In the workplace, we encounter all kinds of complex and delicate situations, and one of the most difficult situations is to be overshadowed by subordinates.
When you find that your orders cannot be carried out effectively, the team is not aligned, the situation is out of control, and even the title is only a name, it is a sign that your power has been quietly divided by your subordinates.
In this state, it will be difficult to carry out the work, and the satisfaction of the superior will naturally be greatly reduced, which may eventually lead to your disgrace.
In the face of such a dilemma, you can not only sit back and wait, today we will share four tips to help you regain lost power in the face of adversity.
The first trick: "draw salary from the bottom of the kettle".
At the heart of this strategy is not simply to take power back from your subordinates, but to think deeply about the root cause of the eviction of power – that is, your boss's dependence on you has been replaced by subordinates.
Therefore, the first task is to adjust and reshape your relationship with your boss.
Specifically, you need to deeply analyze and understand the work needs of your boss, not only at the business level, but also on your boss's personal expectations and demands for work.
For example, when a director is promoted to vice president, if he fails to effectively shape his or her own value and meet the more business needs of his boss in the new position, he or she is easily overshadowed by the former director who still holds the real power.
At the same time, some subordinates have gradually gained the trust and dependence of their superiors by satisfying their boss's personal needs, such as reporting company dynamics in a timely manner, demonstrating loyalty, and even using their position to assist their boss in handling affairs.
Therefore, before carrying out the power seizure operation, it is important to be clear about what unique and indispensable value you can bring to your boss, and only when you shape your value above your current subordinates can you successfully take the first step towards regaining power.
The second trick: "break the pattern".
The best place to start by rebuilding the power structure is to break the existing business landscape.
For example, Xiao Zhang, the new director, encountered the dilemma of the department being firmly controlled by the deputy director, and he chose to break the original balance by reforming the department structure and adding new core projects.
In this way, the outstanding employees who were originally around the deputy director began to move closer to Xiao Zhang, and in the process of forming a new project, Xiao Zhang skillfully mobilized personnel and gradually diluted the deputy director's sphere of influence.
Due to the development of the new project, the overall situation is under Xiao Zhang's overall control, and even the superiors do not know the specific situation, so the deputy director has to report to Xiao Zhang and fight for resources.
When there is a problem of reporting at different levels, Xiao Zhang will seize the opportunity to make his superiors realize the harm of doing so, so as to consolidate his leadership position.
The emphasis on starting with the business landscape is because as a leader, you have the authority to assign and increase areas of the business in a way that no subordinate can match.
By creating a new cake, you can divert the team's attention and regain leadership with more resources.
The third trick: "supervision, checks and balances".
If you're not an airborne soldier and you're losing power to your subordinates because of over-delegation of authority, you need to review and improve the way you manage it.
Establishing a strict supervision mechanism and assessment system is like putting the reins on a wild horse that has escaped and returning power to an orderly track.
At the same time, it is also possible to adopt a strategy of checks and balances to disperse some of the power of subordinates, such as bringing in new people for sharing, or using internal antagonism to support other forces, so as to weaken the power grabber.
When there is a conflict between the two sides, they will both seek your support to solidify your leadership position in the midst of the conflict and prepare for a possible personnel clean-up.
The fourth trick: "throw stones and ask for directions".
After the first three steps of operation, you have straightened out the relationship with your superiors, added new business sectors, established a restraint system, and if the other party still does not obey the management at this time, then you can clean up the personnel.
Before that, a series of tentative layouts are needed to clearly identify the opposition, supporters, and wall-riders in the team, and then methodically clean up the portal, get rid of the villains who are holding the team back, and build up your own lineage.
When everything is in place, the workflow will naturally become smooth and efficient.
To sum up, in the face of the dilemma of being hollowed out, the key is to identify the source of the problem, through the four major strategies of reconstructing the relationship with the boss, breaking the business pattern, strengthening supervision and checks and balances, and carefully laying out the personnel cleanup.
Step by step, layer by layer, and finally realize the return of power, so that you can win the workplace game and sail away again.