Ten Tips For Managing Employees Smartly

One strategy: focusing on ideas

That kind of handle before.

Weapon two: set up high goals

The key to retaining talents is to constantly improve their demands and provide them with new opportunities for success.

Everyone wants to win, and to love challenges is a common manifestation of excellent employees. If enterprises can continuously put forward higher goals, they will stay.

As a manager, you have to realize that when employees grow up, they need more use of their brains to help businesses and be recognized.

So you have to create and design challenges to stimulate employees to pursue higher performance.

Only when employees feel that they can get constant support in their work and learn new things from time to time will they stay and be right.

Weapon three: frequent exchanges

No one likes to be kept in the dark. Employees will have many discontent and opinions, though they are both correct and incorrect.

Therefore, employees, employees and leaders need frequent communication, consult employees' opinions on the development of the company, listen to the questions raised by employees, and discuss their views in view of these opinions and questions. What is acceptable? What is unacceptable? Why? If the enterprises have difficulties, they should publicize these difficulties, while telling employees that the enterprises hope to get their help, and remember that the paper is unacceptable and employees want to know the truth.

Weapon four: authorization, authorization and re authorization

Empowerment is the most effective incentive method we think in management. Empowerment means letting the grass-roots employees make the right decisions themselves, which means that you trust him, which means he and you are taking responsibility at the same time. When a person is trusted, he will burst out more work enthusiasm and creativity.

Therefore, we do not recommend that every decision should be made by the management, and that the matters that can be delegated are not to be done by themselves. The role of managers is supporters and coaches.

Weapon five: counseling staff to develop personal career

Every employee has thoughts about personal development and thinks his ideas are correct.

It is wise to set up a personal development plan for every employee.

We suggest that in daily conversation, employees should be frequently asked about their career development goals and help them understand their strengths and weaknesses, formulate practical goals and achieve goals to support their career planning, and then try to cultivate and foster them.

It is unwise not to focus on employees' specific ideas and needs and throw education and training on employees.

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Weapon six: let employees participate.

We are increasingly finding that in practical work, people who have the best ideas are those who are directly involved in the implementation of tasks.

Let the front line staff participate, let employees know that you attach great importance to their opinions.

Employees do not want simple orders and instructions. They want to play a more important and meaningful role in their work. They are eager to participate in decision-making.

When employees want to participate and you don't give him this opportunity, they alienate the management and the whole organization.

If you can respect employees' opinions, even if they do not adopt their suggestions at last.

You will find that they will be more willing to support your decision.

Weapon seven: keep your promise

Maybe you don't remember what promises you made to anyone, or you think that promise is not important at all.

But remember that your employees will remember everything you promised them.

As a leader, any seemingly trivial behavior will affect other people at any time.

You must be alert to these effects. If you make a promise, you should be responsible for it.

If you have to change the plan, explain this change to your staff.

If you do not, or do not expressly express the reasons for change, they will think you are going to break your word. If this happens frequently, employees will lose trust in you.

Losing trust often leads to loss of loyalty.

Weapon eight: more recognition of staff

A sense of accomplishment can motivate employees to work enthusiastically to meet their internal needs.

In the long term work, we have summed up the following points:

Open award criteria.

Let employees know the criteria for rewards and why others are rewarded.

Compliments and awards are given in an open manner.

Praise and reward, if not made public, will not only lose its own effect, but will also cause many rumors.

The attitude of the reward should be sincere, do not overdo it, and do not make clever remarks.

The timeliness of rewards is very important.

Rewards for what has just happened, rather than what has been forgotten, will greatly reduce the impact of rewards.

Weapon nine: allow failure

We need to trust and support employees' beneficial attempts, and they can help our enterprises to innovate.

Do not punish them for their failure. The employees who failed have already felt very sad. We should emphasize more positive aspects and encourage them to continue their efforts.

At the same time, help them learn to learn in failure, find out the reasons for their failure together, and explore solutions.

A good attempt to criticize or punish is to stifle innovation, and the result is that employees are unwilling to make new attempts.

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Weapon ten: establish norms

It is necessary for every enterprise to establish a strict management system to regulate employees' behavior. We can make detailed post workers description for each post, so that every employee knows what he should do, report to whom, what rights and responsibilities he bears.

Of course, such restrictions should not be too strict, but there must be.

To establish a reasonable standard, the staff will act within the scope of the regulations.

When it goes beyond the specified scope, the staff should be asked to get permission from the management before continuing.

In addition, we can start from the following aspects:

1, justice: fairness is fairness, requiring leaders to treat employees equally, regardless of intimacy.

Whether thick or thin, whether a leader is fair or not has a fundamental relationship with the enthusiasm of employees.

2, trust: if a team lacks trust, the consequences are very fatal. Enthusiasm proves the trust of leaders in employees, as well as the trust of employees in leadership.

Trust is both sides, and unilateral trust will not last. I believe in mutual trust.

Every employee is an important person in this company.

3, positioning: to their accurate positioning.

No matter how big a mind is, how big you can be, no matter what reason you are in, and when you step in, you need to position yourself and understand your goals.

Perseverance is victory. I am not afraid of leaders who will laugh at me when I see them, and I will set new goals for myself after I enter them.

I want to be a VIP manager, according to the current division, that is, the regional manager.

It doesn't matter whether it succeeds or not.

The key is that I work hard.

Fight for it.

I do not know myself from failure.

Learn from practice.

I believe I will succeed because I have enough courage and confidence to face setbacks.

4. Respect: as a leader of front-line staff, foreman is one of the main factors directly driving the team's enthusiasm.

And other teams' imitators, how to effectively drive the enthusiasm and enthusiasm of employees, of course, wages and treatment is one of the important.

But in our entertainment place.

Mobilizing the enthusiasm of our staff is our responsibility as a foreman and supervisor.

Can we bring this team to the team? How can we lead the team? First of all, is the staff respected by us? Will an unrespected leader command an employee's willingness to accept it? I believe that leaders who lead by example can be respected and trusted by their employees.

As a leader, we must strengthen our faith and work hard towards our goals, so that you will become an example. Why not?

5, Humanization: I know the deepest is militarized management, now the Ministry of security is also using militarization management.

Humanized management is a respectable management style.

I am a resident in the north and I have just been in Chengdu shop for management.

It is managed according to the style of northerners.

A few days later, we found that management has not improved, but communication is a problem.

I use the character of local staff to solve the problems of local staff. The effect is really twice the result. My understanding of human nature should be respected by others. But before being respected, we first let go of leadership and care for others.

Let the other person have the same face. He will feel respected. He will find out the problem by himself and tell his thoughts.

Opinion.

Comments and suggestions.

It's time to motivate employees, but at the same time take into account the feelings of other employees.

This is a style of human nature management. Once again, subtraction is used to generalize human nature. No matter what he does, no matter what he does, he will do well, even if his work is very difficult.