Management: Let Employees Speak.

Often encountered other departments.

This phenomenon is not uncommon in enterprises.

On the surface, employees do not take the initiative to solve problems.

1, increase the risk of managers' decision-making.

Employees are the specific operators who fight in the front line. The information they understand is often more specific and deeper than managers, and these information is the key basis for managers to make decisions.

If managers are not able to hear decisions and suggestions at the grassroots level, it will be very likely to lead to deviations in the accuracy of decisions. Once the wrong decisions are implemented, or even lead to erroneous consequences.

2, splitting

When the employee is full of hope for the team, he will report the problems to the team in time.

If the team is disappointed, the enthusiasm of the staff will be weakened. Once the employees are totally desperate for the team and face the team, they will not say a word. Even if the team is on the brink of danger, they will be indifferent.

There are so many people in the team, that is not far from the collapse.

3, reduce staff enthusiasm

In a relaxed atmosphere, people are more creative, more likely to inspire people's potential, resulting in greater work efficiency. Otherwise, people's subjective initiative can not be brought into full play, and even the spirit of enterprising spirit will gradually disappear.

We must manage the spirit, not just care for the body, especially those with a higher level of brain activity.

For example, technology or management, sometimes he is thinking about problems, and you can't see what he is thinking at all, and you can't say he is not working.

And so on, and its harm is far more than that.

Therefore, managers should let your employees dare to face the truth and solve problems with you on the same front.

This is the key to see whether managers' basic literacy can enable employees to identify themselves and see whether managers can create a positive speaking environment for them.

1, put a low profile and narrow the distance between employees and their minds.

When communicating with employees, do not always intend to create a sense of superiority which is higher than that of employees. It is necessary to make clear that although the ranks of subordinates are different, their personality is always equal.

Once you show that kind of conceited attitude is felt by the staff, the employee who has walked very close to you will slowly pull away from you, and the gap will be generated with the distance.

2, just enough, do not give employees too much pressure.

When assigning tasks, it is necessary to consider the ability to match with the staff, exert moderate pressure, do not arrange too much work beyond their abilities, and provide timely help to those who are too difficult to set up for training.

3, more praise, do not often blame employees face to face.

Employees' work performance is improved or constructive, and public praise is given to employees to achieve a sense of accomplishment, so that other employees can form the direction of value standards and efforts.

Once employees make mistakes or criticize privately, they will feel grateful and close to their hearts by letting them know their faults and protecting their self-esteem.

{page_break}

4, do not always assess employees with their own criteria.

A business manager who has been in contact with a business manager has been very competent but not well measured. He often gets angry and angry when he hears his opinions against him. Sometimes he even mentions it.

Many times, many subordinates were filled with shame and anger, and soon after they sought their masters, they eventually became lonely.

This method is not advisable. No matter whether the staff's opinions and suggestions are good or bad, they should listen actively.

Good opinions and suggestions should not only be listened carefully, but also be rewarded with a view to improving everyone's enthusiasm.

5, assign tasks and listen fully to staff's opinions.

This is often the case. When the leader has finished the task, will you ask if you have heard clearly? Is there any difficulty? Many times you can say it clearly and promise to finish the task.

But once we do it, we are confused.

How to solve this problem requires our managers to create an atmosphere and habit actively. When we assign tasks, we should let employees talk about what problems they have and listen to the feedback of specific executors conscientiously and humbly. This will help managers make decisions.

6, put aside the shelf, so that employees do not have a sense of pressure.

You must have experienced a very relaxed working scene and become nervous because of the arrival of leaders.

I once knew a supervisor who could criticize his employees without any regard for his feelings.

Everyone is very cautious about communicating with such a supervisor. He is afraid of problems. He is unwilling to communicate with him, but he does not want to offend him or even flatter him. In fact, his heart has already left him.

Sadly, the director has always believed that the employees are being turned into a leaf by themselves, which shows that they are excellent. In fact, employees are very upset with such managers.

7, arrange work, do not exceed the limits of authority of subordinates.

A company requires the executive vice president to communicate with other vice presidents to sign the company's target responsibility document, and the business management department is responsible for collecting and collation.

After that, the executive vice president asked the management department to draw up the first draft of the target of responsibility according to the duties of the deputy chief of the sub general. After his review, the management department would not be able to communicate with the deputy general office.

As a result, some vice general members have objections to some of the indicators, and have made suggestions to refuse to sign them.

So the manager of the business management department conveyed these views to the executive vice president, and the executive vice president still had no direct communication with the relevant vice president, or asked the manager of the business management department to convey his opinion to the relevant deputy general, but they refused to sign.

In this way, the manager of the business management department was embarrassed. This work has obviously surpassed the terms of reference of the manager of the business management department.

8, in the face of fault, the courage to take responsibility for subordinates.

When subordinates are wrongfully accused of doing something wrong, some managers will not only shoulder responsibilities with their subordinates, but will simply shirk or even blame them and embarrass their subordinates.

Managers should not forget that managers, regardless of their decision-making problems or problems caused by poor work of subordinates, need to shoulder responsibilities.

As a manager, if you can do this, you will establish a real prestige, and employees will naturally open your heart to you, so that you will not have to worry again. When your employees face you, they will block their hearts and say something.