How to effectively manage subordinates who are disobedient to management or perfunctory?

Lack of tolerance

For some problem employees, the problem is caused by some negative factors, including minor defects in professional ethics and personality. Dodging, finding fault, boasting and pessimism are all manifestations of this negative factor. For these employees, managers should try to accommodate others and make the best use of them.

Managing employees who evade responsibility

Passing the buck often appears in our work, which is a quite common phenomenon. In fact, not only some problem employees often shirk it, but also some managers and even company leaders often do so. Therefore, the phenomenon of shirking between employees is not terrible. The key is to find out the cause of this phenomenon.

Manager's reason

Many times, the reason for shirking between employees lies in managers.

First, the punishment is too heavy.

Excessive punishment may be the direct cause of shirking responsibility. Because employees may have been severely punished or know the consequences of punishment, they shirk their responsibilities or even lie when they encounter problems, cover up their mistakes by deception and try to escape punishment.

Second, the distribution of responsibilities is incorrect.

Passing the buck may also be that the manager has not assigned or defined the responsibility correctly, and the direct consequence is that the person responsible for the problem cannot be found, and the employees pass the buck to each other.

Third, there is no clear responsibility of employees.

When assigning work, managers tell employees how to work, but they don't make clear the responsibilities of employees, so there is a problem and no one in charge can be found.

Rules to follow

Therefore, once the phenomenon of employees shirking appears, managers will bear great responsibility for it. So, how can managers make the responsibility clear to every employee and make them responsible for their actions? There are usually three rules to follow:

Rule 1: Employees' problems

When managers help subordinates solve one problem or another, employees' problems should not become leaders' problems. Once the problem of employees becomes the problem of leaders, employees will no longer have problems, and as managers, they should not help a person without problems.

Rule 2: Employees' Responsibilities

After any interview, the questions brought by the employees should also be taken out by the employees. Employees can ask the manager for help at any appointed time, and then the two sides discuss with each other and decide what to do next.

Rule 3: Employee's Action

When leaders occasionally need to take action, it should be decided by both parties, and managers should not take any action alone.

In the face of shirking employees, managers should abide by these three principles, explain his problems and responsibilities to employees, and make him realize that only by taking active actions can the problems be solved.

solution

Faced with the problem of prevarication, managers have another solution. The core of the plan is to improve managers' own skills:

First of all, managers should set an example of daring to admit mistakes. As a manager, if you can't admit your mistakes when there are problems, then his subordinates must also be problem employees who shirk their responsibilities.

Second, managers should take SMART as a requirement when giving employees clear work goals. S- specific, M- measurable, A- agreed, R- reality, T- time. SMART goal means that this goal must be specific, measurable, mutually agreed, realistic and time-limited. If the work objectives are clear to this extent, it is not easy to shirk.

Third, transfer the initiative to subordinates and reserve it for subordinates. In order to stimulate the enthusiasm of employees, many managers often throw out the words "I'm in trouble", which makes it easy for employees to pass the responsibility on to managers. The correct way is to replace "you do it, I'll take charge" with "you do it, you are responsible".

Fourth, cultivate the initiative of subordinates. Before cultivating the initiative of subordinates, managers must ensure that they have this proactive spirit. Therefore, managers should cultivate employees' initiative and shape their initiative.

Managing "critical" employees

The main reason for "picky" employees

If we do everything perfectly, we don't need criticism and correction from others. But because we are not perfect, there are people around us who criticize others, find faults, throw cold water on others and even find fault.

The main reason for the emergence of "picky" employees is that these employees have strong jealousy and insecurity. When other colleagues do well in their work, they find themselves unsafe and start to find fault with their colleagues in an attempt to gain a sense of security.

solution

First of all, discuss with him in advance at work, such as: "What do you think of this matter?" In this way, employees who are "picky" will get a sense of participation, and they will participate in a job with their colleagues, so it is not good to be picky.

