How to deal with subordinates who are dissatisfied with themselves?

For subordinates who refuse to obey themselves, you can deal with them like this:

(1) Blushing should be steady and not collapse.

For managers, the contradiction of subordinates is naturally embarrassing, and it is inevitable to blush and get angry. At this time, it is a test for any manager to stabilize and restrain the impulse and get rid of this emotional difficulty. Some managers can't get through this. Facing the contradiction of subordinates, I feel embarrassed and can't control my emotions in anger. The result will not only affect the image of managers, but also lead to intensified contradictions. Facing the contradiction of subordinates, managers not only need to measure and cultivate, but also need to master certain working methods. At this time, it is urgent to create a conflict vacuum, change the subject and ease the atmosphere. You can take the opportunity to leave because of attending meetings, arranging work, handling emergencies, etc., creating a time vacuum for conflicts between the two sides; Talking about work, family and daily affairs can be used to shift the contradictory topic of subordinates; You can use humorous language, offer your seat actively, pour a glass of water and other methods to ease the atmosphere at that time, and try to control the emotions of both sides within the controllable range.

(2) Calm down and find the reason, don't be confused.

For a smart and thoughtful manager, after the contradiction of subordinates occurs, although there are merits and demerits, whoever is right or wrong must first calm down and find out the reasons for the contradiction. Only when the reason is clear can the problem be solved. However, some leaders are easily confused at this point. Encounter the contradiction of subordinates, the embers are still alive, and Yu Nu is still alive. Instead of trying to find out the reason, they are entangled in grievances and insist on dividing the responsibility to the ugly side. This is easy to cause resentment between superiors and subordinates, and it is not conducive to solving the problem. Managers should look for the correct answer with a peaceful mind, focusing on whether the democratic channels are smooth, whether subordinates are treated fairly, whether the work arrangement is proper, whether the relationship between units is harmonious, whether the enthusiasm and creativity of subordinates are suppressed, and strive to find accurate and comprehensive reasons.

(3) Look at yourself in the mirror, and don't just complain.

Subordinates contradict leaders, sometimes it seems that it is because of their sudden fever and emotional impulse. It is irresponsible to say that managers are completely irresponsible. To be sure, in any case, subordinates can find reasons from managers more or less. Although the following offenses make the leader lose his dignity and even unable to step down, as a manager, he should not blindly complain about the irrationality of his subordinates, but have the courage and reason to blame himself, get rid of the "upset" mentality as soon as possible, reflect on himself and find problems from himself. Mainly reflected in the strength of their leadership, whether the leadership method is appropriate, whether the work arrangement is reasonable, whether they often communicate with their subordinates, whether they understand their situation, whether they are sincere and in place to solve their practical difficulties. Only with such mentality and attitude can we really maintain and improve the image of managers, improve leadership style and improve leadership ability, which is more conducive to the development of future work.

(4) Actively reconcile, communicate more, and do not put on airs.

When subordinates contradict leaders, they often make leaders feel uneasy, and so do subordinates. If reconciliation is not made as soon as possible, the feelings between the two sides will get farther and farther, grievances will accumulate more and more, and the ideological burden, especially that of subordinates, will become heavier and heavier. In this regard, managers should establish a sense of protagonist, take the initiative to say the first sentence of communication and take the first step of reconciliation. For things that need to be clarified, it is necessary to clarify the situation, explain the reasons, and do a good job of explanation; For controversial issues between the two sides, we should sincerely solicit opinions and suggestions from subordinates; For the leadership styles and methods that need to be improved, it is necessary to make clear to subordinates their next improvement ideas; For the difficulties that subordinates need to solve, we must try our best to solve them; For your own mistakes, you should self-criticize your subordinates. To take the initiative to take this step, managers should lay down their official positions, be flexible, tolerant and patient, and be brave enough to make concessions to their subordinates. If you hold your breath in your heart and can't put down your shelf, even if managers have communication actions and reconciliation, it is difficult to achieve the purpose of communication and reconciliation.

(5) Don't mind your own business after the autumn and keep a small account.

Subordinates who contradict their superiors are generally afraid of giving themselves a hard time after leading. This kind of worry has its reality. Some leaders talk about the contradictions of their subordinates, but they know their own accounts in their hearts. They have nothing to do on the surface, but they hold grudges in their bones. At that time, it was calm and settled accounts after autumn. Some make a fuss about the immediate interests of subordinates such as evaluating professional titles, promoting positions, and increasing wages; Some have set condoms and stumbling blocks in practical work; Some even took the opportunity to take revenge by means of punishment, salary deduction, suspension and laid-off. This practice of keeping small accounts and meddling afterwards is a sign of petty, incompetent and lack of leadership. To truly solve the problem of subordinates' conflict, managers who are capable, courageous and successful must have big things in their hearts, think about business in their hearts, look forward, and be not disturbed by trivial matters, trapped by old accounts, or burdened by personal grievances.