What should I do if I am reported beyond the level?

To deal with cross-level reporting issues, we need to divide them into three management levels and three situations of subordinates. They should be tailored to the situation and vary from person to person.

I encountered the same trouble many years ago. Half a year after I was parachuted in, a business backbone often reported to his superiors without reporting to me. For example, he did not report to me the tasks assigned by me, and he seemed to ignore my existence. Other subordinates and colleagues also looked on with cold eyes.

If you say I care, it will appear heartless; if you say I don’t care, it will make me lose face and make other subordinates laugh.

I knew in my heart that I had parachuted in to take someone else's position and I had to tolerate his venting. What is unreasonable is that our superiors actually allow their subordinates to often report beyond the level. I understand that the first problem to be solved is not the subordinates, but the superiors. If I don’t get the absolute support of my superiors and warn the subordinates, spreading the word will suppress the capable subordinates. The superior leaders may not be satisfied with my air landing, which may be the root of the problem.

What should I do if my subordinates report beyond the level? Only fools seek leadership, while masters use the "3 3" strategy to take the initiative.

I take several steps.

First, obtain the support of key superiors. I went to the office of the senior leader who sent me, and the common troubles of "airborne troops" were reflected on the side. The senior leader understood immediately after hearing it. Once, the senior leader invited his superiors to dinner and called me over and asked me to toast a few more glasses of wine. In fact, we didn’t even talk about anything, and the superiors understood it.

The second is to obtain the support of direct superiors. Establish a good relationship with the superior leader, do the things he arranges with all his heart, and eliminate his strangeness and xenophobia towards me.

The third is to encourage pricking by reasonable means. I continue to communicate with that key subordinate normally. If he reports beyond the level, I will report it. His work is supported on the surface, but in fact, no extra resources are added. He is allowed to work on his own, unite other colleagues, and arrange the workload of other colleagues to a full extent. Leaving them with no energy to support that subordinate's work.

The fourth is to play the role of superiors in maintaining order. After I obtained the support of the superior leader, when the subordinate reported the matter to another superior, the leader said to him, you should report this matter directly to the department manager, and there is no need to report it to me again. After repeating it two or three times, the subordinate gave up completely. I can use him how I want to use it. It’s no different than before. Besides, it doesn’t have to be different in vain. Since then, the problem has been solved. Later, I heard from others that our superiors also commented on me. This guy is quite mature, so it can be considered a positive review.

Returning to the specific question of the topic, let me talk about some theoretical opinions:

Subordinates "occasionally" report beyond the level. As a direct leader, you should maintain a certain mind and do not advocate , but not prohibited. Subordinates occasionally report beyond the level, which also has two sides of management. You can use this "irregular" behavior to find out other useful information, for example, let subordinates conduct "trial and error", for example, counter-exploitation, and judge the accurate intentions of superior leaders. Paying too much attention to your subordinates' reports at higher levels reflects your lack of self-confidence, which may lead to jealousy, resentment, discomfort, worry, etc. Although it is normal, it is also a form of self-cultivation.

However, there must be a twist: subordinates "constantly" report beyond the level, which is a serious problem that violates professionalism and breaks workplace rules. When you encounter such a problem, you must solve it, otherwise it will be extremely damaging to team building. However, you don’t necessarily have to rush to solve it. To find the root cause of this "abnormal" problem in the workplace, first there is a problem with the superior leadership, secondly there is a problem with your control, and thirdly there is a specific strategy for how to subdue your subordinates.

As a superior, you should have a deeper understanding of the workplace and understand the principle of equality of responsibilities and rights at the subordinate level. As long as the superior says, "You can just report such things to your supervisor." , maintain workplace order for the middle management, and this problem will be solved. The superior likes or supports this kind of cross-level reporting. Although it is not an excellent management behavior, there may be many factors. Therefore, to solve this problem, it is necessary to tailor the treatment to the case.

First, obtaining the support of superior leaders is the fundamental solution to this problem.

The reason why your superiors condone or like their subordinates to report beyond the level is because of their management preferences, because they are not very satisfied or even trusting of you, and because you were not directly promoted by your superiors. Direct lineage, I don’t like you very much, and fourthly, I deliberately embarrass you to make you submissive, and warn you that I can ignore you at any time. For a middle-level employee like you, you must first manage well with your superiors and gain their trust and support in you. There are also many other methods that can be used. For example, you can ask reliable leaders to help communicate, strengthen communication with superior leaders, etc. In short, you must obtain the support of superior leaders. As long as the superior leader tells the superior subordinates that such problems can be reported to your department manager, it will not only block the opportunity for cross-level reporting, but also show that the superior supports you and gives you the confidence to deal with it.

Second, with the support of superiors, the priority strategy is to turn bad things into good things.

