is the most sincere staff of my side. Naturally, her power is larger than that of the general manager. She will report more when she is reimbursing, or when she is shopping, she will buy some small things for herself.

And I like to make excuses for myself.

For example, there will be excuses for being late.

Quite a few of them are unfounded.

I hesitated and ponder for this problem for a long time, but I finally said it.

Because I think a large part of the company is on her. If she does not correct this shortcoming, I will be very worried, and it will also be disadvantageous to the development of the company.

When I said it, I used one thing to say it.

She didn't do that well. When I criticized her, she even said that it was caused by other employees' lack of cooperation.

This annoyed me a little, and I thought it was mostly because of her own confusion.

But I telephoned another employee to verify the situation. It turned out that the colleague did not receive a clear task assignment. (of course, if the male colleague is enough to see eye to eye, he can also think of this task, but I don't think we can ask for an employee like this).

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So I took advantage of it and took the opportunity to count her faults.

I told her why I was so angry. It was not just the matter at the moment, but her own shortcomings.

This is a great thing. Since then, her enthusiasm has been greatly affected, and she is no longer so active in her work. She is no longer asking me how to do things. She only does things in the right way every day, and no longer expresses her opinions.

You told her to do it, and no longer remind me of it.

So, I am really confused: what should I do if my subordinates have shortcomings? I am also a general manager at any rate. Can I not even say the faults and shortcomings of subordinates in their work? Why do they react so much when they mention their shortcomings? Is not resignation or elimination?

Do not impose on others what others do not want.

I also think about it, but I feel that if it is a mistake in my work, I hope to be corrected, though sometimes I feel bad, but I know which ones are deliberately pruning and which are sincere suggestions.

So, what should I do next? Do I have to leave the shortcomings of my subordinates? Or should I do something else? But what way should I change it? But I am really good at the staff, so that, like brothers and sisters, I do not like to put on the rack or command the tone to assign tasks.

My view:

In fact, at work, many people talk about salary or treatment related problems, they will say, "first I declare that I do not value money, but..."

But we all know that when he deliberately emphasized that he did not value money, he was telling others that he was really serious about money.

From the Internet user, "first of all, I think I am not a person who takes the blame and is too strict. I know that there is no perfect employee in the world. I will not ask any employee to achieve everything.

So, please don't reply to me with these great truths. What I need now is technical moves.

Combined with the actual effect of employee management described later, his problem is precisely that he is "asking for blame".

Moreover, all his actions just show that he does not understand the "great truth" of his staff's criticism and encouragement.

As a general manager, his career development will be greatly restricted if he pursues only the skill of "skillful action" but can not really understand the "great truth" of people's heart and humanity.

In particular, the general manager is still a professional manager.

(because he said, "I'm new to the company soon").

Then, what is the "great truth" of criticism? In my view, it is reflected in:

1. when managers manage employees or interact with others, the key to achieving the desired results is not how noble or correct your motivation or starting point is. The key lies in the feelings of your relative person (or employee) who criticize or interact with him.

If his feelings are "negative" or "negative", then your critical behavior will only yield the opposite result.

And the netizen described himself "they all ran away."

They say I'm not a good leader and I know all day long.

It is precisely that he is a little too "self". He still does not know how to criticize people to be effective. First of all, he should pay attention to the so-called "great truth" of the inner feelings of the critics.

What is more fatal is: after forcing away so many employees, he still feels that the problem is not in himself, but only in others (because he himself says, "heaven and earth conscience", I am a person who has a very positive attitude and never complaining about others, and has experienced all kinds of attacks and his mind has not changed.

Therefore, their resignation is not a bad thing for me, I am just worried about their future ".

2. because of this, I think it is necessary to explain that as a manager, you need to effectively criticize others and let others accept the shortcomings you pointed out. You need to understand the "big" principle.

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One of the biggest reasons is that you should give your criticisms and feedback to you in the way that you really help the other person's progress and use the way you can not lose the self-esteem of the other person and bring positive emotional experience to the other person (at least not a negative emotional experience).

