In fact, in practice, the method of punishment has never withdrawn from the historical stage, and has never been ignored in practice because of people-oriented management. Reward is an incentive, but it is not necessarily the best incentive. From another point of view, punishment is the best incentive means, and necessary punishment can play an incentive role that rewards can't.
There are many ways to punish. Scientific penalties for violating enterprise rules and regulations range from criticism and warning to demerit, gross demerit, demotion, dismissal and expulsion. When your subordinates make mistakes, punishment is inevitable, but it should be noted that it is best to use less old methods such as publicly naming and criticizing and deducting wages. Punishing subordinates is the time to show your uniqueness as a manager. You must use your imagination and try to make him realize his mistake without hurting his enthusiasm.
There is a tribe in Africa. When a member makes a mistake, the chief will call out all the members of the tribe. Everyone will loudly praise the advantages of the wrong member and some things he usually does well, and use praise to achieve the purpose of punishment. Isn't this a good inspiration?
Managers punish subordinates, what they want is to correct the wrong results, not to make subordinates ashamed or even ashamed, or to have economic losses. I believe that a well-managed person will never stick to a few words that are not creative and may not be effective, just as rewards don't have to cost money, and punishments are very particular, and you don't have to swear.
1. Don't rush to investigate the responsibility, first find out the truth of the matter, of course, subordinates also make mistakes, and should be investigated for responsibility. But don't rush to deal with it before you figure it out, because if you deal with it wrong, it will be difficult to recover. If you haven't dealt with it, then the initiative is in your hands, and you can deal with it whenever you want.
What should you do if you are the manager of a company? Let's see how Kōnosuke Matsushita views this incident.
Kōnosuke Matsushita had every reason to dismiss him, but he did not rush to a conclusion, but analyzed two possible situations; One possibility is that the supervisor himself is incompetent and no longer suitable for continuing to hold this position; Another possibility is that "a good horse slipped", and there was a mistake in judgment at the moment.
Kōnosuke Matsushita further considered that there is no more suitable candidate for this position at present, and once the current supervisor is removed, it will affect the orderly progress of other work of the company.
So, he called the supervisor and told him that he would handle the incident, but he didn't tell him clearly what to do, so things dragged on.
During this period, the supervisor has been working diligently, making up for his last mistake, providing valuable information many times and contributing to the company's decision-making. At the same time, facts have proved his ability. The last mistake was an accident.
Soon, Kōnosuke Matsushita called him again and told him that he should have been rewarded in view of his recent performance, but because the last mistake had not been dealt with, he was rewarded without reward or punishment. The effect of this treatment is undoubtedly very good, which will not affect the overall operation of the company, but also convince the information director and other subordinates. In this incident, the initiative has always been in the hands of Kōnosuke Matsushita. Although he did not dismiss the director immediately, he can dismiss the current director at any time as long as he finds a suitable candidate. At the same time, through this period of inspection, avoid unnecessary brain drain caused by hasty decision-making.
Paying attention to punishment is more likely to hurt people, especially those who value face, and the consequences are more difficult to control. If managers criticize regardless of occasions, sometimes they will encounter resistance from subordinates. Imagine what an embarrassing scene it would be if an employee couldn't stand the manager's criticism and yelled at him in the office. I believe that all managers do not want to see this situation.
If a subordinate makes a mistake in his work, the manager must not criticize him in front of other subordinates or guests. Criticizing one subordinate in front of another is the most serious mistake. The result of comparison between two people is that the criticized person will lose self-confidence, and even if he can't do well in the future, he won't feel burdened by his incompetence, because you have proved his incompetence countless times. People who have not been criticized will also feel uneasy because they have gained their own praise with the sacrifice of their colleagues. He will be afraid that this will lead to the collective rejection of other colleagues. Therefore, he will relax himself intentionally or unintentionally, so as to be in line with his colleagues again.
In addition, it is very bad to criticize subordinates behind their backs. Talking about others behind their backs is a very rude practice in itself, and the criticism of managers can easily turn into office rumors. After several times of communication, it is likely to be unrecognizable. What was originally just a slight dissatisfaction, which spread to subordinates' ears, has become a vicious curse, which not only makes the criticized subordinates have an emotional impact on their work, but also makes personal grievances between subordinates and managers.
Therefore, managers criticize subordinates for choosing their own offices, so that subordinates will be grateful. Because he knew that the manager not only gave him face, but also gave him a chance to repay his kindness and change his heart, and his subordinates would work harder and make good achievements to repay their superiors.
3. Choosing the Right Master of Punishment Management Kōnosuke Matsushita believes that the most precious thing for subordinates is the sense of shame and responsibility. Therefore, when criticizing subordinates, we must pay attention to protecting their self-esteem and not let criticism go too far. On the contrary, we should pay attention to using this sense of self-esteem and shame, and pay attention to grasping the sense of proportion and mastering art when reprimanding and punishing.
Some managers think that criticism is a good opportunity to establish their authority, and when they see the mistakes of their subordinates, no matter how big or small, they will react violently. In fact, as a manager, there is absolutely no need to be furious when you see any mistakes. A harmless spelling mistake will not have a great impact on your team's work most of the time. In daily work, some mistakes are inevitable. We can only try our best to reduce mistakes, but we can't avoid them. Therefore, it is necessary to lose your temper only when you face those unforgivable mistakes.
More subtly, even if the behavior of subordinates makes people feel angry and unacceptable, managers can still remain calm and choose a more effective rather than direct method to criticize those who make mistakes.