There are generally three types of subordinates who report beyond the level: one is a workplace saboteur who does not understand the eyes and rules. When he thinks of it, he goes to the leader's room to say a few words, and sometimes he is complacent in front of his colleagues. Taking credit, "Look at how courageous I am, I don't care about any bullshit rules." One type is a villainous subordinate with ulterior motives who always wants to show off his/her self. They will report to their superiors, give you eye drops, or even pass on your inside information in order to get rid of you. One is dissatisfaction with your key subordinates, disapproval of your arrangements, disapproval of your ideas, despise your style of doing things, and despise your leadership talent. Reporting beyond the level is not only to express yourself, but also to deliberately go against you. I just don’t accept it. What's wrong with you!

Take advantage of ignorant subordinates; suppress villainous subordinates. For capable subordinates, the priority strategy is to strive to transform them into your supporting force through hard work. This type of person has ideas, motivation and wants to do things. If they can be used by you, they will help you become more powerful. As the saying goes, "No deal can be made without fighting." If it goes against you, it will consume your resources and even destroy your work layout. For this kind of person, he may be a docile donkey. If he is tamed, he will be your go-to person. If he is not tamed, he will be a thorn in your flesh.

Thirdly, if the person cannot be transformed, he must be suppressed and exploited. The last resort is to let him go.

If you cannot tolerate subordinates who report beyond the level, it shows that you are not broad-minded and confident enough. A few flies are buzzing, why don't you stop working? The higher your position, the more complex problems you encounter and the more complicated it is to deal with. If you can't handle such a small thing, can you still be worthy of the important task?

First, do not encourage or prohibit ignorant subordinates, just let them go. Deliberately let him know some immature news, and use him to get feedback from your superiors and colleagues to revise your decision. A few such subordinates can't hurt anything.

The second is to use warnings and beatings against the villainous subordinates who report behind their backs. For example, say with a smile, your superior has talked to me about something you reported to your superior. If you have anything to say, tell me face to face and help me correct it, okay? This sentence has three meanings: first, your superiors support you; second, don’t act like a villain and tell me if you have something to face; third, help me correct myself and leave him a way out. Just correct the villain's subordinate and continue to use him for work. If he doesn't correct himself, find an opportunity to get him out.

The third is to either transform or let go of capable subordinates. Such subordinates are dissatisfied with you and deliberately report past you. First of all, you should be tolerant and strive to become your own capable general. This is a test of your leadership skills. Communicate candidly, fully empower them, give them a stage to work, provide resource support, praise frequently, give rewards, and be fair and just. Make emotional investments when necessary. Ancient generals always made good use of enemies who could surrender, let alone unconvinced subordinates? If he really can't be converted, he will make a last resort and let him find another job.

How to subdue unconvinced subordinates?

First of all, unite other subordinates, do not form group confrontation, and let the majority of subordinates support you. Secondly, you must attack fairly and impartially, and do not let the group give you the impression of retaliation. The third step is to make the unconvinced person work hard. If you make a reasonable arrangement and do not let him engage in core business, do not allow other colleagues to provide support, and do not provide additional resources, he will not be able to do anything, and he will not be able to grasp your leverage. Either be convinced or leave.

Summary: The higher the level, the less things are reported to the next level. Skip-level reporting mostly occurs at the middle and lower levels. As middle- and low-level managers, we must handle the dialectical relationship between mind and skill. If you want to grow into a senior manager, training in middle and low-level management positions is indispensable. When dealing with such thorny problems, do not think in a single way or take a single approach. You must show your management skills as well as your tolerance. Mind-set, after all, the higher-ups look at your actions. The top-level people consider you from two dimensions: means and mind, and they definitely don’t just look at your tricks.

Top managers. It can be called a "leader" whose key role is strategic vision and understanding and employing people. Selecting assistants and middle-level managers well is a reflection of his leadership. Generally, he will not select those who do not understand the rules of the workplace.

Middle managers. The key role is to control the team to complete tasks, which requires not only using management skills to manage team members, but also reflecting the comprehensive qualities of growing into a senior manager. Only a small number of middle managers demonstrate the potential to be excellent top managers. This potential must include making good use of every kind of human mind.

Grassroots managers. In reality, you are a small foreman. You do it yourself and lead your subordinates to do it. If your subordinates don't do it, you have to do it yourself. In short, the completion of the task is the assessment indicator. The requirements for lower-level managers are relatively low-level, and they require you to do your job well no matter what means you use. Talking about feelings, mind, and realm, we haven’t reached that level yet.

Final advice. How to deal with subordinates who report beyond the next level? Which management level you are at depends on what methods you should use. For your long-term development, you can regard handling these matters as a practice of leadership training. With higher pursuits, use the most reasonable means to do it. Isn't it a way of "solving practical problems and leading at the same time?" The practice of "strength training"?