3. if you have to criticize skills, the greatest skill is to work hard.

Think about it.

If you give your client feedback on a different opinion, what will you do? You will think of a way that he can accept most, and try to tell him that your opinion is in his favor.

Right? So, if you want your employees to accept your criticisms, you might as well try to treat your employees as customers and treat them with your heart.

Let me give you a case of my own negative feedback to employees:

At the stage of the project, the customer drove us to the airport, and some beautiful old songs were on the train.

My colleague in a project group was very happy because he wanted to "relax" and "take a holiday". When he heard these beautiful songs, he couldn't even restrain his joy, and began to "humph".

Of course, TA hum certainly didn't have a good record, so the customer immediately raised the volume of the music several times! But my colleague didn't realize it was still humming.

Guess how I reminded my colleague?

I sent a short message to TA.

The content is as follows: "XX, guess why, why do customers suddenly turn up the volume so high? I think there are two reasons: first, he really likes these songs; another reason is that he may want to cover your humming.

What is the reason? We don't know.

But if I were, I would tend to think of second reasons.

In my view, action based on the worst estimates usually achieves the best results.

Because it has the least risk.

What do you say? Of course, I know you're going home. I'm very excited. I'm very happy! I'm also very happy.

Why not let us accompany the sound of music, in our hearts secretly happy, "nothing to steal a happy one?"

Guess what the effect of my SMS is after sending it out? The employees are smart! They read my text messages.

No more humming.

And I did not lose the opportunity to commend the customers who sent us, "the selected music is very nice!" and took the opportunity to make an important telephone call.

Since then, we have been accompanied by soothing music, walking on the high speed road to the airport.

Everyone is happy.

So, what did I notice when I gave the "negative feedback"? I noticed three points: first, in the form of SMS, no one knew that TA had corrected my behavior because of receiving my text messages, so that I didn't hurt TA's face. Two, I discussed the truth with TA in the way of communicating life experience (employees are reasonable. Therefore, I do not agree with the netizens in the case that "I sometimes point out that they made mistakes in their work, which are very specific mistakes rather than general principles."

You only have to convince your employees that he will accept your criticism with sincerity. Three, I have expressed my understanding of the humming behavior of TA, and gave another suggestion of expressing joy in a joking way: nothing is stolen.

4. in fact, just as a good child is praised, good employees are praised.

Therefore, as a manager, you need to know if you want your employees to act voluntarily.

A) positive guidance can make employees change more than negative ones.

In a positive way, you need to set examples and benchmarks, and use demonstrations (preferably you take the lead) to infect employees and promote staff changes.

Rather than single criticism.

B) criticism should understand "grasp the big and let the small", and do not always stare at some minor details.

What is "big"? The principle is big, the value is great, and the performance goal is big.

These are contrary to and can not be achieved. They must be determined to pursue, rather than like the netizens in the case, "I am really good at the staff, and as well as brothers and sisters, I do not like to put on airs and rarely use the imperative tone to assign tasks.

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Strict demands are not related to whether or not to put on airs.

At the same time, we must know how to let go.

Don't take too much of a small section (especially with your own habits, ideas or ideas). You can't even complain about the whole day as the employee reviews.

Just imagine, who would like a person to deny his leadership every day?

5. don't always criticize yourself and learn to create team atmosphere.

As managers, especially senior managers, learn to pform the things you advocate, the values, behaviors and ways of thinking that you advocate into the culture and atmosphere of a team.

In this way, you can let all the members of the team supervise you and criticize you instead of always doing everything yourself, attracting all the firepower to yourself and putting all the problems on your own.

Former US President Eisenhower once said, "leadership is an art, it enables people to do what you want them to do, and they are very happy to do it."

In fact, as a leader and a senior manager, your words, actions and actions, decisions you make, what you say, and even the expression on your face will affect the morale of the staff. Only the correct guiding ideology can make you behave correctly.

Do you say that you, as a manager, do not learn effective criticism? Do you understand some basic criticisms of "great principles"?