Secondly, try to use "we" in your speech. When communicating with employees who love to find fault, try to use "we" instead of "you" and "us". In this way, employees who love to find fault can be pulled into their trenches, so that they will no longer "find fault with themselves".

Again, praise stops nitpicking.

Sometimes, to praise employees who are picky, using this "negative incentive" method will make them converge. If you praise "thank you for your advice, which has greatly improved this project", it will make the other person feel "I'm sorry, but he still thanks me for picking his fault", and the employees who love to pick his fault will be restrained next time.

In addition, win the support of other colleagues and form an alliance. When the employee who likes to find fault knows that he is challenging not one person but many people, he will consider the difficulty of challenging an alliance. In view of this difficulty, employees who love to find fault will naturally converge a lot.

Finally, seize the opportunity to fight against an army. When an employee who likes to find fault says "it doesn't work", seize the opportunity to let him explain why it doesn't work. If what he said is very reasonable, then "finding fault" actually becomes frank communication between the two sides. If the other party does not have a reasonable explanation, then "finding fault" will naturally fail to achieve the effect.

Managing "all talk and no action" employees

Characteristics and causes of "all talk and no action" employees

The characteristic of "all talk and no action" employees is that they have the ability to finish the work, but they have no willingness to work. Everyone is lazy, but there are fewer natural "lazy bones". The laziness of most employees is cultivated in the company, and the unreasonable rules and regulations of the company are a hotbed of laziness. Managers should check their own management and check whether the company's incentive policies are effective.

solution

For those subordinates who are capable but lack the willingness to work, managers should try their best to stimulate their actions and give them opportunities to develop their potential. For example, it can stimulate their desire for self-expression, so that employees who are "only talking but not doing" can understand the benefits after completing a certain job, which can effectively stimulate their desire for expression and make them work hard; You can also let them do internal training. Because a typical feature of "all talk and no action" employees is to be good teachers, managers can let them be internal trainers in the company and spur themselves to make continuous progress in the process; In addition, managers should be good at defining work objectives for employees. Employees have goals in mind and understand the consequences of failing to achieve them, so they often have initiative.

Managing grumpy employees

Characteristics of grumpy employees

Grumpy employees love conflict, noisy and easy to make trouble, but they are straightforward, emotional and loyal. If managers can make such employees obey their own management, after you "appease" them, they will follow your employees wholeheartedly and never want to dismiss them (see figure 1).

For grumpy subordinates, managers should be good at adopting avoidance strategies. Calm your emotions first, and then try to calm each other's emotions to solve the problem. Managers should realize that they are not necessarily the object of their own temper, but just happen to meet their own anger. To build a good relationship with grumpy subordinates, you can take the following steps (see Figure 2).

Through this series of steps, managers can not only effectively calm employees down, but also give employees a sense of trust and establish a good cooperative relationship with them. The most fundamental solution to managing grumpy subordinates is to establish a good relationship with them (see Figure 3).

Managing negative and pessimistic employees

The harm of negative and pessimistic employees

The negative pessimism of individual employees will soon infect other members of the team, seriously affecting the morale of the team and reducing the enthusiasm and enthusiasm of managers.

solution

For the management of these employees, we should get rid of their negative and pessimistic state and convince them that most of their worries and negatives are imaginary. Such as: "40% did not happen; 30% is worried about what happened; 12% worried about what others think; 10% is irrelevant; 8% is worth considering, but half of it is beyond your control, so 96% is nothing to worry about. " Persuasion methods like this are very effective.

In addition, managers can encourage them to write clearly what they are worried about, because writing what they are thinking on paper will make people feel particularly relaxed. In addition, managers should make employees realize that success takes time and process, and urge employees to focus on the methods and procedures they want to solve (see Figure 4).

The management of negative and pessimistic employees is a process of constant encouragement, and their affinity and personal charm are constantly used instead of the influence of authority to enhance employees' mood.

In short, no employees are born with problems. All employees' behaviors are caused by other behaviors. As long as managers can tailor different management methods, employees will return to the enterprise with high morale and high performance team.

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