I've been a middle manager in the company for more than a decade, so I think I can express some opinions and express some opinions on this topic.
If you're the CEO of a large company, I'm afraid this answer isn't quite for you.
I'm mainly targeting middle managers who manage a department in a company with a dozen or dozens of people under them.
So what can managers do to help their subordinates adjust their work mentality?
There are two main points.
The first point is to do a good job of uploading and disseminating, that is, to do their own work in the middle level, "uploading and disputing" these four words seem very simple, but in fact, not everyone can do it well.
This requires some professional knowledge of Western management and the way of life of Eastern management.
Hehe. Let me elaborate.
Some middle-level managers are good people, they will think about their subordinates, they will report the difficulties of their subordinates' work to their superiors, they will also think about their superiors, and they will try their best to let their subordinates complete the work arranged by their superiors.
This is the normal work of many middle-level managers, and as a result, although the work is done hard, they are always criticized by the leader, complained by the subordinates, and splinted in the middle, and the turnover rate of the subordinates is also very high.
How to solve it?
Then you need to learn more about management and figure out the knowledge that is uploaded and distributed.
As a middle manager, especially when your superiors assign tasks to your department.
This task should go through your mind first, and cannot and should not be assigned directly to subordinates.
What do you want to do with someone like you?
The reason why a middle manager is a manager is because you have different authority from your subordinates, and you can do some work, but your subordinates don't have that authority.
If you directly assign the work, it is a sign of not taking responsibility, this is the point, and the subordinates will be very tired.
Put yourself in the shoes of your subordinates.
There is no specific standard for a job, and if I do it carefully, I may offend people and may take risks in personnel relationships.
If I don't do it carefully, everyone will be kind, but it is possible that the leader will say that the work is not responsible.
That's going to be hard.
Work will be very bad, even depressed, feel that you are the one who is behind the blame, and have a feeling of boredom with work.
It's just a few taels of silver, and it's a big deal that we're quitting.
As a middle leader, you should not only set the standards for your work, but also plan in advance for your subordinates how to solve problems when they arise.
What situation the subordinates have the authority to solve by themselves.
What circumstances can be reported to you, and you will come forward to solve it.
In addition, if there is trouble, who bears this responsibility must be made clear, and even write it directly in the email and send it in black and white.
This is the responsibility that a mid-level leader should have.
Let's talk about the second point, which is interests.
Everyone comes out to work to make money, not to make friends, and it's not something you can eat by drawing a few flatbreads.
We all know that the water of the Yangtze River flows from the upstream to the sea, and that is because there is water at every stage of its flow, and it does not go directly to the sea.
The same goes for interests.
You want your subordinates to work willingly, efficiently, and emotionally.
Then the Yangtze River of interests must also flow through your subordinates.
The bosses eat meat, make middle-level soup, and at this point, they can't eat it and wipe it clean, and they don't leave it for the grassroots at all.
But to the grassroots of this stuttering from the ** want?
That's a problem.
It's not saved from your mouth, you're a soup drinker, and you shouldn't give it to you.
As a middle manager, you should go to the boss with confidence, don't always report the difficulties at the grassroots level to your leaders, and understand that all difficulties are because of money in the final analysis.
In the face of interests, there are no difficulties.
In front of the leader, we must dare to grab the task, dare to pat our chest, and say that our department can.
Then give the subordinates a straightforward benefit.
This is the courage that a middle-level manager should have, a soldier, a nest of bears, what kind of middle-level raise what kind of department.
If you don't have the courage to resign, don't take advantage of the pit and don't.
Ay... Say the anger.
Finally, to sum up.
As a manager, you have to be responsible, courageous, in the final analysis, these are called personality charm,,, forget it, let's say that.
I'll add to it later when I think of something else.