The two roles of leadership and subordinates are the most fundamentally different, and it is in this aspect, do you believe it?
As we all know, no matter which workplace you are in, the way you work as a leader and as a subordinate is completely different. Many people do not understand this, and some people are often unable to adapt to the sudden change from subordinates to leaders. In fact, the most fundamental reason is that it is difficult to adapt to this change in work roles and work styles. So specifically, what is the fundamental difference between the way leaders and subordinates work?
In fact, this problem is complicated and complicated, but it is very simple. Specifically, the fundamental difference in the working methods of leaders and subordinates is mainly reflected in the way they deal with problems. In work processing and problem solving, the main thing for leaders to do is to make judgments and choices. What subordinates do is to think and ask questions. This is their fundamental difference.
How to understand this sentence? For example, for a job or some existing problems, the subordinates should report to the leader how to carry out the work and how to solve these problems. Is that a preliminary plan for work development or a preliminary plan to solve the problem that needs to be put forward by subordinates first? It can't even be just a plan. Instead, it is necessary to provide multiple solutions for leaders to make decisions or make judgments. If there is a problem with the development of some work or there is a problem, the subordinate will go to ask the leader how to carry it out. How to solve? And there is no own thinking, no own analysis, no own proposal. It must be easy to be criticized by the leadership, and the leader to kick the ball back. If things go on like this, they will definitely be considered by leaders as incompetent, without thinking, and not a qualified subordinate.
On the contrary, if you can analyze and think about the cause of the work or problem in advance, put forward your own understanding, measures, suggestions, plans, and even multiple sets of plans for leaders to make decisions. Once the leader chooses your plan, they will definitely recognize your ability. Therefore, when carrying out work or dealing with problems, the role of leaders is often only to make judgments or choices: is what you said right or wrong? Do I choose A or B for the scheme you provide, or make appropriate modifications and improvements to one of your schemes.
Of course, this does not mean that as a leader, you don't have to think, analyze, and express your opinion. The process of your judgment and choice actually involves your thinking and analysis. But you can't directly arrange deployment or come up with solutions, and give subordinates the work to do. For a job or for certain problems, it is not necessarily a good thing for you to tell your subordinates what to do and what to do. Because doing so can lead to two consequences. One is that you do not understand the actual situation at all, and you do not understand the real thoughts of your subordinates. Your arrangement and deployment may not be in line with the actual work, resulting in work mistakes. Another situation is to greatly reduce the enthusiasm of subordinates to work. If things go on like this, subordinates will no longer think about how to carry out work and how to solve problems, but just leave these problems to the leader for decision-making, and he will only do one execution at most.
Therefore, at work, leaders and subordinates should each play their role in this way. This is why there is such a fundamental difference in the way of work between leaders and subordinates. Do you think the editor's analysis is correct? Welcome to leave a message for discussion.