What are the characteristics of incompetent leaders? Understand these points and teach you how to get along with them wisely
What are the characteristics of incompetent leaders and how to deal with them?
A person, sitting in that seat, must have his own characteristics and abilities, and must have something stronger than the average person.
The so-called "incompetent", it may be that you have not discovered his abilities, or his abilities do not meet your requirements, or of course, his character has a problem. But some of his abilities met the expectations of his leaders.
- Leadership trust
Maybe he has a good relationship with the leader, maybe he has a relationship with the leader so he can be trusted. Especially in some key positions in small and medium-sized enterprises, such as finance, sales, personnel, etc., in addition to having a certain professional ability, the boss's trust is actually more important, which is actually more important than the ability.
In this case, this trust can be used as a resource. When your job requires more resources and you don't have them, you can get your leaders to step up. You can work with him to analyze how these resources contribute to your team, what kind of performance can be achieved, and how it will benefit him. Generally speaking, he can get more resources than you, which is also a kind of ability.
- Communication skills (smooth)
Some people may lack professional ability, but his communication skills are particularly strong, and it is not easy for everyone to say that he is good, whether it is superiors, colleagues or subordinates. Of course, if it's too much, you'll be tactful, and if it's too much, you'll be flattering. To analyze this level is to see whether what he said is in line with reality, and whether what he has done exceeds a certain amount of material transactions. That is, is the way he maintains relationships with others material or spiritual? If it is spiritual, does it conform to reality?
- Academic background
Some people have excellent academic qualifications, they come back from famous universities in the country or study abroad. Others have great backgrounds. They may be from some large corporations and used to be executives. Then, when such a person gets into some small business, he might adapt. It is also possible that some of his working methods are the same as those of large corporations, which are incompatible with small businesses. It's easy to feel uncomfortable. It's a process of integration, and both parties should actually make some changes, but it's actually quite possible that both parties are so used to their own way of working that it's hard to change.
- How to get along
The so-called incompetence can basically be divided into two parts. The first category has nothing to do with personality, just the way of working. For example, I do not understand the business (layman), the team performance is poor, I do not give guidance to employees, idealize without practical measures, blindly direct, love tossing, do not care about employees, do not fight for the interests of employees, let subordinates try Figure out what it means and have a strong desire to control.
In this case, you should not consider changing him. You can only remind him properly, keep records of his work, and keep some evidence. For example, if you ask him how he does his job, he will let you think for yourself. Maybe he really doesn't know, or he wants to exercise your ability, then you can do it according to your own ideas and try to improve your ability. If you find that you really can't do it, then you can use it as a step to seek his advice later, but don't expect too much in your heart because he won't give you any direction. If you find that he really wants to develop your abilities, go ahead. Ask him when you can't do everything you can and he'll still guide you, which means he's much more capable than you.
The second category is worse and has personality problems. For example, bullying, squeezing employees, shirking responsibilities, unfair and rude.
In this case, you'd better proceed with caution. If appropriate, you can give some feedback to those with decision-making authority. This kind of person is a disaster for the employees of the enterprise and the enterprise.