Chapter 28 Chapter 28 Master the skills of knowing people and using them well

Knowing people well and assigning them a reasonable division of labor can make subordinates feel comfortable and give full play to their enthusiasm and creativity.As a leader, the main energy should be spent on planning, organizing, supervising, and directing.If you have to do everything yourself, you will lose the big because of the small.On the one hand, most of my time and energy are taken up by trivial affairs, which will inevitably affect the ability of macro-control; Make the best use of people and make the best use of their talents.In this way, even if you are exhausted, it is difficult to achieve excellent results.

Leaders must carefully study the company's demand for talents according to the development situation and actual needs, and know what kind of talents are needed for which positions.At the same time, it is necessary to clearly understand the abilities and specialties of subordinates, especially to be good at discovering those unknown talents.According to the specialties of talents, we should make full use of their strengths and avoid weaknesses, use talents rationally, and never leave capable talents idle.Leaders must keep in mind one thing in the process of employing people: there is no doubt in employing people.

In June 1683, under the orders of Kangxi, Shi Lang led a navy of more than 20,000 people and more than 200 warships. He set off from Tongshan to attack Taiwan. After several days of hard work, he defeated the Penghu defenders.The main force of the defenders was all wiped out, and as a result, the morale of the army was scattered.Shi Lang occupied Penghu, condescending, and appeased Zheng Jun.Seeing that the general situation was over, Zheng Keshuang agreed to join the Qing court and realize peaceful reunification.The peaceful reunification of Taiwan and the mainland of the motherland was a major event in the early Qing Dynasty, and Shi Lang made great contributions to this.In the process of unification, Shi Lang certainly contributed a lot, but without Kangxi's trust in employing people, it would be difficult for Shi Lang to realize his ambitions.When Shi Lang was ambitious to conquer Taiwan by force, the Zhufu faction took the lead at that time, and some courtiers did not trust Shi Lang.Because he was not only a surrendered general of the Ming Dynasty, but also led troops to conscript Taiwan twice around 1664 but failed.In the end, Kangxi still appointed Shi Lang decisively, finally unifying Taiwan.

Leaders must have a correct attitude towards employing people, have a clear sense of employing people, and have firm confidence in employing people.Enterprises can have various means of supervision and assessment, but they do not interfere indiscriminately within the scope of their powers.Be consistent with the outside and let the subordinates work at ease without spending energy dealing with the leader.Only by establishing a scientific selection and employment mechanism can innovative talents stand out. As a leader, when assigning tasks to subordinates, they should also be reasonably allocated according to their abilities and specialties, otherwise, it will cause dissatisfaction among subordinates, affect the communication between superiors and subordinates, and is not conducive to the completion of work.

There is a saying in China: Do not be suspicious when you employ people, but do not use those who are suspicious.This is also a principle of knowing people and doing good things.You should trust your subordinates without suspicion, so that they can serve you faithfully and sincerely, so that they can take their due responsibilities. To trust subordinates, you should also listen to their suggestions and let them know that they are also participating in leading, not just being led.Remember: It always makes people happy to ask their advice or advice. Simply put, the task of a leader is to find the right people, put them in the right place to do something, and then encourage them to use their creativity to complete the work at hand.If a leader wants to persuade his subordinates to act according to your wishes, he must understand the personality of his subordinates and adopt different methods for different people.To understand the temperament of subordinates, one must have a comprehensive and detailed understanding of subordinates. The more you know about your subordinates, the better you can understand their views and problems.As a leader, you should do everything in your power to know and understand a person's whole situation.The work attitude and habits of subordinates not only affect their own work efficiency, but also easily affect the morale and work efficiency of other subordinates.As a leader, you cannot ignore the personality problems of your subordinates.Only by understanding their personalities can we take correct countermeasures and convince people with reason.

During the Three Kingdoms period, Zhuge Liang, as a leader, had an extremely thorough understanding of the personalities of his subordinates. He could take different countermeasures for different subordinates, so he could convince all his subordinates.Guan Yu was conceited. Before the battle of Huarong Road, Zhuge Liang used his arrogance and arrogance to make him issue military orders.Later, Guan Yu let Cao Cao go as Zhuge Liang expected.From then on, he became more convinced of the military adviser Zhuge Liang. Zhang Fei, on the other hand, is reckless and short-tempered.Zhuge Liang used aggressive methods against this reckless man, which often provoked Zhang Fei to fight north and south at the expense of his life, thus winning.Afterwards, Zhang Fei was also convinced of Zhuge Liang.Meng Huo has the characteristics of a minority. He is simple but extremely brave.To deal with such people, Zhuge Liang adopted the tactics of attacking the heart.The seven captures of Meng Huo made Meng Huo sincerely admire Zhuge Liang, and since then he has been devoted to Zhuge Liang and the Kingdom of Shu.

