In Order To Cultivate Good Subordinates, What Should Managers Do?

< p > If a href= "http://www.91se91.com/news/index_c.asp" > manager < /a > has such an idea, then the subordinates will never grow up.

Little wonder: fostering subordinates is one of the most important duties of managers.

In fact, managers should spend more time on things that are not what I cannot do! < /p >

< p > in order to cultivate good subordinates, managers should do the following points: < /p >

< p > < strong > 1, according to the ability of the subordinates to allocate < a href= "http://www.91se91.com/news/index_c.asp" > work task < /a > /strong > /p >

< p > managers should be familiar with each of their subordinates: what qualifications are they in? What are their specialties? What are they good at? What skills are they good at? What skills do they possess? What are their personalities? What are their hobbies? What are their coordination abilities? What are their communication skills? What are their expressiveness? Are they more introverted and introverted? Only when they understand these tasks, can they not assign difficult tasks to those who are not able to complete their tasks.

Managers can communicate with their subordinates to understand each other's level, and try to make subordinates do it first.

When assigning tasks, it is enough for those subordinates with rich experience and strong abilities to give him a general scope of work and goals, so they do not need to communicate with them in details of their tasks.

For those employees who are less experienced, managers need to give more details about their tasks. For example, the work involves several links, what issues to pay attention to in each link, what departments and people may be involved, and what specific goals are expected to be achieved.

Even if we find that the other side's ability is not as good as expected, there is no need to be angry. We can try to create an environment to encourage questioning and appropriately adjust the tasks according to the content of each other's questions, and give guidance to subordinates.

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< p > < strong > 2, let go a href= "http://www.91se91.com/news/index_c.asp" > subordinates < /a > do it, let it experience success or failure, accumulate experience < /strong > /p >

< p > some managers prefer to act as parents, even if they assign jobs to their subordinates, they still do not trust their subordinates, and worry that their subordinates can not finish their tasks.

When I haven't reached the time of acceptance, I often ask how the subordinates are doing. When can they give me the result? This will make the subordinates feel uncomfortable. Will they feel that the boss is not convinced that I can do this? There are other managers who accompany their subordinates to visit the customers, always like to speak on their own, and often interrupt their subordinates' speeches to interrupt their subordinates.

This practice will not only hurt the self-esteem of subordinates, but also hinder the growth of subordinates.

When directing subordinates, managers should try their best to enable subordinates to complete their tasks independently, so that they can experience themselves in practice and experience various success or failure in their work and accumulate experience continuously.

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< p > < strong > 3, give different guidance to different subordinates, teach students in accordance with their aptitude < /strong > /p >

< p > managers should cultivate students in accordance with their aptitude according to different objects.

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< p > for example, facing the newly graduated college students: instructing them to set up a working mode, familiarity with the organizational and departmental environment, and helping them establish working relationship with their colleagues quickly. < /p >

< p > just graduated from college students, like a blank sheet of paper, the manager will leave a deep mark on the contents of the picture above.

Instruct them to set up a work pattern and establish working relationships with their colleagues quickly and integrate into the team through constant familiarity with the organizational and departmental environment.

For the newcomers of the workplace, they can send them on business trips or give him strange and difficult things, and they are also ways to quickly accumulate experience.

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< p >, for example, encourage more introverted subordinates: even if they fail, managers must stand up for their responsibilities. < /p >

In P, some employees are naturally unconfident and refuse to challenge. They do not want to be reactive but fail to avoid failure.

Faced with this kind of subordinates, managers can try to tell him: once there are problems in the work, I will be responsible, so that such subordinates believe that the supervisor will support him, so that he has the courage to let go and work more.

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"P >" for example, for those experienced, good and capable subordinates: to describe their vision of organizational development and to exchange their organizational development strategies and encourage them to undertake more responsibilities < /p >.

< p > for those capable subordinates, they should be rotates, allowing them to experience in different positions and develop a more comprehensive experience.

We should encourage them to develop their abilities and take on more responsibilities to prepare for their future higher positions.

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< p > < strong > 4, allowing subordinates to be satisfied from work < /strong > < /p >

In the work of P, managers should pay more attention to subordinates, let subordinates feel that someone cares about him, and strengthen trust relationship between subordinates. The higher the degree of trust is, the lower the management cost.

In the work, we should encourage subordinates to move forward, respect their subordinates' different opinions, and give them explanations and explanations with patience.

Communicate with subordinates, share their experience with them, encourage subordinates to help their partners while doing their job well.

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< p > in short, managers must make subordinates get satisfaction from their work.

Companies should encourage such culture.

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