First, carefully analyze and help subordinates find out the reasons for the delay. Everything happens for a reason. The reasons for subordinates' procrastination in work are personality, psychological thought and ability. Specific performance in the following aspects: First, the temper is slow, and the habit of "the old cow pulls the train slowly" has long been formed. If it weren't for Enemy at the Gates, you would have fallen asleep halfway, just like the little white rabbit in the story of the race between the tortoise and the hare. The second is to look ahead and look back, fearing hands and feet. When doing things, some want to be as comprehensive as possible, thinking left and right, delaying time; Some people are afraid of dragons before and tigers after, and they can't make up their minds; Some people don't concentrate on their work. Ask Zhang San's progress and see if Li Si is moving and dragging behind others. Third, there is emotion in thought and lack of initiative. Some do not meet their wishes and demands politically or in terms of living conditions, and deliberately drag on; Some are at odds with their superiors, have different personalities, are dissatisfied with their superiors, and deliberately disobey the arrangement; Some people feel that they are doing well, doing fast, doing slowly, not being active and not being enthusiastic. Fourth, the work has no clue and the ability to handle affairs is low. If they take on a few more tasks, they will "pull the gourd and pull the leaves in the west" and can't tell the priorities; When you encounter difficulties, you will "rush to see a doctor", and you can't find a shortcut to solve the problem, which affects efficiency. Leaders can find out the reasons for their subordinates' procrastination from the following aspects: First, they are good at observation. We should not only observe the performance of subordinates in their daily work, but also observe their performance in completing important tasks. The second is diligent in investigation. You can find your subordinates' former leaders or your colleagues who work together now to understand the situation. Third, objective analysis, combined with usual observation and investigation, can find out the crux of subordinates' procrastination and take what measures to "prescribe the right medicine" in order to achieve the best results. The second is to improve the system and help subordinates inject "boosters" to improve work efficiency. It is by no means an easy task to change the procrastination of subordinates. It depends not only on more education, more supervision and more pressure, but also on an effective and excellent work system. First, we should establish and improve the work responsibility system, take the blame and resign, and manage people strictly according to the system. If you make mistakes or be passive in your work due to procrastination, you will be severely punished according to the system, so that subordinates with slow temper can effectively improve their sense of responsibility and efficiency. Second, we should establish and improve the incentive system, let subordinates work hard, think ahead and fully mobilize their enthusiasm for work. Third, we should establish and improve the system of communication, help and guidance, and arrange subordinates with relatively low ability and quality to work with those comrades with strong ability and rich experience, so that they can effectively improve their work ability, improve their work efficiency and change procrastination. Third, point out the maze and help subordinates explore effective ways to improve work efficiency. An important aspect of changing subordinates' procrastination is to effectively improve their ability and quality. It should be said that, generally speaking, every subordinate does not want to be criticized by the leader frequently. Those whose work efficiency is affected by their low ability and quality will be criticized by the leaders and sometimes even a little depressed when they spend a lot of energy and do their best but still can't finish the task on time. Faced with this situation, as a leader, while fully affirming the work attitude and professionalism of subordinates, we should help them find ways to improve their ability and quality. To improve the ability of subordinates, we can start from the following five aspects: first, help subordinates to sort out their work ideas. When assigning a large number of tasks, explain to subordinates which tasks are urgent and which may be delayed. When arranging an important task, tell subordinates the specific work steps and what links to pay attention to. The second is to help subordinates remove obstacles. At the beginning of assignment, we expect subordinates to come forward to help them clear the relationship between relevant parties or deal with it personally in the course of work, paving the way for subordinates. The third is to communicate with subordinates and give them opportunities to practice. We can discuss some methods and skills to deal with problems with subordinates in combination with the actual work, and how to strategize in the work, effectively improve efficiency and save time. Fourth, give more opportunities for subordinates to improve their practice and exercise, so that subordinates can practice in learning and learn in practice, thus gradually improving their ability and quality. Fifth, we should criticize and correct mistakes in time. When subordinates make mistakes in their work because of procrastination, we should criticize them boldly in time and point out the harm caused by their style of work to avoid the same situation next time. Fourth, clearly require subordinates to complete the task deadline. Sometimes subordinates procrastinate, not only because of subordinates, but also because the leaders do not give clear time requirements when assigning tasks, which leads subordinates to mistakenly think that they have enough time to think twice. Maybe they think this job can be delayed, so they spend their mind on other aspects. By limiting the deadline, you can put some pressure on your subordinates, arrange and adjust your own time, and complete the task with good quality and quantity within the specified time limit. When defining the time requirement, we should pay attention to the following points: First, don't set the time too tightly, and leave room for subordinates to complete the task; Second, pay close attention to the work progress of subordinates within the prescribed time limit, and carry out effective supervision to help them solve the difficulties that subordinates can't solve in time to avoid wasting time; As soon as the prescribed time limit arrives, it should be required to report the completion of the work. If the time limit required by the leader is very tight, but he turns a blind eye after the prescribed time limit, it is easy to violate his promise to his subordinates, so the next time he gives an account of the task and specifies the time, his subordinates will still drag their feet. 5. Set an example by example and set a firm example for subordinates. First of all, a leader can set an example and a benchmark in his subordinates' minds, so as to do things like him. It is hard to imagine that a leader who works slowly can bring out a capable team. Secondly, leaders can handle things neatly by themselves, so that subordinates can consciously accept their own requirements and obey their own leaders. If the leader procrastinates, his subordinates are slow to answer one thing and indecisive in dealing with the problem, but he strictly demands his subordinates to be efficient, which makes it difficult for his subordinates to convince him psychologically and even subconsciously produce resistance. Thirdly, leaders have a strong sense of working hours and efficiency, which can create a good atmosphere. Everyone knows in his heart that a leader is a person who pays attention to work efficiency. If he doesn't finish it in time, he can't make a difference.