Complaining To Subordinates -- An Important Component Of Leadership

The book of changes tells us that everything has two sides: everything needs to be differentiated.

For example, when you have something hard to say or some shadow in your heart, you will naturally tell the trusting people that there is always a gap between strangers, that is the distance between heart and heart.

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

The family is short of money to tell the family that it is not necessary for an outsider to say that the family has been honored, or has been honored, to speak to the outside world and spread 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.

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.

From the perspective of stakeholders or from the perspective of stakeholders, employees have the right to know first.

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.

Leaders need to show their future to their subordinates, to see the future and their 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.

Leaders 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 the company can not burn money forever, and never do anything that does not see hope or money. Leaders need to have a sense of urgency for subordinates to undertake corresponding pressure for themselves.

Acknowledges the anxiety of subordinates, this is to relieve the pressure on the inside, at the same time, can also get the trust of 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.

Compared with full of confidence and falsity and mania, this kind of sympathy and pragmatism are more important.

Let employees creatively tap their potentials, set goals for them bravely, and try to win the cooperation and support of colleagues around them on the basis of mining their potential.

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".

It is not true weakness for leaders to show their weakness to their subordinates, but more is to set up a psychological drive to dare to play, and to provide fair opportunities for performance and provide opportunities for improvement.

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.

In fact, even if the leader is not public, subordinates will feel the pressure from the inside of 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.

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".

There must be solidarity and cooperation in the process of holding together and heating. This is the basic gene for the survival of enterprises.