How To Make Good Use Of Competitive Subordinates?

In the nine personality, character three is characterized by a strong sense of purpose, a high spirit, a multi focus job, strong execution, diligence and quick response. This character has a desire for success in his pursuit of "achievement and recognition" and has a strong desire for success than others.

In the eyes of business owners, this is a high-quality talent, but at the same time loving their ability and making immediate and obvious contributions to the company, they are afraid that they can not control them. They are worried about their personal abilities too much. They only ignore themselves and neglect the team, for fear that they are too impatient, ungrateful, and grow up and become independent, so they love and hate three.

Lack of "No. three"

Recently, a general manager of No. six and a deputy sum of nine, I communicated their team's current situation, talent reserve and training.

Their team is very stable and the rate of wastage is low. On the one hand, they are compatible and tolerant with two characters and work styles, which can effectively resolve team conflicts and create a "harmonious" working environment. But on the one hand, they lack the core members of the three character to create new business opportunities, more than 10 years.

Through understanding, I found that their core team really lacked the character three candidate.

But their current incentive system is limited by headquarters standards, and they can not freely provide "equity" or more attractive incentives to employees who are target oriented and result oriented young three character to effectively affirm their contributions. On the other hand, because of the rapid development of business in recent years, several new departments have been established, and some managers have raised the situation of selecting "tall men" in the "dwarf boys". It is a bit of a "spoil and grow up" feeling. Employees with No. three character are not easy to submit to experience, but in their eyes, leaders who are less able to work are easy to conflict with their colleagues and supervisors around them. They like to see others as "rivals" rather than partners, and are not easy to "obey" and "compromise". On the one hand, No. three likes challenges, and likes to be recognized immediately after accomplishment.

Therefore, it is concluded that they are not talented persons with no character three, but in the past, they had to leave their employees like the hedgehog three in order to maintain "peace" team relationship instead of advocating "personal heroism". As a result, some of them went to other branches of the group, and some went to their peers.

The "No. three" that makes people "love and hate"

After they recognized the past, they immediately asked what the next step would be, because the fifty percent performance improvement this year will be increased by thirty percent in the first quarter compared with the same period last year, and the time is only seven months.

I continued to support them in taking inventory of the existing talents, and found that there were three senior employees of three character, who had strong business capabilities and executive power. According to the "assessment results", these three people had the potential to become managers and managers.

However, they are nervous in team relations, especially in relations with their superiors. They believe that they are living on their strength, not by relationships. Therefore, they face courage and self-confidence to challenge and argue against superiors who do not recognize them. For superiors, they do not like this challenge of "leapfrog challenge", and when they are employed, they have to exercise their tolerance.

No. three is an excellent athlete in the team. If they are not aware of their arrogance and self conceit, they will easily become a "destroyer" at the same time without being aware of their own "self righteous" actions that do harm to organizations and individuals.

Deputy general very much agree with the good or bad of character three. A supervisor often goes over the manager to look for her. The deputy chief keeps asking the manager to get the manager back. The manager feels that the deputy manager does not value her and pushes her back to the "useless" manager, feeling very much hurt and puzzled, and considering whether the company is not suitable for himself or herself. "Three"

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I suggest that the general manager, if these three supervisors come to communicate again and again, can ask her: "if you are a manager when you are a manager in the future, how will you feel if you are a manager?" when coach three, we must take them to see "macro", open their "team consciousness", and not allow them to "indulge" in their team "do whatever they want" because of their taboo.

How to support the growth of "No. three"

Let three talents be "team champions", such as basketball players who are concerned about coordination, cooperation and synchronization. First of all, three character players should adjust their mentality and goals. As their superiors, they must have patience and commitment to their growth. They should not only be satisfied with the excellent business performance tables handed down to you on the three, for fear they do not like to leave, but ignore their attitude and quality improvement and perfection.

After listening to the two executives, they saw that their demands and commitments to the employees were still very one-sided. They were somewhat shy of the growth of the mental models of the three subordinates. They did not want to go deep into the touch, afraid of the three sensitive protection, negation, resistance and fear of losing the "fierce generals".

But for the sustainable development of enterprises, the cultivation of their three employees is urgent. Otherwise, they will naturally give up as before. The two of them should have a breakthrough in their character, dare to enter the world of three, and support the three to become a team champion.

When three people are responsible for their growth, give them room for development and offer challenging tasks, they can be loyal to the company for a long time, and everything depends on how leaders perceive them: trust them or guard them.