How Managers Can Win the Awe of Their Subordinates: Getting Started with the Data Scraping Process and Results.
In the workplace, managers are often faced with the problem of how to win the respect of their subordinates. Whether as a manager, director, or vice president, if they lack the authority that a manager should have, their subordinates often don't respect them, but treat them with a grin. Managers know that the core of management lies in efficiency and execution. The ability to execute lies in the establishment of a strong performance appraisal system, and the establishment of this system depends on the manager.
When your subordinates are not in awe of you and are not afraid of you, it probably means that you have not established a strong performance appraisal system. The core content of the performance appraisal system is to set indicators first, and then reward and punish by capturing process data. Most people in the workplace have a strong sense of self-esteem and desire to be recognized by the company. Therefore, as a manager, if you want to really touch the hearts of your subordinates and make them change their behavior, you need to tell your subordinates with specific examples and data what they are doing well, what are the bad consequences, and what are the good benefits. Then, rate the performance of your subordinates strictly according to the standards to further strengthen your image of being consistent with your words and deeds. Subordinates will no longer have a fluke mentality, and will do what they are asked to do.
In order to keep their subordinates nervous and in good working condition, managers should also not relax the statistical analysis of process data. Management is also physically demanding. If the performance of subordinates is continuously unsatisfactory, then it is necessary to consider transfer or dismissal. Of course, they should also be given the opportunity to improve again. When necessary, don't be soft and let everyone know that you are not easy to mess with. The subordinates either do things seriously or choose to leave. But no one will take you for a bully anymore.
Whether a manager can earn the respect of others, especially those in other departments, actually depends on whether his direct reports respect him. You can judge your superior's ability by your attitude towards your superior. Many companies have problems with their organizational structure, with too many hierarchies, which often leads to over-command and over-reporting. This situation greatly weakens the authority of the middle manager, and it does not really train the manager.
It is normal for there to be occasional overstepping, after all, there will always be special circumstances that need to be dealt with urgently. However, some managers lack basic management literacy, and frequently skip the command or even criticize the level, which seems to be very unlevel. Such an act can seriously undermine their authority and ultimately cause them to become less deterrent. If, at a meeting, a manager gets angry and threatens to stop doing it next time, I'm sure most of you can tell that it's just a scare. A truly strong man doesn't need much to say.
The higher the managerial level, the easier it is to lack the necessary control over process data. No matter what company you are in, it's very difficult to really fire someone, and it doesn't mean that you just quit. Nowadays, people are very aware of the law, and if you dismiss someone unreasonably, they will sue you if they encounter a ruthless character. So, even if you want to fire someone, you need to have sufficient evidence, including performance data and interview records for each time. Clear target requirements, strict process control and statistics, and necessary guidance can make the dismissal behavior more convincing. Without this, the act of dismissal will not only not win awe, but will cause distraction and resentment in the team.
Effective managers should be results-oriented, use the data capture process, and act reasonably, politely and resolutely. In the workplace, we'd rather earn the respect of others than make them like. By setting clear goals and using the data capture process, we are able to speak with data and motivate subordinates with performance rewards and punishments. This management style will definitely establish a strong performance appraisal system, so that the whole team can maintain a sense of tension and efficiency.
Before summarizing how to win the awe of your subordinates, there is one more point that needs to be emphasized. As managers, we need to win not only the respect of our subordinates, but also their respect. Our management style should be based on fairness, openness and transparency, and we should truly lead by example and become a role model for our subordinates. Only in this way can we earn real respect in the workplace.