"If the foundation is not firm, the ground will shake", the team is the smallest management unit of the enterprise, and it is also the "cell" of the enterprise, strategy, products, funds, brands, etc. can make the enterprise bigger, and a good grassroots management team can make the enterprise stronger and longer.
In every team of the enterprise, there will be a few special people, is the team leader is more difficult to manage people, these people are like a hot potato, it is a pity to abandon it, but not to give up, and will often embarrass people, and even affect the safety of the team, how to manage these people has become a headache for the team leader.
In the body of the team of difficult to manage, there are the following common characteristics:
First, they all have certain safety work ability and experience, and have certain qualifications in the team;
second, they have a certain appeal and influence in a small area, and have a certain mass base;
Third, due to their personality, they often talk back openly with the team leader, and even spread some negative thoughts and remarks, which has an extremely bad impact;
Fourth, love to express oneself, free and casual, high-eyed and low-minded, righteous, recognize people and not recognize the system.
Analyze the reasons for the emergence of difficult people in a team, mainly in the following four aspects:
First, the predecessor or previous team leaders repeatedly accommodated, let them be arrogant, and developed a habit;
Second, the phenomenon of team overstepping management is serious, and the senior leaders (workshop) have the intention of reusing it, so that it is like having a "Shangfang sword", and everything is empty;
third, he thinks that he is the mainstay of the team, and no one in the team dares to touch him;
Fourth, he used to be a team leader, but he could not objectively recognize his own shortcomings, and he had very opinions on the handling of some safety issues of the team, and he was not convinced, thinking that there was no hope of promotion, and he did not seek to improve, and he broke the jar and fell.
There is a famous saying in management: there are never bad employees, only bad leaders.
A team can never have a little different voice, otherwise, it will only be a word, a few negative objections can make the team leader moderately calm, to avoid extreme individualism, but as a team leader, must not let the difficult staff unscrupulous, there is no way for him, otherwise, their leadership prestige will be affected, safety production performance will be greatly reduced.
The team leader must recite to them a "tight mantra" for safe work at the appropriate time, so that they are always under your control, and then slowly guide and communicate with each other to promote their development and progress, only in this way can they obey your management and be used by you.
In the specific "matchup" process, the team leader can start from the following three aspects.
1. When using them, discern their will and use their ability
According to the analysis of social psychology's personality theory, most of the people who are difficult to manage in the team belong to the "theoretical ambition type".
a. They are good at rational thinking, generally sensitive to the good and bad of things, like to find faults, and once they see it, they will speak out mercilessly, often causing people to lose face;
b. Even if they are praised by the team leader to some extent, they will not be flattered like ordinary people, and they will be grateful to the team leader;
c. They are generally not gullible about things, rarely blindly worship, and prefer to be truth-seeking, truth-seeking, and equal.
Therefore, in the safety production work of the team, to manage the difficult people, the team leader needs to do a good job in these aspects:
1. Be an expert in a certain field or in some aspects, so that you can get their psychological approval.
2. Treat them sincerely and sincerely on the basis of having both ability and political integrity and skills.
The team leader should provide more services for them, think more for them, care for them in thought, work, study and life, and safeguard their legitimate rights and interests. Even if they occasionally make mistakes in safety production work, they must be regarded as "innocent" for the time being until the situation is clarified, and try to praise as much as possible and blame less; If something really goes wrong, even if the responsibility is on them, the team leader must take the initiative to make a review, and must not shirk the blame, or even catch their "pigtails".
3. Respect them and ask them for advice.
Most of the people who are difficult to manage the team have their own independent opinions, strong self-esteem, and do not like to echo the voice, which requires the team leader to have a good sense of democracy and open-minded style, and communicate with them as much as possible when making a safety work decision, and humbly consult them, speak widely, and ask questions without shame.
In particular, we should pay attention to respecting their initiative spirit, and even if their opinions are sometimes extreme or even completely wrong, we should adopt a positive attitude, listen patiently before making trade-offs, and must not "block" them without analysis.
4. Reasonable allocation, so that they are suitable for the post.
According to their different characteristics, such as personality, profession, hobbies, etc., they should be reasonably allocated, so that they can complement each other and complement each other, so as to better play the best overall effect of team safety work.
2. When criticizing them, be considerate and reasonable
Most of the people who are difficult to manage the team are more concerned about criticism, they love face very much, and some people have a strong sense of vanity, which requires the team leader to master a certain art when he must criticize them.
1. Click to the end
People who are difficult to manage are generally sensitive, and in many cases, criticizing them only needs to be side-by-side, rather than straightforward, otherwise it is often counterproductive.
2. Choose the occasion
It is best to criticize him in private and on a separate occasion, and he must not expose his shortcomings or criticize his shortcomings in public, as this will only arouse his rebellious feelings.
3. Speak softly
It is best to use the tone of negotiation, lay out the facts, reason, and come up with sufficient evidence to prove that what they have done is inappropriate, rather than being violent and blunt accusations, which will only make them look down on you from the bottom of their hearts.
As for how to criticize the difficult people in the team more specifically, Donovan, the former editor-in-chief of the American Times-Werner Company, once put forward a general principle, saying that to successfully criticize the difficult people in the unit, they must make them feel your three meanings:
a. You can do better, in fact there are some jobs that you have done well, I just hope that you can do the rest of the work just as well;
b. Measure your colleagues by the same standard;
c. Expect you and others to hold themselves to these standards.
Of course, for the major problems of right and wrong and principle issues in the safety production of the team, the solution of "explosive" or "cold treatment" cannot be ruled out.
3. When evaluating their work, they should be justified and dealt with fairly
Many of the labor results of the difficult people in the team are difficult to quantify, which is related to the nature of the work they are engaged in. Therefore, when evaluating their work, we should try our best to pay attention to public opinion, focus on the actual situation, and avoid subjective assumptions and biases, so as to make the evaluation results and process scientific and fair, and convince them.
In addition, we should also pay attention to the evaluation method, generally speaking, adopt the method of combining democracy and personal identification, qualitative and quantitative, and combining research results with actual results, and conduct evaluation in a multi-directional, multi-faceted and multi-level manner, which is conducive to measuring the safety work effectiveness of the team and the people who are difficult to manage.
The difficult people who have made significant contributions to the safety production of the team must be rewarded, so that their psychology of being valued will be greatly satisfied, so as to take the initiative to cooperate with the safety production work of the team.
In today's knowledge-based economy, low-carbon economy, and sustainable development, the real wealth and resources are people's knowledge and creativity. There is no doubt that to manage the difficult people in the team, there is no doubt that the team leader has put forward stricter requirements in terms of quality, business and management methods. It is not easy to live in harmony with difficult people and manage them well.
But as Mozi said: "Good work is difficult, but it can be high and deep; It is difficult to ride a good horse, but it can go a long way; It is difficult to order a good talent, but you can be respected. ”
Therefore, when the team leader feels that the team has difficult to manage people, he should ask himself first:
● Do you have the ability and quality to manage difficult people?
● Have you found an effective way to manage difficult people?
If the answer is "no", then the team leader should start from these aspects and effectively improve his safety management level in the team.
How does the team leader manage the employees who are difficult to manage?
1. When using them, distinguish their will and use their ability.
2. When criticizing them, be considerate and reasonable.
3. When evaluating their work, they should be justified and dealt with fairly.
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