Employee Growth: To Let Go And Supervise

Recently, I talked with some friends about how to help their employees grow up. Although I didn't have a very good idea, I told them that maybe I could share my practice and views. Although they are not universally applicable, they are all effectively verified in practice, which may enlighten us.

I often hear many managers say that if the employee's initiative and desire for learning are not strong, then what can I do to learn from him? Actually, there are two problems in it. The first is whether managers need to take the initiative to help their employees grow up. The second question is whether the laziness of staff members is irreversible.

There seems to be no doubt about the first question. After all, as one of the responsibilities of management, managers are responsible for training employees. The second question may be a problem, just like I once asked a staff member if you often get restless when you go to bed at night. He said yes, and asked me how I would know. I told him not only that you would be alone, but many people would.

Because everyone is actually pursuing, but human nature is easy to be lazy. Although there are ideas, but there is no motivation, so every time I put pressure on myself to set goals in life, I will return to the original state after a few days of excitement. After a period of time, when I recall my inability to progress, I will be uneasy and swear and set new goals. But how many people can really change this situation?

When we recognize this situation, we should know that there are not many people in the workplace who can really give themselves pressure and make changes and ask for progress. Therefore, we often face a large number of employees who seem to be less motivated. It is not very realistic for them to take the initiative to learn.

Now that we are managers, we have the responsibility to help them grow. Maybe we can put pressure on them to make sure that they know how to work hard, and that pressure can not change employees in a short time. But as long as you have enough patience, nothing can be changed.

Some people say well, if you want others to do it, do you have to be able to do it? So if our managers are lazy, but require their subordinates to work diligently, then it is doubtless hard for subordinates to convince themselves. If our managers can set an example, set up a benchmark for the team, so that everyone can see my request is based on my own, so that for subordinates, because they see the model, then naturally they will work towards your benchmarking direction.

Everyone has influence, and the scope of influence is that the higher the manager's influence is, the more influential it is. That is to say, if a company is down, it is not because of the grass-roots employees, because the influence of the grassroots employees is also difficult to influence the company's overall strategy, and the top leaders are different. Their every move is related to the development of the company. Their every move can become the goal of employees to follow suit. If the leadership is diligent, as a subordinate, they dare not slack off. If the leader misbehaved, the subordinates will think that the leadership is all like that, and what qualifications do we have to ask us to behave properly?

Therefore, the role of a model is to influence employees by themselves, so that employees can see an example that is struggling ahead. To a certain extent, this influence is more useful than spending countless words.

Many managers insist on giving employees the opportunity to develop, but they do not give up some important matters to them. All employees are exposed to some of the most basic jobs. After such a long period of work, they are naturally not attractive and challenging. Of course, some managers do have the awareness of training their employees, so they leave most of their work content to their employees, but they do not ask about the effect and whether they need improvement.

In fact, both of these fourth points are extreme. The growth of employees is naturally reflected in their ability to work more and more. Excellent employees are able to undertake part of their work. However, due to their subordinates' vision is not as good as their superiors, it is difficult to avoid bias when considering problems. If we all let go, employees themselves do wrong.

If some important business is wrong, it is very difficult for managers to escape responsibility. Therefore, if we want to ensure the quality of work completion and better help employees to shoulder heavy burdens, it is necessary to let go. However, we need to identify and guide periodically at the same time.

A manager shared with me his practices. He said that he had previously assigned a task to his subordinates, and that he had finally checked and verified with his subordinates, so it would not matter if he had made a mistake. As a result, he found that almost every time he did this thing, there would be a small problem. So he told his subordinates that I would not look at this matter later. He would not have looked at it. Your result was the final result, so you have to be responsible for it. You must conscientiously complete it. After that, although the manager will go to see it every time, he has never seen any problems, but he has never found any problems.

4. Develop employee confidence.

This is a true story, because there is a job because the conditions are not very good. Many of the employees who have been assigned to the post are mostly not performing well, so the staff who have just come to this position are morale and have no confidence in themselves, but the manager of this position has not used too long to help these abandoned employees build confidence.

He often shares his own experience with employees and makes employees aware that they are actually great employees. If they are willing to work hard, they will be better than others and even better than the employees outside. The staff of this team will be refreshed under his encouragement, and they will be more confident when facing other employees. When people ask him which post they are, their answer is very confident because they are proud of being able to work in such a post.

There is an old saying that a soldier will bear a bear, and how the self-confidence of employees is related to the correct guidance and encouragement of managers. Never say that employees can not. When you say so, you are giving up your employees and giving up your chances of helping employees grow.

Earlier, we said that our nature is lazy. If work can be done without any thought, no one is willing to take the problem to himself, and many managers like to direct their subordinates to work. So the ability of independent thinking of subordinates will be hidden, and there is no opportunity for exercise. Finally, managers will be tired and employees will not learn anything.

When a manager who has developed a successful employee has been asked how to make his employees grow up quickly, he said that in fact, my practice is very simple, that is, constantly throwing problems to them, giving them no answers, let them think for themselves how to solve the problems, and at the very beginning, they will feel the pressure is great, some individuals may even be very difficult to adapt, but I tell them that as long as they are willing to think, no problem can not be solved.

Even a problem can have many solutions, so we must not think that we can't do it without thinking.

Through my question, my staff trained their independent thinking ability. When they had problems, they would not throw them directly to me. They were thinking about how to deal with the problems, and then told me that, although sometimes the measures were not necessarily adopted, they could grow quickly when they were able to think about the questions on their own.

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