How do managers and subordinates get along?

How do managers and subordinates get along?

The way managers and subordinates get along is always inevitable. In the workplace, getting along with superiors and subordinates has always been a big problem. For managers, they must also master certain skills. The following is the sharing of how managers and subordinates get along.

How managers get along with subordinates 1 fully understand the employees of the enterprise.

Everyone is so simple to himself, but so complicated to others. As a manager, it is not easy to fully understand your employees. But if managers can fully understand their employees, the work will be much smoother. As the saying goes, "a scholar dies for a bosom friend." A manager who can fully understand his employees will be a first-class manager in terms of work efficiency and interpersonal relationship.

Understanding employees is different from the primary stage to the advanced stage, which is divided into three stages:

The first stage: understand the background, education, experience, family environment, background, interests and expertise of employees. At the same time, we should also understand employees' ideas and their enthusiasm, sincerity and sense of justice.

The second stage: when your employees encounter difficulties, you can realize the expected reactions and actions. And it can help employees in time, which shows that you know employees better.

The third stage: knowing people and being good at their duties. Can let each employee play the greatest potential in the job. Give your employees some challenging jobs that can test their abilities and give them appropriate guidance in the face of such difficulties.

In short, managers and employees should understand each other and communicate with each other psychologically, which is particularly important for the managers of a small and medium-sized enterprise.

Listen to the voice of employees.

Managers of small and medium-sized enterprises have strong self-assertion ability, which helps to solve problems decisively and quickly, but on the other hand, it also makes managers go their own way and refuse to listen to other people's opinions, leading to decision-making mistakes.

In enterprise management, listening to employees' voices is also an important way to unite employees and mobilize their enthusiasm. An employee's mind will lose his enthusiasm for work except problems, and he can't accomplish the tasks you give him well. At this time, as a manager, you should listen to his voice patiently, find out the crux of the problem, solve his problems or enlighten you patiently, which will help you achieve your management goals.

People who make mistakes should also be treated in a listening way, instead of blindly accusing them, and they should be given a chance to explain. Only when you know your personal situation can you prescribe the right medicine and handle it properly.

Management methods are often innovative.

Managing employees is like driving a car. When driving, the driver should carefully observe the indicator and the road surface. When the road surface changes and the indicator pointer changes, he should turn the steering wheel to prevent the rollover from hitting people.

The same is true for managers. If managers want employees to run on the established track, they should carefully observe and adjust frequently to prevent employees from making mistakes. In a stable large enterprise, managers should pay more attention to the changes of employees and flexibly use various skills to manage subordinates within the basic management framework.

For active SME managers, their responsibilities are heavier. They not only can't stick to the rules to manage their subordinates, but also can't use the crying mode to involve the blueprint of the enterprise.

Managers must have a year's time and the ability to transcend stereotypes if they want to constantly adopt new methods to deal with new situations in employee management. In the late 1970s and early 1980s, Ford's business philosophy became increasingly conservative, and the company's performance declined step by step, eventually sliding to the edge of loss. After Iacocca became the president of Chrysler, he actively explored innovation and inspired the enthusiasm of employees. In less than two years, he finally miraculously brought the company on the verge of mass production back to life.

Only when you have both ability and political integrity can you use it.

As the saying goes, "ability, personality, attitude, knowledge and self-cultivation are different." The key to employing people is applicability. To this end, as a manager, when employing people, we must first understand the characteristics of each person, that is, there are ten employees, some of whom do things neatly; Some are cautious; Some are good at dealing with interpersonal relationships; However, some people like to work silently in statistics.

In the personnel appraisal forms of many enterprises, there are some evaluation items about the correctness and speed of doing things, and getting full marks is an excellent employee. As a manager, we should not only see the scores on the personal assessment form, but also observe them in practice.

How managers get along with subordinates 2 1. Keep a low profile and be closer to the hearts of employees.

When communicating with employees, don't always deliberately create a sense of superiority over employees. It should be understood that although the ranks of superiors and subordinates are different, their personalities are always equal. Once you show that self-centered attitude and are felt by employees, the employees who were close to you will slowly pull away from you, and the gap will arise with the distance.

2. Enough is enough and don't put too much pressure on employees.

When assigning tasks, we should consider matching the ability of employees, exerting moderate pressure and not arranging too many jobs beyond their ability. For example, when arranging difficult tasks to train him, we should provide him with some help in time. Never ask for results after assigning tasks, and blame when we don't get the expected results.

3, praise more, don't often scold employees face to face.

When employees' work performance is improved or their work is carried out constructively, they should be praised publicly, so that employees can have a sense of accomplishment and other employees can form a value standard and the direction of their efforts. Once an employee makes a mistake, it is better to criticize it privately, which will not only let him know his mistake, but also preserve his self-esteem, and the employee will be grateful and close to his heart.

4. Don't always judge employees by your own standards.

I have contacted a business manager before, who is very capable but not measured enough. Whenever I hear that the opinions of employees are different from my own, I will get angry, curse, and sometimes even bring them up repeatedly. Too many times made many subordinates feel ashamed and angry, and soon they found another master, who eventually became an unsociable person. This method is really not desirable. No matter whether employees' opinions and suggestions are good or bad, they should actively listen. Good opinions and suggestions should not only be listened to carefully, but also be rewarded to improve everyone's enthusiasm.

