When Young Superiors Meet Older Subordinates

A post-80 generation who jumped from the news industry to a foreign manager as a media manager complained about the new job.

After taking office, he found that the two members of the "tiger" were 70.

These two people are not equal to their educational background and ability, but they are old enough to take the new small boss in their eyes. The task can not be finished by quality and quantity.

I asked him, "how do you communicate with your subordinates at ordinary times?" the answer is: "are you free now? Can you help me?"

"Can you give it to me tomorrow before work?"

What about noon the day after tomorrow?

I asked again, "if they do really badly, will you cut your face and criticize?" he thought, and said painfully, "I will discuss with them how to improve, and point out the problem in general, and will not face" smelly face "in general. After all, they are older than me, and I will coax them to work.

When the leader is 80, he is still tender.

If a small boss wants to make a big subordinate, it is not a simple face.

Face, of course, to give, the premise is that the subordinates first do the inside.

If you need subordinates to complete a goal, you must make clear the requirements and expectations.

Instead of saying, "can you help me to do something", it is better to say, "you are responsible for this matter"; rather than "can I give it the day after tomorrow", it is better to say, "I hope to see the plan before the meeting the morning after tomorrow, is there any difficulty?"

Large subordinates are divided into many types and need to be treated differently.

One is a senior senior employee who wants to retire without any desire.

Don't give too much to these big subordinates.

It's good to be polite.

Another type of older employee who is a few years older than you, but who has not been promoted, should be especially interested in such employees. They should not only consolate their emotions, but also arouse their enthusiasm.

Another class is a newly graduated master or even a doctor who has met himself earlier.

For a few years, a small boss who graduated from a university can not help but be proud of his psychological imbalance. He must be able to cooperate with his subordinates.

Big subordinates dare to challenge, often looking for the soft boss of a small boss - lack of management experience, thin skinned and so on.

Such a person should not be too indulgent. The more you please him, the harder he will make you.

And big subordinates may not have no ambition. If they can get rid of their little superiors, why not?

In the cold workplace, whether a boss can manage his subordinates is the key to success or failure.

Even snail knows that "I want to climb up step by step", which shows that the space above is much more bright than below.

Climbing to half of the small bosses who have been entrusted with heavy responsibilities, their professional ability has passed the test, but if the management ability is trained, there is still a long way to go from the tree tops.

Why the best?

How can you retain talents? How can you understand employees' turnover intention?

1, inconsistent / frequent change of priorities

The problem is: nothing can be more irritable to employees than problems or fashion based management.

How to find out: every time the new innovation is introduced at the strategy meeting, the employees keep silent and remain motionless.

How to solve it: set short-term, medium-term and long-term strategy, and stick to it within a reasonable time, and not be distracted by the latest emerging things.

2, forgive mediocrity.

The problem is: the first reason why excellent employees leave their happy organization is tolerance of mediocre talent.

How to find out: there is disdain and distance between excellent employees and other dragging people, who are dissatisfied with other people's rewards (remuneration, dividends, bonuses, etc.).

How to solve: set high goals for the entire organization, establish a reward for success and deal with failure, and maintain consistency and fairness.

3, round nails and square hole syndrome.

The problem is: excellent employees like to do what they are good at and do not want to be expedient in other areas.

They think of themselves as Ferrari. If they think they are used as golf cart, they will feel frustrated.

How to find out: they no longer care about the assigned tasks and responsibilities, and lack of follow-up and responsibility. They are always stuffy and not hot.

How to solve it: assess what you want the employee to do.

Update your description of his job and relocate the tasks that only the top employees can do.

4, not making full use of

The problem is: like above, when you are (or you think yourself) Ferrari, you don't want to spend your time wandering around the roadside.

How to find out: it is not their responsibility to become freelancers, to stay idle under others' idleness.

How to solve it: let employees build a series of things they can and should do to occupy all their spare time.

Assessment and consent are not fully utilized.

Reviewing your own authorization, if you have a senior employee who is not fully utilized, this is a precise sign that you are a micro manager and have problems with authorization.

5, cronyism

The problem is: top employees not only trust elite education, but also their water and air.

Start cronyism, avoid some people's performance, your excellent staff will be there, you say, "yes, my distant cousin."

Leave before.

How to find out: your sister's son seems to be happier than your best employee in your company.

How to solve it: if you need to be told, you should not manage others.

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