How do managers build trusting relationships with employees?

1. The boss keeps his promise and sets a benchmark. The boss must restrain his words and deeds, fulfill the promises he has made, and must not let loose cannons indiscriminately. When we were coaching a company in Zhongshan, a core technical staff resigned. The reason was that when the employee joined the company, the boss made a promise about his salary after the probation period. However, it was not fulfilled after the probation period and the reason was not explained to the employee. After enduring it for a period of time, he angrily resigned. We went to the company boss for confirmation, and the boss said he had forgotten. Although he repeatedly tried to persuade him to stay, the employee said he had lost trust in the boss. Just because of the boss' "forgetfulness", the company lost a core member. of key technical talents.

2. Managers should take proactive actions to gain the trust of their subordinates. Employees are a vulnerable group in the enterprise. Fear and hierarchical concepts make them reluctant to take the initiative to approach managers. At this time, managers must take the initiative and go deep into the front line to get close to employees, listen to their voices, and communicate with employees attentively. Employees You will never open your heart to a manager who is aloof, never goes deep into the field, and keeps a long distance from his employees. When communicating with employees, you should think about problems from the employee's perspective, that is, have an "altruistic" concept, and think and solve problems from the employee's perspective. Even if the ultimate responsibility lies with the employee, the employee will appreciate the manager's intention and accept it calmly. . Managers in many Japanese companies can consider problems from the perspective of their subordinates and employees. The Japanese believe that it is the responsibility and obligation of managers to constantly solve the pain and troubles of employees. These pains and troubles include work-related problems. Including life.

3. Managers should care for their employees and dare to take responsibility. Caring for employees is not reflected in the form of posting "people-oriented" slogans or shouting "helping employees" slogans, but is put into action. When some small and medium-sized enterprise managers have problems with their department employees, when reporting to their bosses or superiors, they first shift the responsibility to their subordinates and find a bunch of reasons for themselves. Then they take credit for the department employees' achievements and show that they have managed well. , such a manager will definitely not gain the trust of employees. A real manager should be a manager, boss or superior who dares to take responsibility, cares for his subordinates, and is not greedy for credit. Only then will leaders truly entrust them with important responsibilities, and only then will employees truly support them from the bottom of their hearts. This phenomenon is very common in Japanese companies. If there is a problem with a department employee, the department manager will definitely be criticized. Most corporate managers in Japan really do this from the bottom of their hearts rather than superficially. When the author (Meng Xianglei) was working in a Japanese-funded company, several employees in a department were criticized by the Japanese minister when they said they were worried about washing clothes. After hearing this, he spent his own money to buy a washing machine for his subordinates. We cannot expect all superiors to be like this Japanese, but the care of Japanese companies for their employees is evident. Japanese companies have a complete welfare system to care for their employees, such as welcome parties, farewell parties, holiday gifts, purchasing shopping vouchers, fitness cards, housing funds, various insurances, etc. for employees.

4. Be honest with others. Mencius said: "Being sincere is the way of heaven; being sincere is the way of man." Honesty is the core of Confucianism and the standard of life we ??have followed for thousands of years. "Sincerity" in Japanese culture is deeply influenced by Chinese traditional culture. "Sincerity" is also fully reflected in Japanese business management, such as the "frank heart" of Matsushita Konosuke. In Japanese companies, if the boss or manager It is very common for subordinates to bow and apologize when they make mistakes that cause trouble to them. However, this phenomenon is rare in our Chinese companies. What we are used to seeing is that when employees make mistakes, their superiors scold them, and when they make mistakes, they refuse to do so. Acknowledge mistakes and even blame them and put the responsibility on employees.

5. Be heart-centered and pay attention to guiding employees’ mentality. Guidance to stimulate employees' sense of ownership and establish long-term trusting relationships with employees. Changzheng Consulting believes that the main means for Japanese companies to train employees are "mindfulness cultivation" and "skill transfer", and "mindset cultivation" is the foundation. Japan's famous "Panasonic Corporate Training" is a model for cultivating character. Cultivation of character is an arduous and long-term project that requires unremitting efforts. Only when the concept is rooted in the hearts of employees and put into practice can it be considered successful, rather than staying on the surface.

When the Long March Consulting team was coaching a company in Zhejiang, they collectively recited the essence of the "Parchment Scrolls" every morning. According to the boss, they had been doing so for five years. During the training, we randomly checked several old employees to recite them, and the results were completely There are not many who can recite it, and only a few who can recite one paragraph. Therefore, although cultivating the character is difficult, it still requires the dedication and joint efforts of all employees of small and medium-sized enterprises.

6. Employees should change their mentality and work for themselves. Relying solely on the unilateral contributions of bosses or managers, employees cannot establish a trusting relationship if they remain indifferent. While companies improve operating standards, welfare systems, and pay attention to the cultivation of employees' morale, employees should also actively change their mentality and adopt a healthy and healthy attitude. Change the concept of work with an optimistic and upward attitude, at least work for yourself, and even achieve what Kazuo Inamori expected to "make employees fall in love with their jobs". In this way, the establishment of a trusting relationship between the company and employees will naturally come naturally. .