5. Assign tasks and fully listen to employees' opinions.

It is often the case that when the leader finishes the task, he asks if everyone has listened clearly. Is there any difficulty? Many times, everyone made a clear statement and promised to complete the task. But once you do it, you are very confused and don't know what standards you want to complete. How to solve this problem requires our managers to actively create atmosphere and habits. When assigning work tasks, it is very helpful for managers to fully talk about what the problem is and listen to the feedback from specific executives with an open mind.

6, put down the shelf, so that employees do not feel pressure.

You must have experienced a relaxed work scene and become nervous because of the arrival of the leader. I used to know a supervisor, who always criticized employees without considering their feelings. People feel very stiff in communicating with such a supervisor, afraid of problems, and don't want to communicate with him at all, but they don't want to offend him or even flatter him. In fact, their hearts have long since left him. Sadly, the supervisor always thinks that turning employees into dead leaves will highlight his Excellence. In fact, employees are very annoyed with such managers.

7, layout work, don't go beyond the scope of functions and powers of subordinates.

A company requires the executive vice president to communicate with other vice presidents to sign the company's target responsibility letter, and the enterprise management department is responsible for collecting and sorting it out. After that, the executive vice president asked the enterprise management department to draw up the first draft of the target responsibility book according to the responsibilities of the vice president in charge. After his review, the business management department will communicate with the vice president separately and sign it. As a result, some vice presidents have objections to some indicators, put forward opinions and refused to sign. So the manager of the enterprise management department conveyed these opinions to the executive vice president, but the executive vice president still didn't communicate directly with the relevant vice presidents, asking the manager of the enterprise management department to convey the opinions to the relevant vice presidents, but people still refused to sign. In this way, the manager of the enterprise management department is embarrassed, and this work is obviously beyond the authority of the manager of the enterprise management department.

8, in the face of fault, the courage to take responsibility for subordinates.

When subordinates are blamed for doing something wrong, some managers will not only take responsibility with their subordinates, but will blindly shirk or even scold them, making them very embarrassed. Managers should not forget that whether it is their own decision-making problems or the problems caused by their subordinates' poor work, as managers, they need to bear the responsibility.

As a manager, if you can do this, you will establish a real prestige, and employees will naturally open their hearts to you and speak their minds. So you don't have to worry that employees will block their hearts and have nothing to say when they face you. When an employee opens his heart in front of you, he already treats you as a friend, and he will carry out any instructions you give in the future.

How do managers get along with subordinates? 3 How should managers communicate with subordinates?

First of all, empathy

As the saying goes, put yourself in others' shoes and feel the same way. As a leader, when dealing with many problems, we should put ourselves in others' shoes. For example, persuading subordinates is not because they don't make it clear, but because the leaders don't think about each other. The key is whether what you say is what the other person needs. If you change your position, the leader will put down his airs and stand in the position of the persuaded, and at the same time put the persuaded in the position of the leader, express his difficulties and grasp the concerns of the persuaded, so that communication will be easy to succeed.

Second, make friends with subordinates.

Speak out, move with emotion, and understand with reason. The persuasion of leaders can be said to be emotional conquest to a great extent. Only by being good at using emotional skills and moving people with emotion can we move people's hearts. Emotion is a bridge of communication. If you want to convince others, you must build this bridge, reach their psychological fortress and conquer others. When the leader talks with the other party, he should let the other party feel that the leader has no personal purpose or bad intention, but sincerely helps himself and considers the immediate interests of his subordinates. In this way, the hearts of both parties will be much closer, resulting in the effect of "one of their own" and "buddy".

Emotion is the link of communication. Leaders can make good use of it, make friends with subordinates, and make themselves the true self of subordinates, which is the main force to achieve group goals.

Third, encourage more and reprimand less.

This persuasion skill mainly lies in giving appropriate praise to some internal advantages of the other party, so that the other party can obtain psychological satisfaction and accept the work task with a more pleasant mood. Pay special attention to the shortcomings or mistakes in subordinates' work, don't scold them directly, analyze the root causes of the mistakes with your subordinates, find out the improvement methods and measures, and encourage them to do well. You should know that reprimanding will make subordinates rebellious, it is difficult to calm down and bring hidden dangers to future work.

For example, if you are a leader, you lead several subordinates to play bowling. During the game, the ball thrown by the subordinates knocked out seven. As a leader, there may be two expressions. One: "awesome, it's not easy to knock down seven at once!" " This language is inspiring and the other person sounds comfortable. The response is "I will definitely play better next time!" ".Second:" Too bad, how come there are three left! What's the matter with you? "In order to reduce the pressure of the leader on himself, the other party will have defensive thinking and ideas, and its reaction is:" I have knocked down seven others, and you are not as good as me! "Two different practices, different languages, the former plays an incentive role, and the latter produces rebellious psychology and produces different behavioral results.

Positive encouragement and negative reprimand will have two different results for subordinates, and more importantly, psychological influence, which is the most fundamental.