For different subordinates, you must first grasp their personalities before you can take different countermeasures and convince them. For those subordinates who are pessimistic about everything and have no hope for new ideas, their character makes them not want to face the reality and hinders the progress of the whole.For subordinates with this personality, we must maintain an optimistic and aggressive attitude in front of them, let them relax, and encourage them to be aggressive. Those subordinates with a bad temper, their personalities may make the unit never peaceful.When dealing with these subordinates, let them know that losing their temper is inappropriate when they are calm.He also emphasized that the unit is a whole, that individual violations of discipline are not allowed, and behaviors that lose their temper will not be condoned.When they are emotional, it is best not to speak first, and listen to their grievances.An angry person usually has very complicated emotions. Listening carefully can make him feel that you are paying attention to him, and he will gradually develop a good impression of you.

For some subordinates with strong personalities, they can't let themselves go, and their behavior should be stopped in time, so that they can understand that they can't ignore the discipline of the unit, and use direct persuasion to achieve the purpose of persuading them. As a leader, in the face of subordinates with different temperaments, you must know how to understand their personalities, and put subordinates with different personalities and specialties in appropriate positions to give full play to their talents. Selecting and retaining people out of public will is one of the important psychological qualities that leaders must possess.Only such a leader can appoint sages, not nepotism, not form cliques; can use people's strengths and not waste talents; can sincerely seek talents for the organization.Due to the position setting of the leadership team and the limitations of the authority of the leaders, and there are many talented and capable people in the leadership team, it is very difficult to choose what kind of person and who to use for the leader.If you act rashly without any choice, it will inevitably cause contradictions in all aspects, which is not conducive to unity and work.Therefore, the employment of modern business leaders must have a correct starting point, that is, out of public interest.It is necessary to start from the development of the leading group and the mobilization of the enthusiasm of the members of the group, and do not talk about private affairs, do not make compromises, and do not avoid conflicts.Really promote and appoint scholars who are willing to contribute to the entire unit and have real talents to leadership positions at all levels, so as to promote the efficient realization of the leadership goals of the entire unit.It is impossible for a leader to employ people to satisfy all aspects and everyone. As long as it is based on the public spirit and the needs of career development, it will eventually win respect and win the hearts of the people.Therefore, in the process of cultivating the public spirit of employing people, leaders must be good at overcoming the following bad employing psychology.

1. Avoid cronyism Nepotism refers to the fact that employers choose those who have good feelings and close relationships with them, or appoint their relatives, regardless of their morals and abilities. It is mainly manifested in the following four aspects: One is "one person makes decisions".Whoever supports him and flatters him will be promoted.Turn the leader's own department into a "fiefdom" where "one person gains the Tao, and the chicken and dog ascend to heaven". The second is "only faction is relative".All those who help friends, regardless of whether they are virtuous or talented, are given priority.

The third is "relationship first".People with "relationships" are employed, and those without "relationships" are left aside. Fourth, blood relationship is used as the criterion for employing people, which leads to the tendency of the group to become familial.Inbreeding in personnel matters distorts the employment standards and suppresses the growth and energy release of others. Wang An's company was once powerful. In 1984, it had a turnover of US$3.3 billion and employed 24,800 subordinates.An important reason for Wang An's failure was the lack of a solid social foundation among his subordinates.Wang An himself is influenced by traditional Chinese culture, so he is worried and distrustful of senior leaders outside his family.When the external environment changed and the company encountered difficulties in operation, he handed over the power of the company to his son, but the American manager in the company was left out in the cold. As a result, many talented management personnel left the company at critical moments. The company's performance was a complete failure.

