Introduction:Many times, subordinates can't do things well because managers can't assign work, so how should they assign work?With you today**.
Many people ask: Why do my subordinates always do not do well in the work I arrange?
In fact, in many cases, the reason is not on the subordinates, but on the fact that the manager will not assign the work.
So how do you do that?To arrange the work, it is enough to use these five steps.
Communicate needs: Be precise and specific
The subordinates did not have enough execution and did not do things well. It doesn't have to be a subordinate's problem, it's likely that you didn't make the requirements clear.
For example, you tell your subordinates, make a summary report and give it to me.
As a result, a week later, the subordinate handed you a personal work summary report.
At this time, you were furious and accused him: "I asked you to write a summary report on the work of the department, why can't you do this little thing?".”
You see, the responsibility is yours. If you don't make it clear, your subordinates are confused, and it all depends on guessing, and there is a high probability that he will not be able to implement it well.
Therefore, the first part of the assignment must not be wrong.
So, what to do?
That is, when you assign tasks, you have to be accurate and specific.
You need to use structured thinking to clearly explain the background, content and focus of your work.
If you ask a subordinate to write a report, you must tell him what report to write, what content it contains, and when to hand it in.
If you make it clear, others will be able to do it to your heart.
Ask for a retelling: Align the information
When I was an employee, the leader assigned me a job, and I would always tell him my understanding, and then ask him: Is this what you mean?
Why would I do this?
Because everyone's ability to express and understand is different.
You must know the funnel effect of communication.
Normally, what a person thinks in his heart is 100%, what he says is only 80% of what he thinks, what others hear is 60% what you think, and what others understand is only 40%, and the result is 20%. In this way, 20% of each layer is leaked, like a funnel.
Actually,Many times things can't be done properly, and it's often not a matter of execution, but a matter of understanding.
You made it clear, but the subordinates didn't understand it properly. The subordinates' "I think" can easily cause information asymmetry and lead to messing things up.
So at work, it often happens that what you need is A, but the subordinate does B.
If you don't want this to happen, you must ask your subordinates to repeat it.
The core is to see if he has heard your needs clearly and whether he has missed key information.
When two people pull together the information, he can be accurate in the follow-up implementation process.
**Purpose: Critical execution
There is such a story:
There are two people working on the side of the road, one digging a pit and one filling it. Passers-by wondered why they had dug the pit and filled it in.
Just ask, "What are you doing?"
The two of them said in unison that they were planting trees.
Passers-by asked, "What about your trees?"
One person said, I don't know, my job is to dig holes.
Another guy said, I don't know, my job is to fill in the holes.
Did they do the work?They really dug the hole, they really filled the hole, but the trees were not planted.
Planting trees is the goal, digging pits is just a process. If they don't know the purpose, they dig for the sake of digging a hole.
The story may seem absurd, but that's what many employees do in the workplace.
The reason is also in the manager, if you assign a job, you just tell the subordinates, you have to do this, you have to do that. But if you don't talk about the reasons behind it, they tend to be like the people in the above story, who only know about mechanical execution.
He did his job, but it didn't work out at all.
In the process of work, it is full of changes, and it is necessary to have the ability to execute critically. So, you must tell him the purpose and significance of doing this.
The purpose of this is to make him think about what to do to achieve his goalWhat should I do?What is the path?
There is a saying that "your level of knowledge is the upper limit of your life." ”
In my opinion,The level of comprehension of a task is the upper limit of a person's execution.
With enough understanding, he can execute creatively and do it clearly.
Confirm Boundary: Reasonable Authorization
Why confirm the borders?
After assigning a task, the following two situations are most feared.
In the first case, the manager is a control freak and is not at ease with his subordinates, so he intervenes in everything and often interrupts his subordinates' execution.
He has been overmanaging his subordinates, and in the end, the tighter he grasps, the less he gets. The more you try to control, the more you lose.
In the second case, subordinates report no matter how big or small. In the end, everything depends on the manager to make decisions.
You see, it was supposed to be a job assigned to a subordinate, but it turned out that the task returned to the manager.
So, when assigning tasks, be sure to confirm the boundaries.
The core is that you have to tell him what he can delegate and what he can be solely responsible for.
If you encounter any problems, you must report and ask for instructions.
And you, what will continue to track his process?
In short, it is a sentence, you have to do: grasp the big, let go of the small, and manage the fine.
You confirm the boundaries clearly, and your subordinates can be orderly in the process of implementation, and your management is also free.
Ask for opinions: Reach a consensus
Assignment of work is not just top-down, and it is not possible to rely solely on the power of managers to force subordinates.
80% of the ability problems are attitude problems. If the subordinates are reluctant to execute, there is a high probability that things will be messed up.
So also bottom-up, you have to care about what the employees think.
On the other hand, subordinates are people who do things concretely, who are in contact with customers, and who are struggling on the front line. He may have some thoughts and feelings of his own. At this time, as a manager, you should also fully consider the ideas and personalities of your subordinates as executors.
Moreover, this task may not be completed all at once, it is very difficult and requires a long period of time to complete. At this time, he may also need resources, so you ask for advice to get an idea of what kind of support your subordinates want to get.
You can dynamically adjust tasks based on feedback from your subordinates. Eventually, a consensus was reached.
Asking for opinions is to completely dispel the doubts of subordinates and give him the motivation to execute.
Finally, to sum up, many times, the subordinates do not have enough execution and do not do their work well, in fact, the manager does not do the work in place.
So how do you arrange your work?There are five steps:Communicate needs: Be precise and specificAsk for a retelling: Align the information**Purpose: Critical executionConfirm the boundaries and authorize them correctly. Ask for opinions: Reach a consensus