1. Fully understand the employees of the enterprise.
Everyone is so simple to themselves and so complex to others. As a manager, it's not easy to get to know your people well. But if managers understand their employees well, things will go much more smoothly. As the saying goes, "A man dies for his confidant". A manager who understands his people well will be a first-class manager in terms of productivity and relationships.
Understanding employees, there is a difference in degree from the beginner to the advanced stage, which is divided into three stages:
The first stage: understand the employee's background, education, experience, family environment, background, interests, expertise, etc. At the same time, it is also necessary to understand the thoughts of employees, as well as their motivation, enthusiasm, sincerity, sense of justice, etc.
Stage 2: When your staff encounters difficulties, you can anticipate their reactions and actions. And be able to properly send charcoal to employees, which shows that you have a better understanding of employees.
The third stage: know people well. It enables each employee to reach their full potential in their job position. Give your employees challenging work that tests their abilities and guide them appropriately when faced with such difficulties.
In short, managers and employees should understand each other, communicate and understand each other spiritually, which is particularly important for the managers of a small and medium-sized enterprise.
2. Listen to the voices of employees.
Managers of small and medium-sized enterprises have a strong self-assertion, which helps to solve problems decisively and quickly, but on the other hand, it can also make managers insist on going their own way, not listening to the opinions of others, leading to poor decision-making.
In the management of enterprises, listening to the voices of employees is also an important way to unite employees and mobilize their enthusiasm. In addition to problems, an employee's mind will lose his enthusiasm for work, and it is impossible for him to accomplish the tasks you give him. At this time, as a manager, you should patiently listen to his voice, find out the crux of the problem, solve his problem or be patient and enlightened, in order to help achieve your management goals.
Those who make mistakes should also be treated in a listening manner, and they should not be blamed but given the opportunity to explain. Only after understanding the individual situation can we prescribe the right medicine for them and deal with them properly.
Third, the management method is often innovative.
Managing employees is like driving a car, the driver needs to carefully look at the indicator and the road surface when driving, the road surface has new changes, the pointer of the indicator has changed, he should turn the steering wheel to prevent the car from rolling over and hitting people. The same is true for managing employees, who need to keep their employees on a set track by carefully observing and adjusting frequently to prevent biases. In a stable large enterprise, managers should pay more attention to the various changes of employees and flexibly use various skills to manage subordinates within the basic management framework. For active SME managers, their responsibilities are even greater. Not only can they not manage their subordinates in a rigid manner, but they also cannot use the crying model to involve the blueprint of the enterprise.
Managers who want to constantly adopt new methods to deal with new situations in employee management must have a year and the ability to go beyond the stereotype. In the late 70s and early 80s, Ford's business philosophy became increasingly conservative, and the company's performance gradually declined, and finally slipped to the brink of loss. After Iacocca became president of Chrysler, he actively innovated and inspired the employees, and in less than two years, the company was miraculously resurrected.
Fourth, both ability and political integrity, the amount of use.
The ruler is short, the inch is long", everyone has their own strengths and weaknesses in ability, character, attitude, knowledge, accomplishment, etc. The key to employing people is applicability. For this reason, as a manager, when employing people, we must first understand the characteristics of each person, and some of them work neatly and quickly; Some are cautious and cautious; Some are good at dealing with interpersonal relationships; Some like to work silently in statistics as a sole proprietorship.
In many companies, there are some evaluation items on the personnel appraisal form of the company, such as the correctness and speed of handling affairs, and only those who can get a full score can be called an excellent employee. As a manager, it is not only necessary to see the scores on the personnel appraisal form, but more importantly, to observe in practice, and combine the strengths of each employee to give the work that should be. Observe their attitude, speed and accuracy in the process of their work, so as to truly measure the potential of their subordinates. Only in this way can a manager manage his employees flexibly, effectively and successfully and make his career thriving.
5. Dilute rights and strengthen authority.
The management of employees should ultimately be implemented in the obedience of employees to managers, or subordinates to superiors. This leader-obedience relationship can come from both power and authority. Managers have high status and great power, and whoever does not obey will be sanctioned, and this obedience comes from power. The manager's virtue, temperament, wisdom, knowledge and experience and other personality charm, so that the employee resources are subordinate to their leadership, and this obedience comes from the managers of an enterprise to successfully manage their employees, especially the management of employees who are better than themselves, and the authority formed by the personality charm is more important than the administrative power.
6. Employees are allowed to make mistakes.
The real world is full of uncertainties, and it is naturally impossible to succeed in doing things in such an environment, and a person who can do more right things and less wrong things is an excellent person. As a manager, if you ask your subordinates not to make any mistakes, you will inhibit the spirit of risk-taking, make them hold back, and turn away from potentially successful business opportunities.
The adventurous spirit is a valuable entrepreneurial quality, and taking risks requires courage and capital. If you can take risks from the spirit of uncertainty and rely on some kind of inspiration, you may have a chance of success, but you may also invite failure. If the manager does not allow the employee to fail, and the risk of failure will be severely punished by the boss, then the employee will return the concept of not doing well, so that the enterprise is an important driving force for development.
Therefore, as a manager, employees should be encouraged to take risks, innovate, and seize business opportunities rationally, and employees should be allowed to fail. When a subordinate takes the risk of making a common little mistake, he should not be too responsible; When a risk is successful, be rewarded and rewarded accordingly.
7. Guide employees to compete reasonably.
In small and medium-sized enterprises, there is also competition among employees, and there is a difference between fair competition and unfair competition. Fair competition is the adoption of legitimate means or positive ways to make positive comparisons. Unfair competition is the use of unfair means to restrict, suppress or strike at competitors.
