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What Is The Effective Way To Train Subordinates?

2013/10/21 19:49:00 20

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employees may leave for a period of time and never grow up. Is it harmful to a talented person as a manager? It is worth vigilance.

the first principle: the so-called cultivation is to make it change /p >

the so-called cultivation of talents is to let the other side change.

From the point of view of business, it can be said that the aim is to improve the accomplishment of employees as business people or social people.

However, no matter how the boss wants to improve the accomplishment, it is meaningless if the other person does not change.

Considering the result, I want to define "training" as a way to turn the other party into an organization member and a social member in the right direction.

The key points for changing the other side are as follows.

1. Correct bad habits

to correct bad habits and behavior habits of subordinates or younger generation.

At least make them correct to the extent that they do not make others feel wrong.

There are many habits that need to be corrected because of slow contact, not timely reporting and team spirit. If you ignore it, it will not only affect the efficiency of work and the credibility of the company, but also make the employees themselves untrusted by the people around them.

training new ability

The work that has not been completed before P has been completed this year.

It is important to add new capabilities every year like this.

every employee wants to raise wages and every employee is motivated.

In response to such a desire and determination, every year we must add new jobs that they can do well.

By mastering new abilities, employees themselves will be more confident.

Judging whether it is the benchmark of new capabilities is whether we can say so.

3 * * .

changing employees' thoughts and attitudes towards things.

For example, some employees used to act wildly without planning, and have recently been seriously prepared from the beginning.

Some employees used to say "I can't do it" for inexperienced work, and have recently become a positive challenge.

If such a change can be made, it will improve the ability and effectiveness of the work.

second principles: do not cultivate talents for yourself. /p >

some people think that subordinates are only the means to finish their own work.

When subordinates can not follow their instructions, it is easy to judge that "people who can't do what I say will only interfere with work, and I do not need such a person".

but training talents is the ability to change the incompetent jobs.

Besides, it is not for the sake of smooth progress of work that human nature can be sacrificed.

subordinates are not the means of work.

It is precisely because of someone that a company can be established.

To forget this basic business principle will never achieve the goal of training talents.

Those who guide subordinates and juniors should bear in mind two things that must be done at the same time.

One is the "work side", that is, to manage the work with zero mistakes and improve performance.

The other is the "human aspect", that is, to form a trust and trust relationship with subordinates, and to motivate their subordinates to train them.

Only these two aspects will take into account the growth of the company.

The same as P, we must not forget what we are training for.

In the final analysis, the training of talents is to improve the ability of subordinates.

In order to make them a promising person in the future, it is personnel training.

However, some of them think that it is "training talents for themselves".

for example, if you hand in power and cultivate talents in order to expand power, this is a ridiculous mistake.

Some bosses are enthusiastic about their followers and are not alienated from their own obedient people. The subordinates who are trained by their superiors are also unfortunate and yes.

This method will form {page_break} .

The dispute among factions within the company P affects people's harmony.

If people in the company pay more attention to who to follow, rather than how to do their work better, it can be said that the company is in extremely dangerous condition.

cultivating talents is a gratuitous act.

For the Department, the commander in charge of the idea of "because I nurture you, so you listen to me" is bored.

In addition, some bosses think, "I am so serious to guide you, but you have no change at all, it is really unreasonable." this idea is ridiculous.

The result is the problem of the other side, not the problem of the trainer and the instructor.

do not ask for any remuneration and rewards. Only hope that the subordinates or future generations can make some progress.

third principles: people will grow up and believe in possibility /p >

if you want to train talents, don't judge him at the beginning. Don't look at people with colored glasses.

It can be said that no matter what kind of people are subordinates, there are great potential abilities. Now, people who feel "what is wrong with this person" also lurks the possibility of great changes in the future.

if you want someone to change, you have to trust each other first. This is very important.

If you feel the other person is not good, tell the other person the idea immediately.

Secretly speaking ill will make these rumors more and more unconsciously become more orderly, and the other will become more closed.

That is to say, many people think they can't do it, and because we think so, it really becomes more worthless.

I believe that the other party is the prerequisite for all changes.

in this sense, the idea of training talents is close to farming thought.

