As a manager, how do you manage your subordinates well and communicate with them!

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How managers manage subordinates

As a manager, you must love your subordinates. The reason is very simple, that is, your subordinates are helping you to do things, they are your own people, and everyone is a team with the same goal. If a manager treats his subordinates as opponents, then who will be willing to do things for you? A manager who only looks for mistakes is definitely not a good manager. In other words, discovering the shortcomings of subordinates does not show how smart the manager is, but being able to make good use of a subordinate with shortcomings can show the manager's ability.

1. To manage subordinates is to manage the work of subordinates well. Managers must clearly understand the work responsibilities of subordinates and fully authorize them. At the same time, the following points must be remembered: 1. Authorization does not delegate responsibility. That is to say, subordinates are given the power to do things, but the responsibility for problems should still be borne by the manager. Only in this way can subordinates be free to do things, and deeply understand that "a scholar will die for his confidant." 2. Authorization does not mean leaving things alone and only focusing on the results. Managers still need to supervise and guide the process to ensure that the progress of things is controllable in real time and there are no surprises. 3. Fairly judge the work results of subordinates and provide clear rewards and punishments. Good work results must be appreciated and rewarded, and areas that are not good enough must be pointed out and criticized. Criticism must be targeted at the problem rather than the person; and appropriate punishment must be given. The purpose of punishment is to let subordinates learn lessons so that they can improve their performance next time. Do better.

2.

Appreciate employees. 1. Appreciation should be specific and targeted at a specific event, rather than speaking in general terms. For employees, praising them for a specific incident will make them more impressed, encouraged and grateful, and they will also think that you really appreciate them because there are facts to prove it. 2. Appreciation should start well and end well. The worst thing to avoid is anticlimactic, such as praise at the beginning and criticism at the end. You must understand that you are appreciating rather than criticizing employees. It is better to belittle first and then praise than to praise first and then belittle, otherwise the meaning will be completely different. 3. Employees will feel better if they are appreciated in public. The expression of human nature is to hope that others will know about any good things. It will be very face-saving, so it is best to praise the employee in public. He will enjoy the feeling of being looked at by everyone's envious eyes, and will be grateful to you for the rest of his life. 4. Appreciation should be recorded and filed to show importance and formality. If every appreciation can be recorded, on the one hand, employees can understand their historical work performance, and on the other hand, employees will feel that they are truly valued, and the weight of appreciation will be heavier. 5. Actively look for opportunities to appreciate employees. Appreciate employees anytime and anywhere in your daily work, instead of waiting until important events happen. Make appreciation a normal practice. Be a manager who truly appreciates employees, and you will win more love from employees.

3.

Criticize employees. 1. Quick criticism. There is a stove rule in management, which means that as soon as your hand touches the stove, you will feel pain immediately, which is an immediate effect. The same should be true for criticism. When an employee makes a mistake, he or she should point it out immediately and not delay it for too long, otherwise the impression will no longer be profound. 2. Private and face-to-face criticism and error guidance. As mentioned before, human nature wants to be appreciated in front of everyone, and at the same time, it also hopes that when being scolded, no one around will know. Managers need to take into account the face of their employees. Some employees may even get angry and leave because they lose face by being criticized in public, which defeats the original purpose of the criticism. 3. Reach an agreement on the facts of the mistake and pay attention to asking and listening. ***Consciousness management is very important. The manager’s judgment of employees’ mistakes must also be recognized by employees. Employees must be given the opportunity to speak instead of being scolded. During the process, they must pay attention to asking and listening. 4. Don’t treat the person but the matter. Criticism is aimed at specific behaviors of employees, and should be based on the situation rather than the person himself. Criticism or even attack on the person himself is most taboo. 5. Explain the importance of a certain job. To make employees realize the seriousness of the mistakes they have made, they need to be informed of the importance of the work so that they will not make it again next time. 6. Agree on a remediation plan. Criticism is not only to make employees realize their mistakes, but also to find methods and plans to solve the mistakes. If you can reach an agreement with employees on the plan to remedy the mistakes, then the purpose of criticism will be truly achieved. 7. End criticism with words of affirmation. In any case, employees still need to continue doing the following work, so they cannot blindly suppress them, but they must also be encouraged and affirmed so that employees will not lose their enthusiasm for work due to excessive frustration.

How managers communicate with subordinates

1. "Greatness" comes from treating little people.

Leaders and subordinates are equal in personality. Different positions do not mean superiority in personality. There is a saying that is right: "Greatness comes from treating little people." Respect your subordinates and you will actually gain increasing prestige. The president of a certain bank always asks questions to the doorman and temporary workers in the mail room every time he enters the unit. He behaves very easily and makes these temporary workers feel very friendly. Compared with regular workers, temporary workers are very friendly. They originally had an inferiority complex and were often looked down upon by others. However, the actions of the bank’s top leader moved them greatly. More importantly, these so-called trivial matters greatly enhanced the president’s prestige and became a topic of praise. .

Things are often like this. The more you put on airs in front of your subordinates and make them obey you as a big leader, the more your subordinates will look down on you and think you are a "little man who succeeds"; the more you will If you put down your arrogance when dealing with "little people" and respect them, you will appear greater in their hearts.

2. Encourage more and reprimand less.

Everyone has their own "evaluation" they desire in their hearts, hoping that others can understand and praise them. As a leader, you should provide encouragement and comfort in a timely manner, and recognize and praise certain abilities of your subordinates. When subordinates cannot accept a certain work task happily, the leader will say, "Of course I know you are very busy and can't get away, but you are the only one who can solve this problem. I am not sure about other people. After thinking about it, I feel that you are the one who can do it." The best candidate." This makes the other party unable to refuse and subtly turns the other party's "no" into a "yes".

