How To Deal With Bad Apple Managers

< p > these people are colleagues who hate their colleagues and lead a headache. Experiments show that if a team has such a "nuisance", the performance of the team will drop by 30% to 40%.

I used to have a href= "http://sjfzxm.com/pioneer/" > manager < /a > to consult with me about the situation in the team. I first divided the team's pesky into three categories: < /p >

< p > < strong > one is "snail type".

People like /strong don't want to make progress, do things slowly and inefficiently.

The main reason is not lack of ability, but lack of initiative and dedication.

For some posts with performance indicators, there are usually elimination mechanisms to restrict them, such as sales.

For some functional jobs, such as administration, it is very difficult to have a clear division of labor and task measurement, and there will be a comparison between each other, to slow down, and to drive down the overall team efficiency.

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< p > < strong > second is "fighting cock type".

It is not uncommon for people with such a type of < a href= "http://sjfzxm.com//business/" > /a < /strong > no matter what management system they introduce, they will always question it.

Work is not done much, complaining is a lot of: pessimism, anxiety, insecurity, all kinds of negative emotions, as if leaders and companies are their natural enemies.

When these emotions are spread out, complaints can spread like a virus, causing a fatal blow to an organization.

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< p > < strong > third is "monkey type".

People like /strong are the most annoying people. They often violate normal interpersonal norms, take their own interests as the center, and ignore cooperation with others.

Like a monkey jumping up and down, it often causes problems to colleagues.

This kind of workplace people have some abilities, but they always work outside the rules. For a long time, under their guidance, they either do not abide by the rules, or do not think ahead, or start complaining, the overall combat effectiveness will be greatly affected.

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Less than P, the headaches of workplace nuisance are hard to find through recruitment.

Generally speaking, in the process of recruitment, the emphasis is on the level of knowledge and professional skills, which can be seen through the resume and written test.

In the interview, the interviewer usually focuses on the quality and character of a person. In a short interview process, a person tends to present the role that the interviewer likes.

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< p >, so recruitment can screen out some unreliable people, but still some people will mix in the team in disguise.

Once these people are familiar with the new workplace environment, they become "black sheep", "bad apple" and "nuisance".

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< p > now that recruitment can not deny these "nuisance" absolutely, then what are the best strategies for managers? < /p >

< p > < strong > coping with a vision of repeated running in.

< /strong > the management of some grass-roots jobs is relatively easy, while the introduction of a high-level job is somewhat careless, but it is a great loss, but a crushing collapse.

For senior positions, the key is to keep in touch with the previous stage. It is to take part time and cooperation in order to see whether the person has the same vision, whether he is willing to pay and whether he has enough professionalism in his work.

To do things together, even to work together, to expand together, to travel together, is it obvious that a person is a team member.

This is actually a lengthy recruitment move, which seems time-consuming and laborious, but for some important positions, it is necessary to do so.

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< p > < strong > coping with two: system norms have warning < /strong >.

"Nuisance" is not good for nothing. Everyone has two sides of good and evil in mind. The system is to avoid the evil side of human nature.

A start-up organization is mostly maintained by human relations. At this time, the common vision and goals of the team are very important.

Once developed to a certain scale, with the entry of a large number of new employees, the vision can not be radiated to the peripheral personnel, and the norms and systems will play an invisible role.

Why do enterprises have new employee induction training? Apart from publicize corporate culture, the enterprise system is also a necessary training course, in order to tell each new person what the new role demands for everyone in a new institutional atmosphere.

However, the system is not omnipotent, punishment is not the purpose. In the enterprise, the system is too meticulous to become a confrontation with people, and this result can only get worse and worse.

Therefore, the essence of institutional norms is to prevent.

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< p > < strong > coping with three: improving managers' leadership and giving full play to their individual advantages.

< /strong > since everyone has his own ability advantage, it is probably a good management method to concentrate every "nuisance" on his special field.

What is needed is the leadership of the managers. If the governance is good, managers will turn the "nasty" into a positive job pioneer, and improper management will become another situation: more and more intermediaries become disgusted.

What is the way of leadership? It is the excavation of the internal needs of employees and the integration of business objectives.

To put it simply, it is to guide employees from the perspective of enterprises.

The reason why we should not be enterprising, pessimistic and pessimistic and annoying is that many times the sense of inner worth has not been aroused.

Talent management is hard and sometimes necessary.

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< p > < strong > Four: decisively abandon.

< /strong > for some rotten apples, perhaps abandoning is the best way.

Some organizations in the system do not need to say that it is difficult to enter, but also difficult to open.

But in most enterprises, sometimes it is not easy to quit a person, or because of the worldly wisdom, or because of the cost of dismissal, the manager is in a dilemma.

The dismissal of employees is bound to cost a certain cost, and the handling of personnel disputes in strict accordance with laws and regulations is actually only a short pain, which can affect team efficiency and destroy organizational culture.

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< p > managers do not like bad apples because they bring down team effectiveness; workplace people do not like bad apples because they affect the career development of people around them.

However, the "bad apple" in the workplace is the fact that every manager must face, and it is also a lesson that every job man needs to practice.

To put it simply, this is the environment. If it can not be changed, then how to adjust itself to adapt to the environment and continue to develop itself in the environment is a need for a firm sense of direction and excellent professional skills.

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