Leaders Should Be Good At Downgrading.

< p > China's < a href= "http://www.91se91.com >" Yi Jing < /a > tells us that everything has two sides: everything needs to be different from inside to outside.

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< p > for example, when you have something unspeakable or some shadow in your heart, you will naturally tell the trusting people that there is always a gap between strangers, which is the distance between heart and heart.

Even the crazy messages of gossip can be used mainly for entertainment.

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< p > the family is short of money to tell the family that it is not necessary for the outsider to say that the family has been honored or has been awarded the honor "/p".

< p > people speak about the positive image of the family.

It is either a direct blood relationship, or an affinity relationship with blood, or a relationship based on trust and dependence.

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< p > at least the difficulties you encounter are not related to strangers.

Even if the other side is a philanthropist and a good person, their behavior has certain expected purpose, and there will be corresponding interest driven.

Paying no attention to rewards is charity, and it is at the cost of giving dignity to those who are being given.

The same is true for enterprises. When an enterprise is in danger, it needs internal staff to help each other, rather than sending the distress signal to the lenders of loan companies or even usury.

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< p > employees have the first right to know whether they are close to themselves or from the perspective of stakeholders.

No matter from the way of improving performance, open source or tighten belt, the internal staff will make corresponding contributions to enterprises in danger.

At least when they know that enterprises are in crisis, they will not demand more welfare benefits.

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< p > < a href= > http://www.91se91.com > Leadership > /a > need to show prospects to subordinates, let subordinates see the future and confidence in the future.

This incentive needs to pay attention to methods and skills. Jia Chunbao has mentioned in many previous articles that the so-called incentive is not simply a matter of relying on material and money, but also a sense of security for employees. A fair and just platform mechanism can accompany the growth of employees and realize the future of their dreams.

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< p > leadership should be good at downgrading, and frankly tell you that the resources provided by the company are not unlimited. The company's tolerance for declining performance is limited. The time left by the company is limited, because companies can not burn money forever and never do anything that can not be expected or profitable. Leaders need to have a sense of urgency for subordinates to undertake corresponding pressure for themselves.

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< p > the leader's acknowledgtion of his anxiety to subordinates is a way to relieve the pressure on his heart, and at the same time he can get the trust of his subordinates.

For example, the activities organized by the company are not necessarily in luxury places like KTV and nightclubs.

By contrast, barbecue on the roadside will receive positive results in the park's dinner, climbing and extreme sports.

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< p > compared with confidence and falsity and mania, this kind of sympathy and pragmatism are more important.

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< p > allows employees to creatively tap their potential, boldly set goals for themselves, and tap the potential of their own colleagues on the basis of frankly winning the cooperation and support of their colleagues.

This is also a force to seek support from below, so as to avoid hiring people who are not as good as themselves to highlight their abilities and form a management pattern like "Wu Dalang opens shop".

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< p > Leadership weakness to subordinates is not a real weakness, but more of a psychological drive to dare to play and a fair opportunity for performance and opportunities for advancement.

As a leader, when we pour water on our subordinates, we must be honest and upright in the face of everyone. So everyone gets equal opportunities and expectations, trust and pressure to decompose.

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< p > in fact, even if the leader is not public, subordinates will feel the pressure from the enterprise and even guess it. The negative subjective assumption will bring more harm to the enterprise and the team.

Employees have the right to know about the pressure faced by enterprises. Of course, there will be some traitors after all, hoping to suppress their business confidence.

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< p > let employees feel that "the future is bright, the road is tortuous", and we must have the sense of hardship that "the revolution has not yet succeeded and the comrades still need to work hard".

It is necessary to have the unity and cooperation of holding together and warming up. This is the basic gene for the survival of a href= "http://www.91se91.com/news/index_c.asp" > Enterprise < /a >.

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