How to prevent subordinate monkeys from jumping on your shoulders? (classic rereading)

I often hear complaints from bosses and executives of private enterprises about their subordinates, such as "incompetence, failure, more than failure, failure to go out, delayed work, and damage to the company" and so on. When they have energy, they like to take the lead, be good teachers and be complacent about being the most dazzling star of the company. When they are exhausted, they will complain and abuse their subordinates. The habits of private enterprise bosses directly affect the rise and fall of enterprises. For example, when they have time, they are not in a hurry to carry out important work. When they don't have time, important work becomes urgent work, and they are in a hurry to fight, which has created the unparalleled ability of private enterprise bosses to fight encounters and disrupt the war situation. Because the boss has no standards and does things casually, he gives his subordinates the opportunity to shirk their responsibilities and pass on contradictions. The case of the classic theory "monkey on the shoulder" is very common. "Monkey on the Shoulder" is a theory invented by Bill Onken. It is said that managers often encounter such a situation: when they meet their subordinates, they say, "I have encountered a problem." So you listened to him elaborate on the ins and outs of the problem. One stop is half an hour, which not only delays what you have to do, but also finds that the information at hand is only enough for you to decide to intervene, not enough to make a decision. So you said, "Let me think about it and talk to you later." According to Bill Onken's "Monkey on the Shoulder" theory, monkeys were originally on the shoulders of subordinates, thinking of each other when talking, so their feet were placed on the shoulders of two people. When you said you wanted to think about it before you spoke, the monkey moved to your shoulder. You played the role of a subordinate, and the subordinate became a supervisor. He will come to you at three o'clock and ask you, "What's going on?" The more monkeys you receive, the more they give. So you are troubled by a mountain of problems that can never be solved, and you don't even have time to take care of your "monkey" Things that should have been put in the first place were shelved, things that should have been done were not done, and many things that should not have been done were done, but subordinates became spectators. The monkey on the subordinate's shoulder jumps on the superior, which not only adds unnecessary pressure and responsibility to the superior, but also forms the habit that the subordinate is extremely dependent on the superior. Although the ability of superiors is getting stronger and stronger, the ability of subordinates is getting weaker and weaker, which is very unfavorable for training subordinates. How to avoid "subordinate monkeys jumping on their shoulders"? Based on the fact that people's ability comes from overcoming difficulties, they must be forced to take responsibility and pressure, and they can challenge themselves and overcome difficulties under the pressure of taking responsibility in order to grow. 1. 1. Clarify the post responsibilities of subordinates and require subordinates to work under the guidance of plans and responsibilities. 2. Define the division of responsibilities between superiors and subordinates with the responsibility model: the heads of functional departments of the company bear 90% of the responsibilities of the departments, and the leaders of the company bear 10% of the responsibilities, that is, leadership responsibilities. The purpose of the division of responsibilities is to dispel the idea that department heads shirk their responsibilities, go all out to perform their duties seriously, and stimulate creativity beyond expectations. The division of responsibilities between the heads of functional departments and subordinates is also analogous, which strengthens the responsibility system. 3. Develop good habits conducive to the growth of subordinates: people's ability comes from solving problems and methods, that is, finding problems, finding the causes of problems, finding solutions to problems, and promoting the solution of problems. Capable people connect these four stages in one go. It is very efficient to carry out the work in this way and aim at the target effect. However, subordinates with insufficient ability and low efficiency often consider one by one and ask you for instructions one by one, which delays a lot of time. They are required to form good habits of thinking and operation related to these four stages, so as to avoid their dependence on everything and inefficiency. 4. Pay attention to the ways and means of guiding subordinates: Some subordinates are not used to using their own brains, but are used to asking for instructions. The superiors who like to be teachers will give instructions immediately, and the subordinates will only carry out the instructions, which makes them highly dependent and have no ability to think and handle affairs alone. When you meet a subordinate asking for instructions, don't answer directly, don't intervene, ask his ideas and solutions first. According to his ideas and plans, the superior only pays attention to grasping the direction and principles, and makes the finishing point to guide him to improve (you can't completely subvert the plans of the subordinates, otherwise you won't adapt to the ideas of the superior, and you will find reasons to shirk your responsibilities when you encounter difficulties in implementation). Be sure to make subordinates feel that the solution is his masterpiece and it is his responsibility to implement it. 5. There must be safeguards to fulfill the responsibility: rewards and punishments are safeguards to fulfill the responsibility. First, you must be able to use the process control method-deduct points in the assessment. If subordinates don't follow my requirements and perform their duties seriously, they always want to walk around the difficulties and push them to their superiors. They should point out their own shortcomings in the evaluation and guide improvement; Second, we should be able to use the result control method-negligence punishment. Every post has a scope of responsibility. If the company is negligent, it must find the responsible person to bear the responsibility, and the superior who is lax in subordinates should also be jointly and severally liable. Through the above five measures, not only can subordinates avoid throwing the responsibility ("monkey") to their superiors, but they can also cultivate their good habit of doing things efficiently, which can greatly improve the efficiency of all departments of the enterprise.