If the employee is in the line of duty, it means that the employee's starting point is good, but the way is not appropriate. For leaders, they need to be treated impartially, not mixed with selfishness, self-interest, and not with employees. The best way is for leaders and employees to talk about things, if the suggestions put forward by employees are pertinent and reasonable, adopt what can be adopted, and explain the reasons for those that cannot be adopted, and do not immediately and directly deny employees.
If the employee is selfish, then the leader needs to judge the employee's intentions. For employees who can give an explanation and reply on the spot because their personal interests are not satisfied, they will reply as soon as possible, and if they cannot reply immediately, they can promise to investigate and reply afterwards. Of course, the requirements of employees who violate the principles should be rejected and refuted immediately, and the bottom line of discipline and moral principles should not be crossed.
First, find out the reasons for disrespect for the leader from the subordinates. In each case, the root cause is different, so we need to treat it differently and find out the root cause and solve it in a targeted manner.
1. Personality reasons of subordinates
Some employees are straightforward and naturally can't speak brainily, they don't necessarily have opinions about you, they just don't like anyone, they have a sense of justice, and they have to intervene when they encounter injustices. You reprimand, he turns back, and then he makes mistakes again and gets you in trouble.
2. Test your bottom line
Some employees are pure mongrels and old fritters, he will use all kinds of methods to be rude to you, embarrass you, test your bottom line, if you value the concept of harmony, then you are wrong, he will have to inch in.
3. Prepare to leave
Some other employees, have long wanted to leave, feel very uncomfortable, have to find something for the leader, anyway, to go, he also has to show himself, dissatisfaction with you must be vented before leaving, such a person, no matter what, he still has to show in front of others, such a person, no matter what, he still has to show himself, dissatisfaction with you must be vented before leaving, such a person, no matter what, he still has to show first, and then go, such a person, no matter what, he still has to show first, and then go, such a person, he has long wanted to be
4. Take great credit
There is a type of employee, that is, the business master in the team, who does not dare to move him easily when he sees the company, because the company cannot find such a person in a short time, or even such a "talent", so he does not put the small leader in his eyes at all, and he dares to call the boss.
Find the root in yourself
1. Rude to subordinates
The ancients said: Envoys are courteous, and ministers are loyal. The king regards his ministers as mustard, and the king as an enemy. Leaders who do not respect the individuality of others will certainly not be treated loyally by their subordinates. Since the most basic thing in interpersonal relationships is respect, no matter how big your officialdom is, if you don't know respect, you will never get the hearts of the people.
2. Lack of professional ability
Not all leaders come out of the professional hierarchy step by step, and some people are promoted because they are very good at a certain field. There is also a situation where the company recruits talents, but the talents match the actual work needs of the enterprise. Or because of some interpersonal factors, a leadership position has been obtained. At this time, if the leader is unwilling to proceed from reality and rely on the strength of the team to manage, there may be a situation where the layman leads the insider.
3. I don't know how to be a man
Skill skills are very strong, but weak. thinks he is a leader, others listen to him for everything, and he doesn't know how to speak, thinking that people want to treat him as an old man. This is most likely to happen to managers who have just been promoted from the employee level, who want to have absolute control over the team and always find ways to control everything.
4. The shelves are too big
The fact that a leader is merely the highest rank in a position does not mean that he is also the highest in terms of personality and ability. Don't move and put on an official show, for fear that customers won't know that they are leaders. Everyone can come out to work, in order to solve the problems of the enterprise, create benefits, and do not provide you with free services. You have to have a good attitude first so that the team will respect you.
5. Enforcement
Being a leader may be superior to others in terms of position and status, but it is only a job. Others obey you for the sake of your position, but that doesn't mean employees will respect you from the bottom of their hearts. Respect is a factor in personality and upbringing, and has nothing to do with status. He likes to demand others with his own standards, without the feeling of taking care of his subordinates, and does not consider the problems of employees from the perspective of employees. When organizing work, they impose on others what they think is right, cannot listen to the opinions and views of their subordinates, and think that only by doing things according to their own arrangements can they be correct. Everyone has their own mode of thinking, and if they always follow the leader's ideas, their subordinates will not get better development.
