Well, my friends who are familiar with me may have noticed that this is another suitable rhythm of digression. That's right. Today's topic is about the management of department subordinates.
Today's topic is mainly aimed at everyone who is or is about to take the leadership position. With regard to the management of department subordinates, I combine my personal experience in recent years and the excellent management concept of my colleagues in the industry, which is roughly summarized as follows. Let's be specific.
First, make a good first impression.
For the "star of tomorrow" who is about to take the leadership position, and the old birds who are about to parachute into the new company to be department leaders, is it a bit uneasy before they take the post? How to carry out the work in the face of new departments and new subordinates? Here, I give you two suggestions.
1, give up the wrong idea that "a new official takes office with three fires".
Because the reason is simple, in the new environment, we all want to establish prestige and show our ability through short-term achievements, but the decisions made without knowing the specific situation of the company are often wrong or even absurd. First impressions are important in any situation. When you first take office, several bad decisions in succession are enough to ruin your image in the eyes of subordinates. "Bastard, talk on paper," once a few big hats are buckled on your head, it is basically difficult to turn them over, and subordinates are not convinced of you, so you can't manage well.
2. Work begins with praise.
As we said above, the new leaders should not rush into the new department yet. What they can do is to learn more and observe more. For the work of subordinates, all good work should be affirmed and recognized in time. Because all good communication begins with praise. Recognizing the work of subordinates will bring you closer to them, and subordinates will open their hearts to you and help you understand the company as soon as possible.
Second, the core of leadership: guidance, coordination and cultivation.
Ok, after getting familiar with the new position of the new company for a while, let's start our formal work. So what is leadership and what should leaders do?
A leader is someone who gets the job done through others. The core of leadership work is three contents.
1, work instruction. Every work of the department is completed by specific employees, and the role of the leader is to guide them and ensure that the employees can complete the work on time, with good quality and quantity. Therefore, guidance is one of the most important tasks of leaders in daily life.
But how many leaders can really do this job well? The longest sentence that many leaders say when asking for instructions from employees is "Ask me everything, what else do you want?" . This sounds domineering, but when you think about it, it's totally illogical. If subordinates don't need to ask you anything, what do you need as a leader?
2. Work coordination. In the process of subordinates completing a certain job, resources, cooperation departments and related assistance need to be coordinated by leaders, and coordination is the second most important daily work of leaders.
Say a few bridges, and everyone will take it as a warning.
A: Personnel Assistant: "Leader, it is very difficult to recruit recently. We only have one website and too few resumes. I want to try on-site recruitment. Is that okay? " (seeking resources)
Manager: On-site recruitment costs nothing. This will not work. Find a way to recruit people without spending money.
This is the real question in the Q&A area the other day. Who has any tricks to do things without spending money? Tell me quickly! )
B: Personnel Assistant: "Leader: I'm halfway through the salary analysis and need some data from the finance department. What should I do? " (Need the cooperation of all departments)
Manager: "What's the use of telling me the financial data you want?"
C: personnel assistant: "leader, the workload of statistics is too great for one person to complete." Can you arrange two more people to do it together? " (asking for help)
Manager: "I can't finish my own work, I just want the result." (This is probably the most common sentence, "I just want the result". Such a leader can be a person. )
3. As one of the important tasks of managers, talent training is very important. The development of enterprises needs a steady stream of talents, and the stability of employees depends on a good growth environment and promotion space. As a manager of a company, we should always put talent training in an important position. Doing a good job in talent training requires not only the excellent professional quality of managers themselves, but also an open mind.
Third, turn assignment into providing exercise opportunities.
Assigning work is the biggest headache for many managers, especially some young subordinates. They always accept the work arranged by the leaders on the surface, but they are contradictory in their hearts. In fact, it is not because employees are lazy, but because the work arranged by the leaders is too low-end, that is, they can't learn anything and are not within their responsibilities. So we often hear such words, I am the personnel Commissioner, why should I pour water for the guests? I'm going to be a manager in the future. Why do you let me do odd jobs all day?
As a manager, maybe you should change your mind when assigning tasks. When assigning work, I usually do this: 1, detailing the content and importance of the work. 2. Introduce the ability that you need or can exercise to complete this job. 3. What help or targeted training can I provide at work? For many young subordinates, they are not afraid of hardship, but they are not good at finding valuable highlights from ordinary work.
Fourth, help subordinates make career plans.
For the subordinates in this department, I often say, cherish our time together, and hope that you can be promoted in two years or have enough strength to jump to a better company. In the traditional concept, both companies and managers always want employees to be as stable as possible, but it is an inevitable law for truly talented people to either go or go, and those who have worked in a position for many years are often just trying to make a living. As a leader, we should help our subordinates to make a good career plan and guide them to make continuous improvement and progress.
5. Leaders should have an iron fist.
In leadership theory, there is a word called "emotional intensity". As a leader, you must have enough courage to face the reality. Due to the lack of this ability, many department leaders tolerate bad people in their own departments and compromise blindly, which is actually the greatest harm to outstanding subordinates. So if you want to be a good leader, you still have to have an iron fist and know when to stop incompetent employees.
Sixth, leaders should look like leaders.
In a journey to the West in China, the Tang Priest expressed the essence of being a good leader in Wukong's affectionate song "Only You"-"Go to hell, I'll take the blame". There is a hidden task in an enterprise that department leaders take responsibility, and all the hard work is done by subordinates. Then, if something goes wrong, leaders should take responsibility. Only in this way can a leader gain the trust and respect of his subordinates and someone will give you hard work. I have worked for many years and summed up a sentence: "Never deny your subordinates in front of superiors and never question your leadership in front of subordinates" for your reference.
After talking about management, let's return to today's topic.
Cover this case with the above-mentioned projects and find out the reasons. Apart from the personal reasons of translation, from the supervisor's point of view, did you make a good start when the newcomers joined the company? In daily management, does the supervisor fulfill his responsibilities, how to arrange the extra work, whether a subordinate who performed very well at the meeting communicated his personal development problems, and finally, has he considered applying to the headquarters for dismissal or replacement for a subordinate who is completely out of his control?