There are usually two reasons why subordinates don't do things or can't do things well

Often times, subordinates don't do things or don't get things done for two reasons.

① They do not know the specific way of doing things.

② They know how to do things, but they can't make it to the end.

If you want to clone your own high-performing execution within the team, then, whatever the reason, they are not the problems of the individual subordinates, but the obstacles you must remove. Some managers may retort: ​​"As long as you have worked for a long time, even if the boss doesn't say it, smart subordinates should know how to do it." However, from my personal experience, no matter how many years I have worked in the same position, I seem to understand There are still many things that are not understood.

For example, we once had a front-line salesperson on our team, and his performance was not improving.

After his immediate boss found out, he encouraged him again and again: "Come on! I believe you can do it!" "Don't be discouraged, as long as you work hard, things will definitely improve!"

However, simply shouting "Come on" to the subordinate and encouraging the subordinate did not make the subordinate's performance better, but made him disgusted with the boss's encouragement-too much encouragement made him feel tired: "Simply It doesn't help to beat me up, if you really believe me, then why don't you give me the important work to do?"

This involves the topic of "how to clone": incompetent managers shout cheers, and excellent managers give orders. Before giving orders, managers must realize that the growth and progress of subordinates need your active supervision and guidance to achieve.

Give orders to progress

The purpose of issuing instructions is to improve the internal cloning of managers' personal experience. Since the purpose is to improve team work execution, managers must require subordinates to strive for self-growth.

When entrusting work to subordinates, managers must not only ask for his problem-solving ability, but also whether the other party has leadership skills that influence others and promote self-growth. The following scales ask subordinates to demonstrate leadership skills and develop a desire for self-growth, which helps managers formulate the educational policy that subordinates need.

The specific operation is also very simple: select a subordinate you want to focus on training or promotion, list the work or position he is responsible for, and write out in detail the leadership, ability development and self-growth projects required to complete the work.

Name

the job or position at hand

required leadership skills

Required capacity development, self-growth programs

Who is the main leader

how to influence each other

Make it clear that your command focuses on mid-level subordinates

In real life, high-level subordinates will not exceed 20% in any company at most. This is another manifestation of the "28 principle" in the management field: 20% of excellent subordinates produce 80% of performance. Compared with the 20% of the best subordinates, the worst subordinates actually occupy no more than 20%. Once this base is exceeded, the survival of the enterprise will become a problem.

Therefore, if managers want to replicate experience within the team, they must pay attention to the middle-level subordinates who account for 60% and the largest number of people.

➤ Let the top 20% of employees work autonomously. They have their own way of doing things and experience, regardless of whether their way is the same as yours, as long as their behavior conforms to the company's management regulations, they should be allowed to act freely.

➤ Give up the worst 20%. The competition within the company is fierce, and the team will have its own mechanism of survival of the fittest. Some of these people will inevitably leave because they cannot bear the pressure. Others who stay may become obstacles to the improvement of team execution, but they are not you. The focus of training - if you want their execution to reach the standard, it is good to provide them with a standard work process later.

Giving orders to balance "what do I want" with "what does he know"

How does goal setting work for the teams you manage? Depending on where you stand and different situations, you can develop many goals. Even for seemingly clear goals like sales, you might consider setting a three-year long-term goal, a one-year mid-term goal, or a one-month short-term goal.

Like you, each of your subordinates has their own personal goals, and these goals are often the fundamental motivation for their ability to be effective at work. For example, you have three subordinates, and they all set a goal of "exceeding the quota" for sales.

From the presentation, their goals are the same, but the motivations behind their goals are quite different:

➤ A wants to make the manager aware of his abilities as early as possible by setting excess goals.

➤ B wants to increase his salary and bonus by getting good performance.

➤ C wants to pave the way for the next stage of starting his own company through excellent performance.

Needless to say, subordinates themselves, as a manager, if you can grasp the additional conditions of these motivations in advance, you can greatly speed up the speed of subordinates achieving their goals. After all, the motivation behind actions is the key to stimulating individuals to continuously strengthen and improve their execution.