6. Blind command
As a leader, you should have a clear plan for the department or affairs you manage, and you should have a reasonable rhythm. Don't pat your head and command blindly, you can command wherever you want, after a long time, the team will think that leadership is not good. I am also afraid that a kind of leader will be derelict in his duties and irresponsible, and he will lose it to his subordinates. Those who are upright do not obey orders, and their bodies are not upright, although they do not obey orders. There are many leaders in the workplace, not only with low quality, but also with problems with their abilities, and such managers make subordinates distressed. As a result, there is a phenomenon that employees are dissatisfied with management and do not pay attention to leaders. Or the high turnover rate within the department, the difficulty in retaining excellent talents, etc. To be a good manager and gain the respect of the team, you must calmly analyze the root causes of these problems, so as to continuously improve yourself. Change yourself first, don't change others.
Leadership
1. Use grinding difficulties to reduce subordinates with low energy, temper and emotional intelligence. Subordinates with irritable personalities and low emotional intelligence are actually the best to control, as long as they find a way to communicate, they can be fixed to their work until they grow in grinding.
2. Use leadership to conquer subordinates who are capable and have low emotional intelligence, although the EQ is not high, but they are very capable. Useful professionals and technical talents are people who do things, but they often have problems when dealing with human affairs, and they need to be conquered with leadership.
3. Use deterrent power to suppress the intelligence of those subordinates with average ability and high emotional intelligence, the so-called drum does not need a heavy hammer, but it is also a passing glance to be able to make rude leadership. A one-on-one formal conversation can be a deterrent.
4. Binding key subordinates with strong ability and high emotional intelligence with interest. For this kind of person, in fact, he is a leader, he can turn a blind eye, and it is reasonable to say that as long as he can exert his strength in his work, he can be valuable for the sustainable development of the enterprise. The only way to deal with such people is to bundle up interests and make these people work for the company willingly.
Management is to take performance from subordinates, to be inclusive, what kind of person can be used for you, to let him be willing to do things under you, is the smart management.
First, find a way to defuse the employee's hostility and have a constructive conversation.
At work, if the employee does not respect you and does everything, you must have harmed his interests, such as disrespecting him and not giving him face, he feels unfair in terms of salary, or he thinks that your work ability is not enough to convince the public, etc.
I recommend a relaxed and constructive interview. When appropriate, talk to him alone, not necessarily in the workplace, preferably in a place that brings you closer and reduces his hostility towards you, such as a café or restaurant. In the conversation, you should lower your profile, stop being a leader, don't say it yourself, listen to his real thoughts, see where the employee is dissatisfied with you, and see if there is some misunderstanding between you.
For example, the point of this employee is that you feel that you did not treat him fairly, and he ranked last last month's performance appraisal, in fact, he feels that he still works hard, as a manager, at this point, you must make it clear to him that you are creating a fair and open working atmosphere, not for him alone, take out data to prove why he is in the last place, why others are the first, how the appraisal process is carried out, let him understand where he is wrong, and finally point out the problem to him, and put forward constructive suggestions for improvement, expressing his expectation for his future work performance.
I think that at this point in the conversation, the average person can almost eliminate the hostility, you can give him his advantages (ability, etc.) in a timely manner, give praise, and hint that you are optimistic about his growth potential, and in the future, you will also tilt more resources and opportunities to him, so that he can expect something from himself.
Second, we must know how to recognize and employ people, and use people to be long, and there is no unusable person in the world.
As a leader, the business does not have to be much stronger than the people below, but you must know how to identify and use talents, know how to send people to the right positions, after the last conversation, I think the employee's hostility should be greatly reduced, now what you have to do is to cultivate his goodwill, to fully respect and protect his enthusiasm, let him play his ability, show his strengths.
After talking, the employee also knows his own shortcomings and shortcomings, but also sees his own advantages, if you want to make achievements in the work, you must promote your strengths and avoid weaknesses, for example, the employee is not very good at expression and verbal sales, before he put him in a position of partial sales is the wrong decision, his specialty is rigorous logical thinking and rational analysis, try to put him in the data analysis position, there may be unexpected surprises!
In this way, the employee finds his position, can play his own strengths, efficiency and performance will naturally go up, salary will go up, the future development is promising, of course, on your management to express support, because he in your management under the benefits, can see and touch, not only will not work against you, but also always affirm and support your management, to maintain the interests of managers is to safeguard their own interests.
Third, due consideration should be given to optimizing one's own management style.
As a manager, if you think, "As a leader, employees listen to me," you're wrong. The original intention of a leader should be to "do a good job of yourself and influence others", rather than managing others. Because as long as you are a human being, you don't like to be managed, so I recommend assigning tasks in the way of completing tasks, focusing on the work itself, rather than bluntly conveying instructions, not looking at the process but only looking at the results of the management method, so that employees feel that you are helping him guide him to do things, rather than issuing orders, so that the relationship between managers and employees will naturally be closer, and it is easier to get the support of subordinates.
