How To Become A Subordinate'S Umbrella?

On one occasion, I talked with others about what kind of leadership is worth catching up with, and we all think that the boss who can hold his subordinates is worth following. Some leaders know how to speak and act for their subordinates. They can protect their subordinates at the critical moment and fight for their due benefits. Following such leadership is good, promising and comfortable. Some leaders only know how to speak for themselves, shrink back and shrink at the critical moment, fear to stir up trouble, or even protect themselves, and let their subordinates be scapegoats. Leader It is difficult to develop well and hold back.

For subordinates, the boss is an umbrella, when needed, can stand up to cover up the wind and rain for their subordinates. As the former HP CEO Carly Fiorina said, "leaders are more remuneration than their subordinates, not because they are better, but because they have greater responsibilities. One of the responsibilities is that when employees face problems that are not necessary to face, leaders must step forward.

A leader who can retain his subordinates can finally get the trust and love of his subordinates.

　 1., stand up and speak for your subordinates.

When your subordinates are wronged and hurt, if you don't stand up for yourself. subordinate To put it another way, who else will stand up to speak for your subordinates? Just like a child who is bullied outside and will seek protection from his parents, a person who is in trouble in the workplace will naturally hope his boss can stand up to protect himself.

My friend once talked to me about his past, when one of his subordinates refused a boss's work arrangement due to family reasons. The boss was very angry and decided to transfer him to other posts. In fact, he wanted to freeze him up. My friend knew that the boss was retaliation and knew that his subordinates were very sad, but my friend did not have any objection to the boss's decision because he was afraid of the boss's bad intentions.

After this incident, my friend was ashamed and repent of his performance. He told me that he should be brave enough to stand up for his subordinates to fight or work hard. It may not help (his boss is very strong), but at least he should show his attitude and efforts to let his subordinates know that I have him in my heart. In my friend's eyes, I saw that my subordinates were in trouble and could not stand up bravely, not a subordinate, but a shame to myself.

In fact, those good leaders are very good at maintaining their subordinates, and that is why they have gained leadership over their subordinates. On one occasion, Carly Fiorina's two subordinates were uneasy to blame from a top leader in their work. After knowing that Fiorina did not maintain tolerance because of the higher level of the other party, she stood up bravely and asked for an apology to her subordinates. Finally, under Fiorina's insistence, the other party made an apology in person.

Fiorina did not shrink from the challenge from above, but courageously greeted his own subordinates and won their self-esteem.

When your subordinates need you, stand up and speak up for your subordinates, though it will make you very embarrassed or even risk a certain amount of risk, but the more you are in such a situation, the more worthwhile you are to do so.

　 2. stretch out your hand and hold it up.

I believe that most leaders know to protect their subordinates and stand up for their subordinates when they need them. Backing up But whether or not it can be sustained is another matter. This is like holding umbrellas for others in the rain. When the rain is very small, it is very easy to raise an umbrella. Others may not need you to support it. When the rain is heavy, others may need you, you may not be able to support it.

Therefore, support for subordinates can not help, but under what circumstances to support, how to support, and have the strength to support, this is a problem that every leader has to face and need to consider.

Robert Sutton, a professor of organizational behavior at Stanford University in California, has talked about this problem in his "good boss should be * *". He cited an example in this article: a leader who always dares to fight against erroneous regulations and revenge senior executives, and is good at protecting his subordinates. But he is very particular about the strategy of struggle, because if he becomes a thorn in the eyes of the senior, or worse, he is fired directly, then he will not want to protect anyone. He told his staff that as long as administrators and those rules were not related to their work achievements or dignity, they would just go away. He made an analogy: "what I want to do is to open an umbrella and cover you when someone is splashed with water. What you have to do is try not to let me go too often."

Sometimes, we need to stretch out our hands to hold umbrellas for our subordinates. We should stretch out our hands when we stretch out our hands. Sometimes we need to take a slow look and not to stretch out our hands. Sometimes we do not need to stretch out our hands, but we need to support ourselves. Sometimes we need to support our subordinates with both sides, or even make some sacrifices for ourselves.

As a competent and excellent leader, an important personality trait that needs to be cultivated is courage and toughness. When subordinates are caught in the rain, they stand up and stretch out their hands to hold umbrellas for their subordinates. Of course, sometimes it is necessary to let your subordinates shower and see the relentless wind and rain, all of which are conducive to the development of organizations and individuals.