For example, when the boss has a meeting, only the person in charge of the finance department is on time, and everyone else is late. The boss was furious, but instead of criticizing anyone, he praised the head of the finance department and highly praised his punctuality. As a result, everyone else looked ashamed.
Because some people who are late are likely to have justified reasons, if they criticize at random, then those who have justified reasons will inevitably be dissatisfied, feel wronged and have to defend themselves. As soon as he defends himself, others will defend himself one after another. As a result, he not only failed to achieve his goal, but also offended most people.
In fact, people present are not afraid of criticism, because there are so many people to accompany them, and there is nothing shameful. Once someone pleads, why not join? It is impossible to distinguish between "reasonable" and "unreasonable". Even if you can distinguish, the effect will not be good.
Therefore, praising the minority is the best way to promote righteousness and suppress evil. People who are praised are of course happy. For most people, although you criticized them implicitly, you didn't offend them. On the one hand, they feel ashamed, on the other hand, they feel that you have given them face and will be more grateful and convinced of you.
4. Punishment should be education, so that people who do wrong know where they are wrong.
It is normal for subordinates to be punished for doing something wrong, and it is also necessary to correct their mistakes. However, don't forget that criticism is only a means and way to promote the wrongdoer to correct his mistakes, not an end. If the criticized person does not make the same or similar mistakes after learning this lesson, it can be said that the purpose of criticism has been achieved. Some people turn their behavior into criticism just for the sake of criticism, which is the most taboo for managers.
As the saying goes: "the authorities are fascinated, and the onlookers are clear." When the subordinate handed over the completed work to the manager, he didn't realize the existence of the mistake, otherwise, he would try to correct it. Therefore, when criticizing subordinates, we must point out their mistakes. If you just reprimand him blindly, it will only increase his dissatisfaction and never achieve the purpose of criticism. It is normal for him to make the same mistake again next time.
There was a time when it was popular for male employees of a company to have long hair. Some people have messy hair like beggars. People in other departments asked their managers jokingly, "What the hell is going on?"
Once the manager called these people one by one for questioning during lunch break.
"Hey, it looks like a woman from the back!"
"You really look like a beggar!"
From that day on, these young employees often deliberately avoided the manager and didn't want to see him, and it seems that no one cut their hair because they were teased by the boss.
Later, the manager changed his way of working and told them in a very serious tone: "Your clothes bother me." If someone doesn't want to disturb me, please go to the barber shop and have your hair cut neatly this week. If anyone doesn't want to cut it, please come to my office alone before tomorrow morning. "
Before long, the company's long-haired family disappeared.
When criticizing others, the sarcastic tone will make him fall to the bottom of depression. Constant criticism will only make him shrink back into his shell. For such people, it is not appropriate to directly blame them in a teasing tone. Only the educational method of making suggestions or persuasion is the most effective.
When criticizing, you should have a kind heart to be a manager, just like being a man. You should have a kind heart. With a kind heart, managers are not managers, but managers. This passage seems funny, but it actually contains a big truth. What is the best development direction for managers? Professional manager, of course.
It is not easy to be a truly excellent professional manager, because when people's knowledge and skills reach a certain height, it is the realm of being a man.
When you criticize your children, you probably don't criticize for the sake of criticism, right?
If you can criticize your employees with a caring and kind heart like criticizing your children, maybe the effect of criticism will be better.
George Ben is an expert in the application of this technology, and the "sandwich cake" method he invented is really amazing. This method is to put what you want to criticize as a filler between two things worthy of praise, so that there are both praise and criticism, and the final result is often good.
George Ben runs an advertising planning company. Among his employees, a young man named Jones is often late for work, sometimes as long as half an hour. In order to get rid of Jones' bad habit of being late for work, George Ben adopted the method of "sandwich cake". He called Jones to the office. When Jones just stepped into his office door, George Ben stood up politely and told him happily, "You have done well in your work these days. Several advertising ideas were bought out by big companies at a high price, and the response was very good. You are really a rare talent in the company. " This is the top layer of the sandwich cake made by George Ben.
Next is the stuffing inside-it's time to criticize him! "Jones, a company has heard that your planning is very distinctive and wants to talk to you alone. Yesterday, one of their publicists hung up as soon as he got to work, and you hadn't arrived at the company yet. That man came in person again this morning, and you didn't come until 8: 20. He thought you were in a hurry and didn't go to work today! " George Ben finally showed the stuffing. Then he lost no time in saying, "You are always late for work, and your contacts can't see you when they come, so normal business can't be carried out. This is the loss of your own work and the great loss of the company's interests. Therefore, I hope you can go to work on time and don't make excuses for other subordinates to be late occasionally. "
At this point, the filling has been made, leaving only the last layer. George Ben also stressed: "As the backbone of the company, you really brought a lot of benefits to everyone. The company can't live without you. I hope you can understand your position. We all have high hopes for you. "
Obviously, the example of "sandwich cake" mentioned above is to put something to be criticized as "stuffing" between two things worthy of praise, so as not to make the criticized person feel embarrassed and embarrassed, so that he can accept this criticism in his heart without hurting the self-esteem of the staff. The criticized people not only understand their mistakes, but also realize the importance of their existence, so they will seriously correct their mistakes and work harder. If the new manager directly criticizes in front of the company's subordinates: "Jones, don't think that you can be late casually because of your excellent work." From now on, you are not allowed to do anything that violates the company rules and regulations! " The result can be imagined.
Managers should not only be able to do things, but also be a man. A person with low level of knowledge and experience is unlikely to become an effective manager. Only by improving one's management level and paying attention to personal moral cultivation can one have a better chance to become an effective manager.