Leadership and knowledge of people: master the skills of knowing people, know people, know faces and hearts, and manage employees correctly
If leaders want to manage employees well and bring out an excellent team, they must have the ability to "know people", so that they can see through the true character of each employee, "prescribe the right medicine" and manage employees easily!
1. Similar comparison.
The main responsibility of the leader is to select outstanding talents, let them get the opportunity to "glow and shine", and make the team stronger and stronger. However, it is indeed difficult to identify a single talent, but if it is a group of people, the advantages and disadvantages are easy to show.
Smart leaders will use the method of "comparison of the same kind" to identify people, that is, to identify talents by comparing with each other from the same type of people, which can be mainly divided into two methods:
1. Compare the person to be identified with someone already qualified for a particular position.
Comparing people can effectively classify, queue, and screen talents. It is a skill that leaders must master. If a leader cannot do this, then he is an extremely incompetent leader.
To give a simple example: you are a leader responsible for leading the sales team, and you plan to choose a sales talent, but you have just taken office and you are not very clear about the specific situation of the employees, then you can transfer the company to the company. Outstanding sales elites, or even peer sales elites, are used as "references", and then compare their own people with them, carefully comparing their strengths and weaknesses. If the ability is similar, you can choose. Most of the leaders in the workplace will use this kind of skill of knowing people. When necessary, it is necessary to make repeated comparisons, so that people can see more accurately.
2. Carry out internal comparisons, select the best among them and use them.
In layman's terms, this method is the so-called "tall one among the short ones". If the overall quality of the people to choose from is not high, even the best ones are average. This method is generally more applicable when the selected person has a relatively high ability.
2. "Practice gives true knowledge".
If a leader wants to know the true character of an employee, it is definitely not enough to just listen to him talk about his ideals and ambitions all day long. He must be given "opportunities" to see his performance. If he does not take action, Must be fake.
If you want to reuse a talented employee, but don't know his true character, you might as well try with power and money to see his real performance. You give him some interests and benefits, and you can identify people from his attitude towards interests. Through these matters related to interests, you can see a person very thoroughly.
3. Subordinates who like to boast can not be reused.
Some employees in the workplace are competitive. As long as they make a little contribution, they like to brag about themselves in front of others. I wish the whole company would know his "powerful". Not only that, but they also show their merits to their leaders from time to time, eager to get their support. As the saying goes: "There are days outside the sky, and there are people outside people", and the same is true in the workplace. In a normally functioning team, no one dares to pretend that he is the best one, and such employees who like to boast are obviously very arrogant. .
As a leader, you must see through the real faces of such boastful and pretentious subordinates in a timely manner, because they are often prone to make mistakes that are not worth their credit. Even if they have a skill, you must not reuse them. The reason is very simple. Employees like this type of rhetoric often do things with a "personal heroism" mentality, disregarding the intentions of their leaders and thinking that they are right.
If you reuse this type of employee, maybe he may miss the company's major events and become an obstacle to the company's development.
Fourth, subordinates who do not recognize the strengths of others are not credible.
It is normal for workplace leaders to communicate with their subordinates individually. After all, some things are easier to understand in private situations, for example, a leader asks a subordinate to understand the actual situation of another subordinate at work.
This time is actually the best time for you to "know people". You can directly praise another subordinate who is not present in front of the subordinate and see how he reacts.
If he is unconvinced by the leader's praise of others, unwilling to admit others' strengths, and if he is also circumspect in exposing others' weaknesses and smearing them hard, then this person is generally untrustworthy.
The reason is very simple, he is not ignorant of the other party's excellence, he is just worried that others surpass himself in some aspects, and is extremely jealous, no matter what the reason is, this person is untrustworthy.
Workplace leaders should master the above skills of knowing people, so that they can "know people, know their face and heart", and manage employees correctly!