This persuasion technique mainly consists in giving appropriate praise to some inherent advantages of the other party, so that the other party can obtain psychological satisfaction and make the other party accept the work task in a more pleasant mood. Pay special attention to the deficiencies or mistakes that occur in the work of subordinates. Do not reprimand them outright, but analyze the root causes of the mistakes with your subordinates, find out methods and measures for improvement, and encourage them to do a great job. good. You must know that reprimanding will cause subordinates to have a rebellious mentality, which will be difficult to calm down and will bring hidden dangers to future work.

For example, if you are a leader and lead several subordinates to a bowling match, and during the match, the subordinates threw seven balls and knocked down seven, you may have two expressions as a leader. One: "It's really awesome. I knocked down seven of them at once. It's not easy!" This kind of language is motivational, and the other party sounds very comfortable. His reaction is, "I will fight better next time!". Second: "It's too bad, there are three left that haven't been defeated! What did you do?" In order to relieve the pressure from the leader on him, the other party will have defensive thoughts and ideas, and his reaction is: "I also defeated seven. "You are not as good as me!" Two different approaches and different languages, the former plays a role in motivating others, while the latter creates rebellious psychology and produces different behavioral results.

Positive incentives and negative reprimands will have two different effects on subordinates, and more importantly, the psychological impact, which is the most fundamental thing.

3. Put down your airs and consider the problem from the perspective of your subordinates.

As the saying goes, put yourself in someone else’s shoes and compare your feelings to yours. People share the same thoughts and principles. As a leader, you have to think from other people's perspective when dealing with many problems. For example, when persuading subordinates, it is not because they fail to explain the truth clearly, but because the leader does not consider the other party's interests. The key is whether what you are talking about is what the other party needs. If the position is changed, the leader puts down his arrogance and stands in the position of the person being persuaded to look forward and backward. At the same time, he puts the person being persuaded in the position of the leader to express his difficulties and captures the focus of the person being persuaded, so that communication will be easier. Success,

If you stand from the perspective of your subordinates and solve their problems, your subordinates can solve their problems for the leader and help you improve your performance.

4. Leaders should be true friends of their subordinates.

Take your heart to heart, move it with emotion, and understand it with reason. A leader's persuasion work can, to a large extent, be said to be the conquest of emotions. Only by being good at using emotional skills and touching people can we move people's hearts. Emotions are the bridge of communication. If you want to persuade others, you must build this bridge in order to reach the other party's psychological fortress and conquer others. When leaders talk to each other, they should make the other party feel that the leader does not have any personal goals or bad intentions, but is sincerely helping him and thinking about the vital interests of his subordinates.

In this way, the hearts of both parties in communication will be much closer, and the effect of "one of our own" and "buddies" will be produced.

Emotions are the bond of communication. Leaders can use them well to make friends with subordinates and make themselves become their true self. They are the main force to achieve group goals.

The language is humorous, relaxed and witty.

5. When leaders talk to their subordinates, it is important to use humorous, relaxed and humorous language. It is important to create a harmonious conversation atmosphere and environment. When superiors and subordinates talk, they can be appropriately embellished with witticisms, jokes, and remarks to achieve success. Good results. As long as it is used properly, abstract principles can be explained clearly and humorously, which will create an attraction that makes subordinates willing to communicate with leaders.

The language art of leadership is both a kind of enjoyment and an incentive for subordinates, and can shorten the distance between superiors and subordinates.

6. Talk frequently with subordinates to enhance cohesion.

There was a department-level cadre when he was still a general employee. Once, his leader (department-level) saw him on the road and greeted him, shook his hand and greeted him, although this was an inadvertent move by the leader. , but it caused a great shock in his heart. After returning, he could not calm down for a long time. He believed at the time that this was the leader's attention and recognition of him. Since then, he has been doing an outstanding job and has been unanimously praised by unit leaders and superiors. Now that this employee has been promoted to the leader of a department-level unit, he often talks to his subordinates. The conversations cover a wide range of topics, including work, life, and development. Every time he talks, the employee is greatly encouraged. This is what he does. , which enhances the cohesion of all employees and makes the entire work done well. Regularly talk to your subordinates to fully understand employees' views on the development of the unit, employees' mentality and emotional changes, feedback on their own work, etc., which is conducive to better work.

Every employee wants to be valued and recognized by his superiors. This is a psychological need. Frequent conversations with subordinates are of great significance for forming group cohesion and completing tasks and goals.

Speaking in public must have a motivating effect on subordinates.

7. Public speaking is communication in public places. If a leader or manager speaks in public places without motivation, his words are flat, tasteless, and even lack of coherence, then this The prestige of a leader in the hearts of the masses will be greatly reduced, because leaders are a symbol of ability to the masses. If you fail to speak well in public, you will be considered by the masses as having poor leadership skills. This requires leaders and managers to work hard to improve their language expression skills and train themselves to be good at the basic skills of speaking in public. Speaking in public can boost morale, motivate subordinates, achieve unified thinking and unified pace, and is conducive to the formation of a strong team. Centripetal force enables the masses to devote themselves to work with full enthusiasm. The charm of speaking in public will affect the morale of subordinates. In people's minds, a real leader should be a leader who has the support of everyone. Even if you think you are appointed by your superiors, if you cannot get the approval of everyone, the leader will treat you badly. It is just an empty shell and has no practical significance. Because leadership ability can only be reflected in group performance. The purpose of effective communication between leaders and subordinates is to maximize their potential and thereby improve group performance.