Cronyism can seriously jeopardize the growth of a business.It is manifested in four aspects: It prevents the joining of excellent talents, which is not conducive to the improvement of enterprise quality. Make the operator monopolize the power, act arbitrarily, and lose sight of the other. As a result, subordinates are unwilling to make progress, lack innovation and sense of urgency. Leading to power struggle within the enterprise, lack of cohesion. Many enterprises in my country, including some state-owned enterprises, private enterprises, overseas companies, and small and medium-sized enterprises in Hong Kong and Taiwan, have developed slowly for a long time. One of the important reasons why they cannot make a brand is the lack of social capital to make the enterprise grow stronger, lack of trust in people and team spirit.The management methods of many bosses in private enterprises are simple, rude and arbitrary.The structure of the company is primitive and backward, and the way of employing people is nepotism.The senior leaders of the enterprise focus on promoting relatives and friends, but treat outsiders differently and do not reuse them, for fear of being deprived of their position.How can such an enterprise recruit talents and retain talents.Therefore, leaders should realize that the foundation of trust cannot be based on "blood relationship" or "region", but should be based on professional knowledge and performance.Whether it is a big nose or a small nose, black hair or yellow hair, what companies need is a professional manager with a high degree of specialization, enthusiasm and passion. 2. Avoid seniority psychology This kind of psychology means that leaders regard the depth of qualifications, age and seniority as the main basis for promoting and using talents.When promoting cadres, no matter how talented they are, they will be ranked mechanically from top to bottom according to age and seniority.Although qualifications are historical records and reflect people's practical experience to a certain extent, we cannot make them absolute. We can neither equate qualifications with ability, nor equate qualifications with level.There is a certain relationship between a person's ability and length of service and depth of qualifications, but qualifications are not completely proportional to actual ability, and it is not uncommon for them to be inversely proportional.Leaders' employment based on seniority will bring the following harms to the team: It hinders the growth of a large number of young and middle-aged talents, and runs counter to the law of modern scientific and cultural development. It hinders the competition for talents, dampens the enthusiasm and creativity of talents, makes people with real talents suppressed and buried, and it is difficult to develop talents and pay for aspirations. It is easy to cause people with deep experience and seniority to develop arrogance and arrogance. There is a problem of timeliness in the use of talents. A person's talents are not static, but a parabolic process, from the emergence of talents to the proficiency of talents, and then to the decline of talents.It is generally believed that the peak age for leadership work is 50 years old; the peak age for technical work is 45 years old; the peak age for scientific research work is 37 years old.This requires us to get rid of the old concept of seniority, grasp the best age stage of all kinds of talents, and select and employ talents without sticking to one pattern. Comrade Deng Xiaoping once pointed out that the use of outstanding talents should get rid of the mentality of seniority, and talk about steps, but not only steps.Create a level playing field for talents.At the same time, we must boldly promote them, use them exceptionally, and help them overcome their shortcomings during use, which will help the growth of talents and the development of their careers. 3. Don't listen to slander In quite a few units, there are always some unscrupulous people who, in order to achieve despicable goals, use improper means, spread gossip, and interfere with the leader's determination and intention to employ people.It makes it difficult for leaders to distinguish the truth from the false, resulting in a mental state of partial belief in lies.The bad consequences are: Suppression of outstanding talents, regardless of good and bad.It will cause harm to those who are conscientious, hard-working, honest and honest, and unwilling to exceed the rules; it will cause harm to those who are courageous, capable, and dare to break through resistance and forge ahead. Deteriorating the organizational atmosphere, suppressing good and evil, disregarding right from wrong, inverting loyalty and evil, good people being angry and wronged, and those with bad intentions celebrating each other, making the organization's public opinion orientation and value orientation deviate from normal organizational goals. Damage to the prestige of decision makers.Because of believing in slander, the circle of people is getting smaller and smaller. don't be afraid to take risks In the eyes of some people, young people are not stable in their work, and people with strong personalities are easy to cause trouble. It is not always easy for these two kinds of people to be promoted to leadership organizations.Especially in some state-owned enterprises, even if young people enter the leadership organization, they are still in the back row, and it is even more difficult for "wild horses" with strong personalities to enter the leadership organization.Another manifestation of the fear of taking risks is the lack of timeliness in employing people.Studies have shown that for a mental worker, the early days of his work are the most efficient years. After these people reach the age of 40, there is often an inverse relationship between age and achievement.It is a pity that these research results have not attracted enough attention from employers. In the eyes of some people, 30 years old is a "hairless mouth", and 40 years old is still a "tender pole". They are promoted only when they are "old" and "mature". The above bad mental states are easy for leaders to appear in the process of employing people. Leaders should overcome all kinds of bad mental states, keep in mind that the use of people is for the public, and the selection and use of talents must be out of publicity and the long-term interests of the organization. For the development of the organization, not for the benefit of oneself or a small group, only in this way can we reserve abundant human resources for the development of the organization. How to manage the enterprise well has always been a problem that leaders need to think