After becoming a leader, I found myself alienated by my subordinates. What was the problem?

There is a joke about "The Wolf Cried" as follows: Grandpa said: If you manage the yard, the pigs will be furious because of poor feed, and the dogs will be too tired to see. If you don't sleep in the middle of the night, the donkey will be listless because the mill environment is too dirty. what will you do? Sun Tzu said: I want to change the feed for the pigs, reasonably arrange the workload of the dogs, improve the environment of the donkey mill, comfort them, and stabilize their minds. Grandpa was furious: You lost your grandson! You should tell them wolf! This story shows that meeting the needs of the other party and catering to the other party are not the best management methods.

There are many such phenomena in the workplace. For example, after you get promoted, a colleague (who is now your subordinate) with whom you have a very good rapport deliberately alienates you. They don't listen to your suggestions at work. The work assigned is clearly within their capabilities, but the result is either not turning it in, turning it in late, or simply getting things done... Think about it, you're not proud of the promotion. Instead, you are lower-key than before and try your best to fight for the interests of your subordinates. But, it's no use. So why do your subordinates deliberately ignore you? Why not keep a low profile? How to solve this situation?

First of all, jealousy makes it happen

In fact, from the moment you are placed in the leadership position, as long as you handle it accidentally, a kind of jealousy will arise. Laziness or aggressive overreach will cause trouble in the minds of colleagues. The manifestation of laziness is "Aren't you great, then try it yourself"; the manifestation of positive transcendence is "If you can do it, so can I".

A more essential explanation should start with the reasons for jealousy:

1. Others are similar to yourself

There is no harm without comparison, everyone needs psychology Balance means that since everyone's life, education, and social background are similar, they believe that they should have a considerable level of achievement. It is not easy to arouse jealousy among completely unrelated people. For example, a beggar will never envy Jack Ma, but will only envy the beggar who got the meal before him.

2. The things being compared need each other

The more you care about something or something, the easier it is to become jealous. For example, your current position is what your colleagues want.

3. The things being compared need each other

People usually only see others getting flowers and applause, but not their own efforts, so they feel that others are not worthy of those Merits or achievements. Just like when you get promoted, your colleagues may think, "Why can you still get promoted when everyone is the same?"

4. The things being compared need each other

Big Most people naturally have a high self-esteem and subjectively believe that they are better than others and have the ability to get what others have. Therefore, if we can solve the above points, we can at least create a positive transcendence of "If you can do it, I can do it too" and stimulate the potential of subordinates.

2. The consequences of low-key behavior

Is being low-key really feasible? What does your low-key look like to your colleagues? "You are different from before, no different from me." (Similar to myself) "I also want your place." (What we both want)

3. "Everyone is the same, why Can you sit in this seat?" (Subjective sense of injustice)

4. "If I can manage this way, so can I" (Subjective belief that you are capable)

5. How to crack?

How to manage your subordinates at this time? When encountering difficult subordinates, the advice given by most people is: first, use empathy and affection to understand the subordinate's needs; second, play the emotional card to show the other person's status in one's heart and impress the subordinate. ; The third is to seek benefits for subordinates. None of this is unreasonable, but a leader is not the parent or relative of a subordinate, and what he has to do is not to appease him too much. Moreover, an employee who needs to be "coaxed" by the leader to do a good job is definitely not someone the company needs. A good leader should take thunderous measures, just like the sentence "Wolf is coming" in the story. Applying appropriate pressure on subordinates can make them clearly aware of their situation and more likely to accept your opinions or suggestions, and even Unleash their potential. This is effective management.

There are two ways to cause the above insecurity:

1. Create different external pressures

The purpose is to let subordinates know that everyone stands For those on the same side, the pressure is given by the outside world, not you, but is borne by both of you. This way your subordinates will understand you instead of taking it personally. For example, when you arrange work for your subordinates, you should make them feel that it is the request of the big leader's client (external environment), so that the subordinates will not mistakenly think that you are asking them to do things for you or for you, thereby reducing conflicts with your work. .

2. Create personal work pressure

Be sure to act according to the rules and let your subordinates know that you are not irreplaceable. There are no rules to make a square. For example, according to regulations, 10 orders must be completed this month, but if only 5 orders are completed, wages will be deducted. At the same time, let your subordinates know that his lack of cooperation will not pose a threat to you, but that he will be replaced by others because of his poor work. After all, not many people in the workplace are irreplaceable. Generally speaking, leadership is not to use power to suppress or please subordinates, nor to use all means to retain all employees, but to achieve team goals, make the best decisions, and retain the most suitable people in the team.

For the leadership management team, appropriate means are of course necessary, but in the long run, it is recommended that managers prove through professional strength that they are indeed qualified to hold leadership positions, so that subordinates can turn their backs. , completely convince you!