Last week, Lao Tang, an old employee in the workshop, had a quarrel with Director Wang of the workshop because he did not dress according to the regulations during work. Immediately afterwards, Lao Tang came to the office with a belly of resentment and was about to resign. Unexpectedly, the director of the office made a move that made Lao Tang not only correct his clothes, but also obediently go back to work in the workshop.

Because the weather has been hot in recent times, there are often cases where individual employees do not button up their shirts or wear goggles when operating machinery.

Once, because the workshop was a little hot, Lao Tang took off his shirt and put it aside, and only wore a short-sleeved vest to work. It didn't take long for the workshop director to find out and slapped the employee Lao Tang in public.

After being criticized, Lao Tang felt that he was an old employee who had worked for nearly 5 years after all. The workshop director said this, and he was a little embarrassed, so he went back: "I know that looking at me, others are not dressed according to the rules. Why didn't you say it? Don't do it."

After speaking, Lao Tang came to the office in a gamble, threw his shirt on the table, and prepared to file a resignation application. Coincidentally, the director of the office was also present. After learning the whole story, he led Lao Tang to the monitoring room and said casually: "If you find that any workshop director is not dressed according to the regulations, you can point it out, and it will not be too late to file a resignation application. ."

As a result, after watching for a long time, Lao Tang did not find that a workshop director did not dress according to the regulations. When he saw Lao Liu, an employee who had been working for more than 10 years, who was also operating the machinery according to the regulations, he stopped talking and put on his shirt. On, buttoned up, back to the workshop to continue working.

Afterwards, in response to this incident, the company conducted a private interview and reminded Wang of the management method of the workshop director. At the same time, it deducted Lao Tang’s performance bonus for the month, and purchased two industrial fans for each workshop, which improved the staff’s performance. The mechanical operating environment also makes the dress problem completely solved.

I often hear a saying, "There is no reason to be loud". In the workplace, as a subordinate, it is inevitable that mistakes or small problems will occur in the work process due to temporary negligence.

Generally speaking, when you are aware of your mistakes, you more hope that the leader will accuse and criticize yourself for making mistakes. After all, being a subordinate is not intentional; what you don’t want to see is the leader Take advantage of this, or even shout, if so, even if you admit your mistake verbally on the surface, you will always feel stuck in your heart.

In the actual management process, you will find that as long as you can make management invisible, manage your subordinates calmly, and create the effect that silence is better than sound at this time, you will be welcomed and recognized by your subordinates, and you feel that such management is very clever.

The key to being clever is that when such managers manage their subordinates, they can always start from the "heart" and create a series of feelings that make you "obey". Specifically, there are these 5 senses:

1. Infect with personality charm and generate a sense of trust ==============================================================

The so-called charisma refers to the cohesion and charisma formed by the combination of a person's character, intelligence, talent, and experience.

As the saying goes, "Scholars die for those who are confidants". When a manager has formed a charisma that his subordinates admire from the bottom of his heart, he does not need too many words, and his subordinates will follow him. The correct order is unconditionally executed, and even the wrong order will make it change. Correct, go ahead, we can simply call it the "follower effect" in managing subordinates.

The personality charm that can produce this effect is mainly reflected in three aspects:

First, generosity . At any time, a wise manager does not have verbal or even physical conflicts with subordinates, and can always view the unpleasantness from the perspective of the overall situation, so that subordinates feel that your position is always above everyone else, for everyone. OK, to everyone.

Second, self-confidence . In the eyes of your subordinates, what you have said, what you have done, your promises and even the system you have set are always correct, and there is almost no moment of being overturned, giving people a kind of "rolling pressure" that is unequivocal.

Also, justice . Your decision and handling results are a manifestation of fairness in the minds of subordinates. The so-called "nepotism" and "black box operation" do not exist at all. Always let subordinates see the demonstration of credibility.

> > Dr. Napoleon Hill, a famous American success psychology master, famously said: "True leadership comes from an admirable personality". >

Every wise manager is a master in shaping the charisma of "beating people".

2. Use actions to drive and form a sense of following =====================================================

Master Confucius once said that if he is upright, he will not obey orders; if he is not upright, he will not obey orders. Teaching by example is not as good as teaching by example, and the same is true for the management of subordinates. The silent actions of the leaders are often better than the spoken words.

I remember that more than 10 years ago, as a junior leader, I led more than 10 people to complete the cleanup and remediation of the company's internal environment. There was a very difficult task, which was to clean up a mud pool full of various types of garbage in the company.