As a manager, it is his important duty to pay attention to the changes in the psychology of employees and take timely measures to prevent and promote unfair competition. To this end, personnel management has a set of correct performance evaluation mechanism, to evaluate their ability to work performance, not according to the opinions of employees or the preferences of superior leaders, interpersonal relationships to evaluate employees, so that the evaluation of employees as fair and objective as possible. At the same time, the enterprise should establish normal and open information channels, so that employees can have more contact, more exchanges, and positive communication with opinions.
8. Stimulate the potential of employees.
Everyone's potential is different, and different stimulation methods can be used to achieve good results for people with different characteristics.
Medical research has shown that human thinking and action are the most important in the activity of the cerebral cortex, which has different functions. Managers should apply this principle to enterprise management and adopt different incentive methods according to the characteristics of different people.
How to manage employees.
In the final analysis, the competition between enterprises is the competition of people. How to effectively stimulate the enthusiasm of employees, make employees more loyal to the company, and do their best to complete their work?
In the final analysis, the competition between enterprises is the competition of people. How to effectively stimulate the enthusiasm of employees, make employees more loyal to the enterprise, and do their best to complete the work is a problem that every business leader hopes to solve but often misses.
First, focus on the concept.
In the past, the feudal paternalistic style of treating management positions as officials and employees as tools should be abandoned. Instead, respect the personal value of employees, understand the specific needs of employees, adapt to the supply and demand mechanism of the labor market, and reasonably design and implement a new employee management system according to the principle of two-way choice. People are regarded as important capital of the enterprise, which is the foundation of competitive advantage, and this concept is implemented in the specific management work of the enterprise's system, leadership mode, and employee compensation.
2. Set high goals.
The key to retaining talent is to keep the bar on and give them new opportunities to succeed. Everyone wants to win, and a love of challenge is a common part of great employees, and if the company can keep aiming higher, they will stay. As a manager, you need to recognize that as employees grow, they need more opportunities to use their brains to help the company and be recognized. So you have to create and design challenges that motivate people to strive for higher performance. Only when employees feel that they are constantly supported in their work and can continue to learn new things will they stay and be more loyal to the company.
3. Communicate frequently.
No one likes to be kept in the dark, and employees will have many grievances and opinions of their own, although some of them are true and some are incorrect. Therefore, employees and leaders need to communicate frequently, ask employees for their opinions on the company's development, listen to their questions, and express their opinions on these opinions and questions - what is acceptable? What is unacceptable? Why? If the company has difficulties, it should be open about these difficulties and tell employees that the company wants their help, and remember that paper cannot contain fire, and employees want to know the truth.
4. Authorization, authorization, and reauthorization.
Empowerment is the most effective incentive method in management, empowerment means to let the grassroots employees make the right decisions themselves, it means that you trust him, it means that he and you are taking responsibility at the same time, when a person is trusted, it will burst out more enthusiasm and creativity. Therefore, we recommend that managers do not make every decision, do not do what they can delegate to themselves, and that managers play the role of champion and coach.
5. Counsel employees to develop their personal careers.
Every employee has an idea for personal development and thinks they are right. It is wise to create a development plan for each employee that is appropriate for each employee. We suggest that in daily conversations, when evaluating employees' performance, we should always ask employees what their career development goals are, help them recognize their strengths and weaknesses, set realistic goals and ways to achieve them to support employees' career plans, and then try to nurture and nurture them. It would be unwise to dump education and training on employees without addressing their specific ideas and needs.
6. Involve employees.
Increasingly, we find that in practice, the people with the best ideas are often those who are directly involved in the execution of the task. Involve frontline workers and let them know that you value their opinions. Employees don't want to be simply dictated and instructed, they want to play a more important and meaningful role in their work, and they crave to participate in decision-making. When employees want to be involved, and you don't give them that opportunity, they alienate management and the organization as a whole. If you're able to respect your employees' opinions, even if you don't end up taking their advice. You will find that they will be more willing to support your decision.
7. Keep your promises.
Maybe you don't remember making a promise to someone unintentionally, or you don't think that promise matters at all. But you have to remember that your employees will remember everything you promised them. As a leader, any seemingly small action can have an impact on the rest of the organization at any time. You need to be wary of these influences, and if you make a promise, you should be held accountable for it.
If you have to change your plan, you want to explain the change to your employees. If you don't or don't articulate the reason for the change, they will think you're breaking your word, and if this happens too often, employees will lose trust in you. Loss of trust often leads to a loss of loyalty among employees.
8. Recognize employees.
A sense of accomplishment motivates employees to work passionately and meet their inner needs. In the long-term work, we have summarized the following key points of reward:
Disclosure of award criteria. Employees need to understand the reward criteria and why others are being rewarded.
Give praise and rewards in a public manner. If praise and rewards are not made public, they will not only lose their own effect, but will also cause a lot of gossip.
Be honest in your rewards, don't overdo it, and don't be clever about it.
The timeliness of the reward is important. Reward what just happened, not something that has already been forgotten, or else greatly diminish the impact of the reward.
9. Allow for failure.
Trust and support our employees in their efforts to help our business innovate. Don't punish employees for their failures, employees who have failed are already feeling very sad, we should emphasize more on the positive aspects and encourage them to continue to work hard. At the same time, help them learn to learn from failure, and work with them to find the reasons for failure and solutions.
Criticizing or punishing a beneficial attempt stifles innovation, and as a result, employees are reluctant to try something new.
10. Establish norms.
It is necessary to establish a strict management system to standardize the behavior of employees in every enterprise, and we can make a detailed description of each position of workers, so that each employee knows what he should do, who to report, what rights he has, and what responsibilities he bears. Of course, this restriction should not be too strict, but it must be. Establish reasonable norms, and employees will act within the limits of their regulations. When exceeding the prescribed range, employees should be asked to obtain permission from management before proceeding.