No matter how good the boss is to you, these three bottom lines cannot be touched to death: Do things in silence, and you will be reused

Dalin in 1990 has worked in the company for 5 years and has been following the same leader. He is the most senior in the team. As time passed, the leaders recognized and became more close to Dalin, and promoted Dalin to be the deputy director of the team. Dalin began to swell, and he often pointed out the country in public, euphemistically calling it loyal words, and hoping that the leaders would understand. To the employees dare to talk about the lack of leadership and management, and even incite everyone to give more feedback to the leadership. The leaders saw it, and other employees took the initiative to report it. In less than half a year, Dalin was transferred to the idle department, and the salary and benefits dropped a lot. Only then did he realize that no matter how good his relationship with the leader was, there was a bottom line.

Refute the leader's opinion in person and challenge the leadership's authority

When dealing with leaders, the most taboo is to challenge leadership authority. If a leader wants to manage, he must have authority. Once employees' behavior damages the image of the leader's authority, no matter what the reason is, right or wrong, the leader will have a thorn in his heart. If the employee makes a mistake, it’s okay to say that the leader’s face is not damaged very much, and it is easy to lose his temper after criticism. If the employee's suggestion is really reasonable, the leader's face will be damaged even more, and he will hold more resentment in his heart.

Once employees are familiar with their leaders and feel good about themselves, they always want to give their leaders some advice. That's right, leadership management also needs to be improved. The problem lies in the occasion and expression. You must not refute the leader in public, especially in meetings, and you should give feedback in private. In terms of expression, you must obey the arrangement first, then raise your personal opinions, and listen to the feedback and decisions of the leaders.

For example, if the leader's division of labor at the meeting is unreasonable, we should wait until the meeting is over and say to the leader, "Leader, I have carefully recorded the division of labor just now and will implement it well. Here is a small suggestion that I would like to hear. Your opinion, my suggestion is this...". After listening to the leadership, if agree, then adjust. If we do not agree, we should say, "Okay, then I will do it according to your idea first, and report to you in time if there is any situation in the process."

Talking about leadership behind the back, inciting people, no one dares to reuse

If you can't handle the leader head-on, employees will complain in private, and occasionally it's harmless, but you must never talk about the leader's management and behavior. Talking about things in the office without talking about people, people will always make mistakes, talking about people can’t solve problems, and even offending people and accusing leaders of being people, they can never be recovered. Most of the words that are discussed behind the scenes will reach the ears of the leaders, and the leaders will care about whether the employees are intentional or not.

If there are too many discussions behind the scenes, employees will always be incited, the working atmosphere will be destroyed, and the leaders will always be aware of it. Having a good relationship with the leader, you can't talk about the leader behind your back. This is an act of betrayal, ungrateful, spread, and no one dares to reuse it.

excuses to be lazy, self-assertion, low-value work

"Employees are useful" is the bottom line for leaders to work for all employees. Leaders value employees and are good to employees. It must be established that employees have value and contribute to the team. This value includes usefulness to the interests of leaders. Relying on the good relationship with the leader, employees are lazy at work, and they also arrange their own work to other colleagues, which drags down the team's work efficiency and leads to a decline in the team's overall performance and efficiency. The leader must be held accountable. Therefore, the better the leader is to the employees, the more employees will have to make more contributions to their work, and they will be more helpful to the leader's interests. Do more and say less, and leaders will naturally be more reused.