Looking at the disgusting things and smelling the unpleasant smell, many staff have long since retreated, but without saying a word, they jumped down and started to clean up. Other subordinates saw their actions and did not Second, let's do it. As a result, this task was successfully completed in less than a day, and was praised by the whole company.

There are no superfluous words, only real actions. The key here is to lead by example. Although the action is simple, it can be used to transmit a silent command, from which to express personal thoughts, opinions and determinations. When the subordinate receives this silent but powerful message, the rest is to follow.

> > The famous management scientist Parick once said, "You can't manage anyone or anything unless you can manage the 'self'." >

The leader has an example, and the following will follow it. The power of example is amazing. A wise manager always manages himself first and always dares to "proof" so that his subordinates will "have a good look".

3. Use the atmosphere to influence and create a sense of belonging ==================================================================

If a unit is a home, then a wise manager is to be a good parent. The most important thing is to create a sense of belonging within the scope of employees, so that subordinates can generate a centripetal force from their hearts. in particular:

a. Good communication . A good family is always full of laughter, and a good unit is always in a good mood. For example, meeting at work, taking the initiative to say hello to the subordinates, taking a few minutes to listen to the real thoughts of the subordinates during work breaks, etc., so that the subordinates can relax well.

b. Willing to help . As a superior, he is serious and responsible for his work, but his subordinates whose families are poor, offer condolences on New Years and holidays, express concern and reduce the burden.

c. Enjoy sharing . Adhere to "blessing and sharing", as a superior, I am happy to be seen by everyone, especially when I have achieved results and received rewards, I will never eat "alone", but share the benefits with subordinates, so that they can always feel at home. of warmth. For example, SF Express has equipped its employees with Nike tooling, which can be described as a model for the company to share benefits with employees.

No matter how busy they are, a wise manager can always keep the food and clothing of their subordinates in mind, so that followers realize that the sense of belonging he or she wants to have is always close at hand and within reach.

4. Use goals to lead and force a sense of urgency =================================================

As a good manager, one of your important functions is to make your subordinates feel that work is a challenge, and the driving force behind the challenge and the sense of urgency it brings are that you can set a clear job for your subordinates. The goal is to achieve the effect of "the horse does not stir the whip, but the hoof is self-improving". Specifically, the formed goals should have:

First, be clear . The clearer and more specific it is, and the more specific it is, the stronger the traction of the goal tends to be. From the three dimensions of quantity, quality and time, it can help subordinates to build a clear goal system before the work is carried out, so that the work can be advanced step by step according to the plan within the specified time.

Second, there are changes . The immutable goal for a long time will inevitably make the subordinates slack, thereby weakening the motivation to work. After a goal, according to the actual situation, the manager formulates the next feasible and changeable goal, which is a necessary measure to strengthen the sense of urgency of the subordinates to complete the work.

Also, out of the mechanism . A mechanism with clear rewards and punishments will make subordinates clear about your clear expectations and strict requirements. It is like a spring. When subordinates lack motivation, stretch and pull in the form of rewards and punishments, it will be better motivated. The employee's motivation to get the job done.

Smart managers often do not speak directly when managing, but first speak with data, speak with data comparison, and through comparison, form "harm" and achieve the effect of not talking about self-righteousness.

5. Use positive to motivate and bring your own sense of value =============================================================

A wise manager is always good at inspiring subordinates to do things from a positive perspective while ensuring that their subordinates correctly understand their intentions, and choose a way to complete their work in a way that makes them feel satisfied and full of value. There are three main points to grasp:

One is timely encouragement . If the subordinate can bring profits and make outstanding contributions to the company, as a leader, he will always choose an encouragement method without losing any time, either sending a red envelope or an item, etc. This move will make all employees feel His efforts have been recognized by the leadership and have positive feedback.

The second is to applaud in time . For the excellent performance of subordinates, wise leaders will take advantage of large-scale meetings, various gatherings and other occasions to make positive praises and magnify the influence of subordinates who have contributed to others.

The third is instant recommendation . As a leader, the help to the growth and progress of the subordinates is the best help. For example, in front of some important leaders, intentionally highlighting the status of talented subordinates, in front of large-scale tasks, paying attention to assigning responsibilities, etc. are all performances that help subordinates grow, which can further stimulate subordinates' work enthusiasm and give them a better play. 's talents.

A wise manager will not only take advantage of the situation, but also know how to empower and let subordinates do things with gratitude, which is often invaluable.

Epilogue

Those who win people's hearts win the world. A wise manager, in order to manage his subordinates and manage talents well, must achieve "heart wins". Only by comprehension and thoroughness can management be like a duck in water, and it can be accomplished by relying on horses.