These three kinds of villain behaviors reported by leapfrog, you have to use three big moves, don't be a soft persimmon if you have the skills
There is a hot issue: what should I do when my subordinates often report by leaps and bounds? Based on 20 years of workplace training, we must first state our point of view. To deal with this kind of leapfrog reporting problem, we must divide the management levels into high, medium and low levels, and divide the three subordinate situations of ignorant, villain, and dissatisfied with you. Problems, but also as leadership training and practice.” The two purposes vary from person to person, and the right medicine can kill two birds with one stone. When walking in the workplace, you should have a wrist, don't be a soft persimmon.
I had the same trouble many years ago. More than half a year after I was airborne, a business backbone often jumped to the top to report to the superior. For example, he did not report to me on the task assigned by me, and directly reported to the superior, as if ignoring my existence, and other subordinate colleagues also looked on with indifference. If you say I care, you seem to have no mind; if you say I don't care, it makes me very embarrassed and makes other subordinates see jokes.
These three kinds of villain behaviors reported by leapfrog, you have to use three big moves, don't be a soft persimmon if you have the skills
I knew in my heart that my airborne robbed others of their position, and I had to tolerate his venting. It is unreasonable that our superiors actually condone subordinates' frequent reports. I understand that the first problem to be solved is not my subordinates, but my superiors. If I don’t get the absolute support of my superiors, I warn my subordinates, and if it spreads out, I will suppress my subordinates. The superiors may also be dissatisfied with my airborne, which may be the root of the problem.
I take a few steps.
One is to obtain the support of key superiors. I went to the office of the big leader who sent me, and I reflected the common troubles of the "airborne troops", and the big leader understood it as soon as they heard it. Once, the big leader invited the higher-level leader to dinner, and called me over, and asked me to toast a few more glasses of wine. In fact, nothing was said, and the superior leaders understood.
The second is to obtain the support of direct superiors. I have a good relationship with my superiors, and I try my best to do the things he arranges to eliminate his strangeness and xenophobia towards me.
The third is to deal with thorns by reasonable means. I continue to communicate with that key subordinate normally, and he will report when he leaps to the next level. His work is supported on the surface, but in fact, he does not increase resources, let him jump around, unite other colleagues, and arrange the workload of other colleagues to full. Let them not have the energy to support that subordinate's work.
These three kinds of villain behaviors reported by leapfrog, you have to use three big moves, don't be a soft persimmon if you have the skills
The fourth is to play the role of superiors in maintaining order. After I obtained the support of the superior, when the subordinate made a report by leaps and bounds, the leader said to him, you should report this matter directly to the department manager, and you don't need to report it to me again. After two or three repetitions, the subordinate gave up completely. I can use him how I want, it's no different from before, besides, it doesn't need to be different. Since then, the problem has been solved. Later, I heard others say that our superiors still commented on me, this guy is quite mature, so it can be considered a positive comment.
Returning to this specific issue, let’s talk about a few theoretical views:
Subordinates "occasionally" leapfrog and report, as direct leaders, they should maintain a certain mind, not advocating, but not prohibiting. Subordinates occasionally leapfrog to report, which also has two sides of management. You can use this "irregular" behavior to ponder other useful information, for example, let subordinates "trial and error", such as counter-use, to judge the accurate intention of the superior leader. Paying too much attention to subordinates' leapfrog reports reflects that you are not confident enough, resulting in jealousy, taste, discomfort, worry, etc. Although it is normal, it is also a kind of self-cultivation.
However, there must be a turning point: subordinates "continuously" leapfrog reporting, which is a serious problem that violates professionalism and violates workplace rules. When you encounter such a problem, you must solve it, otherwise, it will be destructive to team building. However, you don't have to be in a hurry. To find the root cause of this "abnormal" problem in the workplace, firstly, there is a problem with the superior leadership, secondly, there is a problem with your control, and thirdly, there is a specific strategy for thinking about how to subdue your subordinates.
These three kinds of villain behaviors reported by leapfrog, you have to use three big moves, don't be a soft persimmon if you have the skills
As a superior, you should have a deeper understanding of the workplace, and you should understand the principle of equal rights and responsibilities for the next level. As long as the superior says, "You can report this kind of thing to your supervisor", and maintain the workplace order for the middle management. , the problem is solved. The superior likes or supports this kind of leapfrog reporting. Although it is not an excellent management behavior, there may be many factors. Therefore, to solve this problem, it is necessary to vary from person to person and find the right medicine.
First, to obtain the support of the superior leadership is the fundamental to solve this problem.
The superior leader condones or likes the subordinate's leapfrog reporting. First, there is the problem of the superior leader's management preference. Second, he is not satisfied or even trusting you. The third is that you are not directly promoted by the superior leader. , The fourth is to deliberately embarrass you, make you obedient, and warn you that you can stand up for you at any time. For middle-level managers like you, first of all, you must do a good job in management with your superiors, and gain their trust and support for you. There are also many other means to use, for example, you can ask reliable leaders to help communicate, strengthen walking with superior leaders, etc. In short, you must obtain the support of superior leaders. As long as the superior leader tells the superior subordinate, you can report such a problem to your department manager, which not only blocks the opening of the superior report, but also shows that the superior supports you, so that you have the confidence to deal with it.
