What kind of boss-get out of the psychological misunderstanding

Strong team leadership and so on. From a psychological point of view, it is precisely because most bosses he meets are not like this that business owners should be like this. Do business owners really have problems? Maybe yes, yes, no, but the point of this paper is that it is more realistic for migrant workers to adjust their mentality and even their words and deeds than to "adjust" the quality of business owners.

Myth 1: Enterprises mainly employ people without doubt, and people without doubt.

1. Modern enterprise management system is based on the assumption that human nature is evil, not on the assumption that human nature is good. Therefore, from the perspective of system construction, the boss suspects "people", not a specific migrant worker.

2. The migrant workers themselves haven't established enough trust in the boss's mind, which may be because the migrant workers are too junior or too obscure in the enterprise.

3. Migrant workers have the impression that the boss is "not at ease" because of mistakes or misunderstandings in their past work, which requires migrant workers to take the initiative to use their own efforts to reverse it.

Myth 2: The boss should do things "for things, not for people".

If it is a "bad thing", the parties will often shout "right things, not people"; If it is a "good thing", the parties often shout "people-oriented"; If we compare "valuing things over people" and "people-oriented", we will find that there is a contradiction between them. We all know that there is nothing wrong with "people-oriented". Since everything is done by "people", how can we ask for "right things and not people"? From an objective point of view, this is normal: whether it is for things or people.

Myth 3: The boss should understand management and be good at communication and coordination.

In fact, many bosses are not good at management, even don't know much about management, but they have succeeded. Because for an enterprise boss, the most important thing is to let the enterprise survive and develop, so management is the first priority of the enterprise boss and management is the second. Theoretically, management should be subordinate to business needs. It doesn't matter if the business owner doesn't understand management, as long as he realizes this, he can find someone who can help him play the role of "management".

Myth 4: The boss should get involved in non-procedural things.

Myth 5: The boss should listen to the opinions of employees more.

The boss's personality, ideas and energy distribution are different. You can't ask the boss to take the initiative to listen to anyone's opinions. Anyone who has a complaint should take the initiative to find a way to reflect it to the boss.

Myth 6: The boss should care about the development prospects of employees.

Try to explain everything with your work performance. No one can erase the work performance, and the boss can see it clearly.

3. Be proactive and try to adapt to business owners. Practice has proved that it is easier to adapt oneself to the environment than to adapt the environment to oneself, and it is more efficient economically.

Besides, what can migrant workers do? In fact, there are only two things that migrant workers can do: choosing a boss and adapting to the boss. Obviously, after choosing a boss, we have to adapt to the boss. We can keep "adapting to each other" with the boss for a long time, but we can't choose the boss for a long time. Even if you become a boss, if you fail, you may have to go back and rejoin the ranks of migrant workers. After all, learning how to adapt to the boss is more universal.