How To Develop Employees' Ability And Sense Of Responsibility?

< p > managers also affect the success or failure of employees.

Why do those "high potential" employees perform so well after entering their jobs? Because their superiors assign them many rotated tasks and special projects, giving them the opportunity to develop more talents.

Usually, executives are especially concerned about these superstars.

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< p > in building employee's self image, ability and sense of responsibility, excellence a href= "http://www.91se91.com/news/index_cj.asp" > manager "/a" can play a lot of role, and it will not cost you a lot of money.

The following methods will certainly help you.

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< p > < strong > makes employees feel important. < /strong > /p >

< p > in terms of giving employees recognition and recognition, there is usually no limit to the company's budget in letting employees feel important.

Occasionally saying "thank you" is very helpful for you to manage them.

But there are some things that are more effective than "thank you".

Giving employees something substantive, that is, what he can touch and feel, symbolizes the company's recognition of its outstanding performance, and enables other employees to see that the effect of positive incentives will be more obvious.

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< p > the award awarded to outstanding employees by the NASA is a statue of a silver Snoopy.

The puppy badge is actually not worth a lot of money, but the way NASA presented the award is very conspicuous: it will invite the family members of the award-winning staff to come together to witness his award time.

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< p > < strong > opening "box" < /strong > /p >

< p > if people put a safe, strong and comfortable box in front of people, everyone would want to get in.

When asked why you didn't finish more work, or why you didn't achieve greater success, we usually replied, "this is not my fault. Something dragged me back."

Sometimes, we have stumbling blocks, sometimes not.

Complaining and criticizing others are often the faults of people who like to play box games.

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< p > smart managers know that helping employees grow is the most beneficial thing they can do to their employees.

Employees should not get caught in the trap of complaining and utopian things miraculously better.

They must learn to accept the status quo and then try to make the best of it.

They can not wait for "more authority" or "clearer pointing" or "more control".

They should act now.

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< p > < strong > be a listener < /strong > /p >

< p > in a sense, employees are like customers.

They deserve respect.

One way to respect people is to listen to each other's voices.

You may not be able to give them everything they want, but you can listen to what they want to say.

Managers often fall on a href= "http://www.91se91.com/news/index_z.asp" > communication < /a >, especially when it comes to listening to employees, because they do not ask such a simple question: what do you think? Is this meaningful for you? How do you feel about this job? < /p >

< p > to be a better listener and a more competent manager, there are the following tips.

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Don't be distracted when listening to employees.

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If you are busy or upset, tell the employee that day is not a good time, and reschedule the interview time.

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Take notes.

This shows you that you are listening to him carefully, and that they will help you remember the conversation with your partner later.

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Regularly sum up what employees have said to you.

This is to help you learn how to listen and test whether you understand it correctly or not.

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Try to be open-minded and don't predict what employees will say.

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Pay attention to the way employees speak, their body language, etc.

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< p > also, if employees do not require, do not give any advice.

When employees present problems to managers, the latter are often impatient and want to solve them quickly.

They will immediately give a solution and say to employees, "you can do that."

The manager thought he had done a good thing, but the employee vowed never to come to the manager with any questions.

When you have not yet figuring out the focus of the problem, you can tell the employee what he should do, and the employee will feel humiliated.

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< p > < strong > make the team maintain a positive atmosphere < /strong > /p >

< p > smart managers will let employees focus on the positive side of things.

Many teams spend a lot of time complaining about what they can't do, so they lose the focus of their work.

As a leader, you must insist that the team's time and energy are spent in useful places.

You need to repeat this as many times as you want, for example, "we see that we have a lot of work to do, so don't spend your time discussing those meaningless things."

You have to make the rules. This is your job.

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It is another matter to deal with those who often framed or complained about other colleagues by mean means. P

But it's easy to solve. You just tell the other person to stop doing that.

Let the other side agree to stop doing this and ask them to keep their promises.

You are the man in charge here. You make rules for the team.

If anyone is unwilling to abide by these rules, you can kick them out.

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< p > smart managers have a mild side.

They are always willing to provide support to < a href= "http://www.91se91.com/news/index_s.asp" subordinates < /a >, attach importance to and respond positively to the needs of their subordinates.

They also have the iron side.

They do not cater to subordinates and will not let subordinates make use of them.

You do not appear to be their friends. You must have the courage to teach those who do not keep their promises.

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< p > < strong > correct authorization < /strong > /p >

< p > authorization is the pfer of a specific work from your hands to the employee's hands.

Such authorization can be either one-off or long-term.

This means that you will rely on that employee to accomplish this task and meet the required performance standards.

It sounds very simple, isn't it? It's not easy to do.

When you empower your subordinates to do a certain job, you must make sure that he fully understands his new responsibilities and has the knowledge and ability to successfully accomplish this task.

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P sometimes, the manager takes it for granted that the subordinate has fully understood his meaning.

People often assume that others know what their minds are thinking.

They may ask, "do you understand?" whether the subordinates understand or not, they usually reply, "understand."

Because they don't want to be treated as fool by their boss.

In fact, it might be better to ask in another way, for example, "can you tell me in detail what you are going to do?" < /p >

< p > authorization should be for the following three reasons.

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< p > first, you can spend more time on important management matters, because your other work will be subordinates to subordinates.

Most managers feel that they do not have enough time to complete all the work.

By delegated some of them to your subordinates, you can spend more time in management matters that really need your attention.

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< p > Second, you can challenge and motivate employees.

Many excellent employees feel that they have failed to fully display their talents.

By assigning them challenging tasks, their interest in work can be increased.

Many times, these employees can show the enthusiasm and ability that they did not show before.

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< p > last point, you can cultivate employees and improve their value.

Additional duties may improve the value of an employee.

The new job responsibilities also enable employees to acquire new work experience and training so that they can contribute more to the organization.

Letting employees feel that he is important to the organization is a way of motivating him.

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< p > < strong > obtain the employee's commitment < /strong > < /p >

< p > the key to employees' devotion to work is to let them take full responsibility for their work and not feel that they are doing things for you.

Of course you want them to give full play to their intelligence.

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< p > when you ask an employee if he is willing to accept new responsibilities, he may need to think about it before giving a commitment.

Usually he starts by saying, "I'm sorry, but I can't do it because I've never done anything like that before.

Thank you for your kindness. "

Then, on the second day, he will run to you again and say to you, "I think about it."

Yesterday you wanted to send me a job that was challenging for me, and I scared away from the start.

But now I'm going to have a try.

Do you still want to send it to me? "< /p >

< p > when this new responsibility is very challenging for the employee, or if he feels that he has enough work on hand, the above situation may arise.

If you put this task on his head, you will pay the price in the future, because he has not promised you that he will do his best.

You should let the employees think about it first and arrange a time to discuss it with them.

You must stress to him the reason why you sent the new task to him.

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< p > remind employees of the challenges he has faced and the "new" tasks that have been successfully completed, which will help him build up his confidence.

If necessary, you can ask the staff to help you and tell him, "this is very important for me and for the company, so you must take the job."

Thank you for his help.

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