Several hedgehogs shivered with cold and had to stay close together to keep warm, but they soon separated because they couldn't stand each other's long thorns. The cold weather forced them to stay together to keep warm. But if you get close, you will be stung; It's far away and frozen. In this way, they repeatedly together, together. Finally, they finally found a moderate distance, which can warm each other without being stabbed by each other. This is the "hedgehog rule". In management, leaders maintain close relations with subordinates, which is conducive to work; However, too close relationships tend to lose leadership authority. Therefore, keeping a proper psychological distance from subordinates can prevent the loss of working principles. Dear readers, what do you think of the hedgehog rule? Have you or your boss ever used the hedgehog rule when dealing with subordinates? What does the Hedgehog Rule tell you?

Hedgehog rule emphasizes "psychological distance effect" in interpersonal communication. Applied to management practice, it means that leaders should keep close relationship with subordinates if they want to do a good job, but this is a close relationship and an appropriate cooperative relationship. Keeping a psychological distance from subordinates can avoid their preparedness and nervousness, reduce their compliments, flattery, gifts and bribery, and prevent them from being brothers and eating and drinking. Doing so can not only gain the respect of subordinates, but also ensure that principles are not lost in the work. In fact, as far as I am concerned, I am always used to comparing the relationship between managers and managed people dramatically to "cats" and "mice". Many enterprises play a cat-and-mouse game every day, which I call "cat-and-mouse" game. After more than ten years of management, I gradually understand how to manage people and how to deal with the relationship with employees. Proper intimacy is an essential internal skill for managers. This skill is not too difficult, and you may get a lot of coquettish if you are not careful. Personally, I think the following points are quite important: First, the atmosphere of the company is particularly important. It can not only affect new employees, but also have a great impact on the overall business operation of the company. A good employee, in a bad atmosphere, gradually becomes inert and is greatly influenced by the overall "field". Just like pedestrians crossing a zebra crossing, everyone knows that the red light stops and the green light goes, but when the red light is on, someone will take the lead and others will follow. Files, and vice versa. I think of a joke told by a friend of Zhejiang boss: letting a bad employee into the company is equivalent to letting a thief get on the boat; On the other hand, if a good employee enters a bad company (chaotic management, lax discipline and low efficiency), it means that he is on the "thief boat". The author is joking. It makes sense to savor it carefully. It seems exactly like running a red light just now. There are few red lights when walking abroad, so foreigners are used to waiting until it turns green, while some places in China are not (of course, relatively speaking). Another "mature manager" will say: Have you succeeded? Now, you should have your own opinion. How can we be influenced by them and become like them? ! However, people are not natural people, people are social people, and people are influenced by social environment. This is not to protect those who run red lights, of course, they also have the responsibility, just to emphasize the importance of the overall environmental atmosphere. Therefore, as a manager, you must "worry" about managing your company atmosphere, guide it in a good, positive and healthy way, curb those bad and negative bad phenomena and behaviors, and create an upward atmosphere, which will form a "field" to promote and promote the development of your company. Second, the performance appraisal is scientific, and it can't be regarded as a dead employee, and there can't be much room for manoeuvre. The company's abacus is too accurate, and the tasks and indicators set for employees are out of reach (or out of proportion to the returns), "out of reach", painting cakes to satisfy hunger, even if it can be completed, it will only be a little bit, and even if you finish it this year, the policy will become too fast if you take your indicators to a higher level next year. Sesame blossoms are rising every year, fearing that employees will make too much money. Employees and enterprises are a community of interests. A rising tide lifts all boats. "When the river is full, it will dry up when it is gone." The company can't make money, and the employees are half full. It should be a win-win situation. Don't be afraid that employees earn more, and the company earns more. Although the company is a strong group and employees are a weak group when formulating the salary structure and rules of the game, it is necessary to be scientific, fair and reasonable and convince employees from the heart, so as to generate motivation from the inside out and mobilize the enthusiasm and potential of employees. Both sides are relatively peaceful. Third, be careful of Mr. Dong Guo in the workplace. There are not a few people muddling along in the workplace, some are not working hard, some are making "fake efforts", many are "Mr. Dong Guo" holding Xiao's head, some are 20% supporting 80%, and some are 5% supporting 95%. So don't let your employees know your preferences too well, or you will fall into their calculation unconsciously. Some people turn around, some people "don't turn around", some people "turn around" when the leader is here, and give themselves a holiday when the leader is away. Some "be a monk and hit the bell every day", and some don't even hit the bell. Many enterprises pay their employees wages that they cannot do without; Many employees do this so that the boss can't drive them away. Therefore, corporate management is particularly important. It is necessary to establish a performance-oriented salary structure system, incentive mechanism and restraint mechanism, reward the diligent and punish the lazy, and work hard for those who can, so that "Mr. Dong Guo" has no hiding place. Fourth, pay attention to the execution of enterprises. The workflow and standard system are well established, but the implementation is not in place, and the effect is greatly reduced. Companies spend a lot of money and energy to introduce ISO9000 certification, but managers do not supervise the implementation of subordinates, and even some new employees simply do not understand the company's processes. In addition to taking fewer detours, the operation effect and quality can be imagined. The system formulated by company leaders often leads to their own destruction, instead of setting an example and taking the lead in destroying the company's rules and regulations, "fish begins to stink at the head", which leads to poor execution, low efficiency and low efficiency. There is a system that is not implemented and does not follow the standardized process, which is more terrible than nothing. Execution determines the competitiveness of enterprises. 5. Small enterprises commit "big enterprise disease". Some companies, a dozen people and several guns, like big companies, implement hierarchical management and have many rules and regulations. The general manager doesn't touch or rarely touches the front-line employees, so he should keep a certain distance to show the dignity of the CEO. He is arrogant and bureaucratic. Can't mingle with employees, communicate as a whole and keep close contact. Often wearing a "mask", I don't understand employees' thoughts, I don't understand employees' inner world, I don't take the initiative to communicate, I don't aim at the right thing, and I prescribe the right medicine. Small enterprises manage people, while large enterprises manage people by system. Small businesses rely more on the CEO's personality charm, dealing with people, words and deeds, every move will have an impact on employees. Bosses and managers are more about being human, sometimes more important than doing things (ability). Some bosses are just people and don't do things; Have a plenty of people first, then do things; Some can only do things, but not be human. Managers and ideas. Bosses should learn how to capture the hearts of employees and learn to manage their hearts, rather than just trying to manage their behavior. Management should start from the "head", first manage thinking, and then manage behavior. The survival of the fittest in nature, cats and mice have their own reasons for existence, and each has its own way of life. Cats' main task is to catch mice, while mice have to work hard to survive and get what they want. Both bosses and employees should have a peaceful mind, do their best to do their own things well and try their best to achieve their goals. Only when the big goals of the enterprise and the small goals of the employees are in the same direction can they be integrated, and people and enterprises can be integrated, and the development speed of the enterprise will be faster and the benefits will be better. Sustainable management can't help you write a composition. I found a lot of materials for you. You can take some together.