Agriculture is seeding and growing potential * *, once sprouting, watering and watering to help them grow. When the seedlings are weak, they should prevent windbreaks from being sprouted by wind, and prune branches and leaves in order to prevent them from growing in the wrong direction.

That is to say, the key to cultivating talents lies in the growth potential of this person and helps him grow in his way.

people have the impulse and desire to constantly improve themselves.

While keeping this in mind, it is very important to help new employees grow up in his own way.

Fourth principles: start from demonstration

show them, tell them to listen, let them try to do it, do not praise can not inspire people.

this is the famous saying of Yamamoto Igarashiroku, commander of the Japanese combined fleet during the Pacific War.

This sentence also points out the essence of talent cultivation.

some people do not teach their subordinates anything. Their own subjective assumption is that the other side can do it and let the other side do it. If the other party fails, he will be furious. This is very strange.

if you want to train new employees, you should first guide yourself to demonstrate in front of new employees.

Then seriously teach, answer questions on this basis, and then let employees try to do it.

If there is a good performance, praise it and remind him of something that should be corrected.

Keep repeating this before he can be competent, otherwise he will never become competent.

demonstration training is important because new employees can enjoy the pleasure of work as soon as possible.

If new employees are allowed to do things according to their own routine, they will feel very unhappy because they do not know anything about the job and will not work well.

The first step is very important.

Using past experience, we will teach the best methods of work from the beginning, teach them according to what is taught, make them feel successful and bring self-confidence to them, so that people will grow up step by step.

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P > fifth principles: the correct steps and methods for training talents

P > the first step to the new staff is to show him, and then let him try and praise him.

Then, after the beginning of the stage, give him specific work step by step training, this time in the job field, if it can clearly specify the steps and order of the new staff training, then it will be more reassuring.

The worst way to do it is, not to determine such a step, and always assign new employees in the new company to a particularly busy department and use them freely.

Because of lack of manpower, so the expedient approach will be to use new employees. This idea is very problematic in the growth of new employees.

first, let them work in a position where they can understand the overall situation. They should be selected from the beginning and should not be allowed to do partial work from the beginning.

, on the other hand, the difficulty of work can best be shifted from a relatively simple job to a more difficult one, from the stereotyped work of the method to the applied work of active learning and application.

"P", similarly, clearly guiding the responsible person is also the basic principle of training new employees.

The work of instructing the responsible person has the following three aspects:

1. Demonstrate to new employees, let him do it, give criticism and correction, repeat this way.

observe the behavior of new employees, thoroughly teach their basic behaviors and take root in these behaviors.

3. Open up the hearts of new employees, relieve them and teach him the correct attitude and way of life.

sixth principles: no trust can't train /p >

Below P, subordinates can only motivate themselves when they trust their superiors.

It is hard to motivate subordinates to make their subordinates' achievements all their own.

in addition, when being criticized by superiors, the subordinates would like to pay attention in the future. This is also limited to < a href= "http://www.91se91.com/news/index_f.asp" > subordinates < /a > trusting the superiors.

To cultivate talents, the prerequisite is first to build a trusted relationship.

We do not understand the difficulties of our subordinates at all, but we can never cultivate talents by imposing their superiors blindly.

people can only improve their ability only when they are full of energy, devote themselves fully to their work and devote themselves to work.

If you do not put all your body and soul into work, you will not be able to make progress.

The foundation of training is trust and motivation, which are very important.

the seventh principle: do not like things to be undertaken by yourself

some leaders do not directly deal with difficult things when they are faced with difficulties, but try to get them to deal with them.

When dealing with a dispute, you need to bow down an apology to a client, or if you are assigned something that you are not interested in, you will surely run away.

Moreover, it is only in the work that can show off the face.

Such a person will not be trusted by his subordinates.

for leaders who are unwilling to do anything, leaders should directly deal with them. This is the basic principle.

If you don't do this, you can't establish trust relationship with your subordinates, and the relationship with customers will become precarious.

The work which everybody does not like to do is extremely boring, but it is very important to take into account that it is easy to have a bad effect on everyone's psychology.

If you escape such an important matter, of course, it will arouse the sense of distrust of your subordinates.

It is very bad for a p superior to run away from a job that he doesn't like. However, it is impossible to establish a trust relationship with his subordinates when he betrays his subordinates in the middle, and of course, it is impossible to cultivate talents.