Second, with the support of superiors, the priority strategy is to turn bad things into good things.
There are generally three types of subordinates who report by leaps and bounds: one is a workplace saboteur who does not understand eyes and rules. When he thinks of it, he goes to the leadership room to say a few words. Big or small, I don't care about the bullshit rules." One is the villainous subordinate who is scheming, always trying to express himself, making small reports to the superiors, applying eye drops, or even passing on your inside story, in order to get rid of you. One is to disapprove of your key subordinates, disapprove of your arrangements, disapprove of your ideas, look down on your work style, look down on your leadership talent, and report by leaps and bounds. What happened to you!
These three kinds of villain behaviors reported by leapfrog, you have to use three big moves, don't be a soft persimmon if you have the skills
For ignorant subordinates, use them; for villainous subordinates, suppress them. For capable subordinates, the priority strategy is to strive to transform into your support force through hard work. This kind of person has ideas and energy and wants to do things. If it can be used by you, it will help you even more, as the so-called "no deal, no deal". If you do it right, it will drain your resources and even destroy your work layout. For this kind of person, it may be a donkey, and if it is smooth, it is your go-getter, and if it is not smooth, it is a thorn in your flesh.
Third, if he can't be transformed, he must be suppressed and used, and the last resort is to let him get out of the way.
You can't tolerate subordinates who have leapfrog reports, which shows that your mind is not broad enough and your self-confidence is not enough. A few flies are buzzing and you're not working yet? The higher your position, the more complex problems you have encountered, and the more complicated it is to deal with. If you can't handle this trivial matter, can you still take on a heavy responsibility?
One is to do not encourage or prohibit subordinates who are not sensible, just let them go. Deliberately pass some immature information to him, and use him to listen to the feedback of superiors and colleagues to revise your decision-making. A few such subordinates can't hurt much.
The second is to warn and beat the villain's subordinates who are making small reports behind their backs. For example, say with a smile, what you reported to the superior, the superior asked me to talk, if there is something to say in person, help me to correct it, okay? This sentence has three meanings. First, the superiors support you. Second, don’t act like a villain. Say something to your face. The villain's subordinate, just make corrections and continue to use him to work. If you don't correct it, find a chance to let him out.
These three kinds of villain behaviors reported by leapfrog, you have to use three big moves, don't be a soft persimmon if you have the skills
The third is to transform capable subordinates or let them get out of the way. Such subordinates are dissatisfied with you and deliberately report over you. First of all, be tolerant and strive to be transformed into a capable person. This is a test of your leadership skills. Candid communication, full authorization, giving him a stage, providing resource support, frequent praise, giving rewards, fairness and justice. Invest emotionally when necessary. The ancient generals made good use of the enemies who could surrender, not to mention the subordinates who were not convinced? It really can't be transformed, so the last resort is to let him find another job.
How to subdue dissatisfied subordinates?
First of all, unite other subordinates, do not form group confrontation, and let most subordinates support you. Secondly, strike fairly and justly, and don't let the crowd give you the impression of revenge. The third is to make the unconvinced person toss hard. If you make a reasonable layout, do not let him engage in the core business, do not let other colleagues provide support, and if you do not give additional resources, he will not be able to do anything, and he will not be able to hold you. Either be convinced or leave.
Summary: The higher the level, the less things will be reported at the higher level, and the higher the level, the more reports will appear in the middle and lower levels. As a middle and low-level manager, we must handle the dialectical relationship between mind and hands. If you want to grow into a high-level manager, tempering in middle and low-level management positions is indispensable. To deal with such thorny problems, do not have a single thinking or a single measure. You must show both your management skills and your tolerance. Mind, after all, standing at the top to see your behavior, the top considers you from the two dimensions of means and mind, not just your tricks.
These three kinds of villain behaviors reported by leapfrog, you have to use three big moves, don't be a soft persimmon if you have the skills
top managers. It can be called a "leader", and the key role is to have a strategic vision and identify and employ people. Choosing good assistants and middle-level managers is a reflection of his leadership. Generally, he will not choose those who do not understand the rules of the workplace.
middle managers. The key role is to control the team to complete the task, not only to use management skills to manage team members, but also to reflect the comprehensive quality of growing into a senior manager. There are only a small number of middle-level managers, showing the potential of top-level managers. This potential must include making good use of each person's mind.
Primary managers. In fact, it is a small foreman. You do it yourself, and you lead your subordinates to do it. If your subordinates don't do it, you have to do it yourself. In short, the completion of the task is the assessment indicator. The requirements for grass-roots managers are relatively low-level, that is, you are required to do the work beautifully no matter what means you use. Talking about feelings, mind, and realm, we haven't reached that level yet.
Final advice.
How to deal with the subordinates who report by leaps and bounds, what management level you are in, and what means should be used. For your long-term development, you can treat these things as a practice of leadership training, pursue higher pursuits, and use the most reasonable means. "Strength Training" practice?