How to manage irritable employees

I've always been a thorn in my side. All my bosses give me a unified evaluation: too smart, complaining a lot. There are many career philosophies on the Internet, which I don't read at all. I think they are for amateurs. What is mediocrity? Ordinary people have to obey and follow others. The leader said 1+ 1=3, and he said 1+ 1 should be equal to 3. I summed up one point: smart people have thoughts. After thinking about the status quo, I couldn't change it, so I complained.

Any enterprise, at any level, with high morale is the real capable person. Many people study Journey to the West, and the Monkey King is a thorn in his side. Boss Monkey King Thrice Defeats the Skeleton Demon said he couldn't fight, but the Monkey King insisted. This is the Tatar. And the luggage was picked by Friar Sand from beginning to end. He didn't complain, but the Monkey King defeated the monster the most. Tang Priest can recite spells to govern the Monkey King. What would you do as a manager?

Personally, I think managers should first change their horizons. From the perspective of appreciation, subordinates are all advantages, while from the perspective of prejudice, subordinates are all disadvantages. Including you think that subordinates "complain a lot" is also a shortcoming. When a manager thinks his subordinates complain a lot, you think he is complaining, even if the actual management situation is insufficient. And once you think he is complaining, you will deny his correct view. Often many managers will interrupt or even scold their subordinates at the first time, and many constructive opinions simply won't listen.

In the place I have managed, the most capable subordinates complain in front of me every day. I never interrupt them and always listen patiently. Because I know that my subordinates' complaints are well-founded, including complaining that the rain has affected sales. As a matter of fact, there was no one in the mall because of the heavy rain. After listening to it, I always habitually ask: What should I do according to your opinion? This is very similar to Liu Bei, whose mantra is "What does the strategist think?" . And I give my subordinates a chance to fully express their opinions. The complaints of subordinates are over, so it's calm. Let's analyze one by one, which link is it and who has affected your work? How to avoid it next time? Can we control some very practical situations? Often in the end, things fall into two categories, one is solvable and the other is solvable. I will fully support what I need to do. If it can't be solved, don't mention it again. Can I keep it from raining? In this way, after a year or two, the subordinates who used to complain every day stopped complaining. Once they encounter something, they will immediately think about how to solve it, how I can help them and how to avoid similar situations next time, and then report to me. I didn't do anything, but I got the sincere support of most of my subordinates. I do it when my subordinates have no idea and no way. This is my capital to manage them. After I left, there was a rumor that my successor would fire some high-spirited people and say they were my people. I smiled-I didn't recruit those people either. Why did I become my man after a year or two of management? If you can't manage it, you will be fired. What is this?

How to manage a prickly head is my experience. Fired all the high-spirited people and thought they were awesome. In fact, the team of people without high morale is mediocre. Only incompetent managers will fire motivated people, and motivated people will leave only if they feel meaningless. As Ma Yun said, there is only one thing that is most practical in resigning-you didn't do well, and employees tried their best to find reliable reasons before leaving, that is, to save face for you and not to expose how bad your management is and how disappointed he is with you. Many managers don't listen to the opinions of their subordinates because they have such a mentality: their thinking ability is stronger than mine, and it's time for them to be my leader. The fact is that many subordinates are really better than you, just because your predecessor has the same mentality as you, so he has no chance to climb on you, not because you are really awesome.

Management is very simple, and management is also very simple. Give him a chance to fully express his views and solutions, and let him show his ability to transcend the status quo. His plan is approved by you, and you can change your strategy because of him. Then he will think you are democratic, sober, correct and brave, and you are awesome. At this time, his psychological feeling is better than your extra bonus, and he will work harder in the future. Therefore, the correct guidance, combing and management, in the final analysis, the tartar is your most effective assistant.