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the eighth principle: guidance should also be enough.

People who are too meticulous to instruct their subordinates are hard to cultivate talents.

although it is clear that the work must be entrusted to the Ministry to do so, when the actual time is handed over to the subordinates, it is very worried and unconsciously directs the instructions very carefully.

Less than P, this happens mostly to leaders of newly appointed managers, who are less experienced.

This is often the case for leaders of technical or professional origin.

Perhaps this is a mood of hope that the work can be completed perfectly, but such practice can sometimes produce incalculable losses. I hope you will pay attention to it.

the instructions for subordinates should be enough.

Even if you think you must say something very much, please bear with it. It is very necessary to control about eight points.

By controlling the instructions at eight points, the space and room for thinking will be given.

This is absolutely essential in fostering talents.

Too much laissez faire subordinates will get nothing from their subordinates, but too detailed instructions and excessive support will not only hinder the growth of their subordinates, but also a poison that allows their subordinates to lose their thinking ability. This should be remembered.

ninth principle: real criticism makes people progress. /p >

praise is an important factor in training talents.

But criticism is also an indispensable element in talent cultivation.

but many people never criticize others.

Even if someone else did something very bad, he would not say anything.

Never criticize and let go of subordinates.

why not remind each other? This is because people standing in the leadership positions have a subconscious belief that they do not trust themselves.

"Does criticism not lead to misunderstanding or disgust?" it is precisely because of such an idea that it hesitates to criticize.

If P goes on, the subordinates will have problems.

Without being criticized, they will not be aware of their mistakes, so unhealthy ideas and behaviors will be deeply rooted, organized and chaotic, and their conscience will be condemned. They will be hostile to their superiors.

People who are in the leadership position should be directly pointed out or criticized if they think that their subordinates are not doing well in P.

This is a natural responsibility as a leader.

in this sense, it is very important to deal with the "a" href= "http://www.91se91.com/news/index_c.asp" with the six points commended four points and the balance method < /a >.

tenth principles: "really pathetic" to kill people

some people think that they should not allow new employees to do what they can not do. They think that it is poor and compassionate for people who are not very competent to do their own work without experience.

but it will deprive a person of his opportunity to grow.

It is not only unfair but also rude to conclude that the other party is incompetent.

The ability of P has different forms because of the different tasks that are adjusted and allocated.

If you think that the other party has not been able to perform well in this position, do not let him continue to do in his past position. It is better to give him a new job and see what the result will be.

the important thing is to allow subordinates to make mistakes in the trial stage.

As long as the work is stereotyped, it is hard to arouse people's energy.

On the contrary, if you succeed in others' unexpected ways, or because you have done more than your abilities with a little effort, your work will suddenly become interesting.

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in this sense, do not allow subordinates to work in a fixed framework, and more importantly, leave room for their subordinates to make mistakes in the trial stage.

eleventh principles: the more busy, the more able to train talents /p >

although many people realize the importance of talent cultivation, they feel that they are too busy to train talents.

but I think this is wrong.

It doesn't matter whether you are busy or busy.

It is the talents who support the business activities of enterprises. If they fail to cultivate talents, they will give up the growth of enterprises.

People who are busy with their talks may secretly think that the so-called "a href=" http://www.91se91.com/news/index_h.asp "training" /a "is a kind of education which is separated from work. There exists the association thinking of education = education = school." P "

However, the so-called real training is to cultivate people in their work and improve their ability and attitude in their work.

generally, the more busy workplace, the faster the ability of internal members is promoted.

With many jobs and few hands, we must work hard at work methods, otherwise it will be difficult to finish the work.

Or because of the low allocation time, we have to improve the efficiency of the processing work, and because we need mutual help, teamwork has also become better.

Therefore, busy work is the mother of talents.

twelfth principles: to cultivate talents, we should also use /strong < .

training talents is not just for individuals.

This is self-evident in promoting QC (Quality Control, quality control), ZD (Zero Defect, zero defect quality management) and other small team activities. Organizational and group personnel training is also very important.

the role of leaders should be roughly divided into two categories.

First, we should express our concern about team activities in our daily life.

If there are reports, no matter how busy you are, you must be present. In daily activities, you should always ask "progress is good", or talk about other achievements of the team to motivate your team, which is also a very effective way.