How Do Managers Manage N+1 Employees?

If manager Under the jurisdiction of N subordinates, he has N+1 employees. This is (N+1). staff No one else is the manager himself.

The manager often misses himself when he counts the number of employees in the team, and likes to put himself on the team. Controller Or a leader's list, to draw a clear line between himself and his employees. Many managers do not know clearly what role they play. They like to admit that they are leaders, but they do not admit that they are actually employees.

In fact, a manager is a responsible employee first and then a manager exercising power. Admittedly, the manager is the power class of the enterprise, has all kinds of power, and even decides the fate of the staff. However, we have overlooked a basic rule that power and responsibility are unified. Power is only for your duty to perform your duties. Besides guaranteeing the effective implementation of responsibilities, power should not represent other things.

There is no power to break away from responsibility and no responsibility for breaking away from power. Managers must balance their powers and responsibilities in order to better exercise their power. Moreover, managers must take the responsibility first, and the organization will continue to give you the authority in the direction, so that the staff will be willing to work under your power. Otherwise, everything is empty talk. Because the manager intentionally or unconsciously forgets his duties, causes them to work passively, passively cope with many complicated situations, and drag himself into the mire of affairs.

The most typical manifestations are:

1. wait for the task. Without plans and goals, just wait for the tasks and orders of the superiors. Once you have completed the task, you will think everything is OK and you can breathe a sigh of relief. If there was a period of time when the superiors did not assign tasks, they would be concealed. This passive task driven idea is deeply embedded in the minds of some managers, making them simply lazy to think and even lazy to act.

2. fire fighting. Managers often need to be firefighters to deal with unexpected affairs that should not have happened. In order to deal with these accidents, managers often have to put aside their work and do coordination and work, not only wasting time but also dispersing their energy.

3. management confusion. The inertia of managers led to the trend of employees, and the idea that managers did not urge me not to do it grew among employees. This inertia leads to some people who do not care about anything, and others do not manage. They push each other aside and manage serious chaos.

4. sign the queue. Because the manager did not plan the work of the team well, without effective authorization, the staff matters and small situations were always looking for the manager. The manager needed to spend a lot of time to deal with the employee's signature requirements, resulting in the phenomenon of employee signing queuing. This also gives employees a sense of difficulty in finding a leader, which virtually adds pressure to the manager's work.

The root cause of these symptoms is that managers do not manage their own N+1 subordinates and do not take charge of their work. Therefore, the manager's first task is not how to manage subordinates, not to let subordinates do, but to ask themselves first, how to do first, how to manage their responsibilities, and how to be a responsible and efficient manager. This requires managers to recognize their responsibilities, analyze their job content seriously, take a comprehensive inventory of their work contents and personnel involved, make effective analysis and planning, and manage themselves.

To manage N+1 staff, we need to do the following:

1. do a good job of manager's job analysis

Managers must be clear about their duties and responsibilities, understand their own requirements, communicate with their superiors on every duty, get their confirmation, and provide a scientific job description for themselves. This is the starting point of the manager's work, making their managers more professional and efficient. {page_break}
 

2. organizational structure of planning team

According to the responsibilities and requirements of the manager's job descriptions, we should make effective analysis and planning for the organizational framework of the team, divide the responsibilities of managers into various business units, clarify the personnel and responsibilities of business units, give them a job description with clear responsibilities, so that employees can clearly express their expectations and demands, and have a more directional job.

3. make good authorization.

After making clear the responsibilities of each business unit, they should give them the right to take part in the work, so that they can become the owners of their own businesses and be responsible for their work. Strengthen their sense of self-management and sense of responsibility.

4. clear management mode

Managers should tell their employees how they will perform the duties of managers, how they will require employees and their employees to achieve their behavior standards, and standardize the operation of team work with rules.

5. work for team work.

The best way to turn a job into a passive initiative is to set up a project for work, change the task type into a project type, and establish the work items that the work team needs to achieve in the next period of time, decompose the project to the employees, establish a role for each subordinate employee, give the corresponding authority and deadline, and use the project management method to drive the employee forward.

6. walk around management

Walking management is the most effective way for you to understand employees and influence employees. It can make you a friend of staff. Managers should step out of the office, go to the places where they can observe the work of employees, understand the progress of their employees, become partners with their employees, become friends and confidant of employees, and reach a conclusion with their employees.

7. implementing performance management

Performance management is also a way to make managers' work passive and active. It can teach managers how to manage employees in a forward-looking way, how to solve problems before they appear, how to effectively lead teams to create performance and improve team performance. As a manager, we must learn the theory and method of performance management, introduce performance management into our management practice, and make performance management the work and means to improve our management level.

Conclusion: the manager himself is the most easily forgotten employee, and also the manager who needs the best management. In order to better manage the manager and make his management more efficient, the manager must recognize and manage N+1 subordinates.