about.If some research is well done, it will be well governed; if some research is not successful, then governance will fail.To manage a company well, it is necessary to recruit talents and treat them with sincerity.The most famous example is the recruitment of talents at the golden platform of King Yanzhao in ancient times. "Warring States Policy · Yan Policy" records that King Yan Zhao (311-279 BC), the king of Yan State, wanted to recruit talents, but many people thought that King Yan Zhao was just Ye Gong who was fond of dragons, not really eager for talents.As a result, King Yan Zhao could not find any talents who could govern the country, and he was depressed all day long. Later, a wise man Guo Wei told a story to King Yanzhao, to the effect that: There was a king who was willing to pay a thousand taels of gold to buy a Chollima.However, three years have passed, and I have never bought it.Another three months passed, and finally found a thousand li horse.When the monarch sent his men to buy a Chollima with a large amount of gold, the horse was already dead.But the person who was sent out to buy a horse bought a dead thousand-mile horse with five hundred taels of gold.The king said angrily, "What I want is a live horse. How can you spend so much money to get a dead horse?" The monarch's subordinates said: "You are willing to spend five hundred taels of gold to buy a dead horse, let alone a live horse? This move of ours will definitely attract people from all over the world to provide you with a live horse." Sure enough, within a few days, someone brought it Three galloping horses. Guo Wei also said: "If you want to recruit talents, you must first recruit me, Guo Wei. People like me who have little talent and learning can be adopted by the monarch. Those who are more capable than me will inevitably come from thousands of miles. Come." King Yan Zhao adopted Guo Wei's suggestion, worshiped Guo Wei as his teacher, and built a palace for him.It didn't take long afterwards to trigger a situation of "scholars vying for swallows".Le Yi, a military strategist from the State of Wei, Zou Yan, a yin and yang family from the State of Qi, and Ju Xin, a lobbyist from the State of Zhao, etc., all of a sudden the backward Yan State was full of talents.Since then, Yan State has gradually become a prosperous and powerful country from a weak country full of internal turmoil and external disasters. The only way to manage is to employ people.Talent is the foundation of business.Outstanding leaders should be good at identifying and using talents.Only by meritocracy, meritocracy, and sincerity can we be invincible in the fierce social competition. Leaders must pay attention to strategy in the process of employing people, but being strategic does not mean playing tricks.Playing tricks on talents is the greatest harm and disrespect to talents, and it is a waste of talents. Sooner or later, such a long-term practice will make the leaders' hearts deviate and bring damage to the development of the organization.Playing tricks on talents is mainly manifested in the following eight aspects: Rise and fall secretly, using the power in their hands to skillfully seize real power. Beggar-thy-neighbor, passing on difficulties and disasters to subordinates. Threats to the east and west, pretending to threaten the position of certain A, but actually seizing the position of certain B. Fishing in troubled waters, the situation is chaotic and taking the opportunity to expand their strength. Buy people's hearts and use improper means to deceive everyone's trust. Repay virtue with grievances, borrow the power of outstanding talents to make a fortune, and then overthrow talents. Seduce people with profit, use improper means to win over subordinates, and let him work for him. Do whatever you want, use any means to achieve the satisfaction of your own desires. The use of the above tactics by leaders on subordinates will greatly damage the self-esteem and self-confidence of talents.At the same time, other subordinates will also despise or fear you because of this, and will guard against you everywhere in future work.Once subordinates have doubts about your character, the prestige of the leader will be greatly reduced. Any organization is a collection of people, some are talented, some are ordinary, some are slick, some are cautious, and so on.It can be said that people of all colors are of different lengths.But the crux of the issue of employing people is that they must employ their strengths, which is where leaders have the vision and courage to employ people.The leadership concept of modern leadership science is that a person's shortcomings are relative. As long as he is good at activating his strengths in one aspect, then this person may correct himself and burst out with amazing work potential. Anyone who has been to the temple knows that when entering the temple, Maitreya Buddha welcomes visitors with a smiling face.And to the north of him is Wei Tuo with black mouth and black face.But according to legend, a long time ago, they were not in the same temple, but were in charge of different temples.Maitreya Buddha was enthusiastic and happy, so many people came, but he didn't care about anything, lost everything, didn't manage the accounts properly, so he still couldn't make ends meet.Although Wei Tuo is a good hand in account management, he has a gloomy face all day long and is too serious, which makes fewer and fewer people, and finally the incense is cut off. The Buddha discovered this problem when he checked the incense, so he put the two of them in the same temple, and Maitreya Buddha was in charge of public relations, and greeted all guests with a smile, so the incense was very prosperous.And Wei Tuo is stern and selfless, and every penny counts, so he is asked to be responsible for the finances and strictly control them.In the division of labor and cooperation between the two, the temple is thriving. In fact, in the eyes of a wise leader, there is no useless person. Just like a martial arts master, he does not need a precious sword to injure people by picking flowers and flying leaves. The key depends on how to use it.At a banquet, Tang Taizong said to Wang Fa: "You are good at identifying talents, especially good at commenting. You might as well start with Fang Xuanling and others, and make some comments one by one, comment on their advantages and disadvantages, and compare them with them. Tell me, in what aspects are you better than them?" Wang Fa replied: "I work tirelessly, work hard for the country, and do everything I know. I am not as good as Fang Xuanling in this aspect. Often Pay attention to speaking directly to the emperor, thinking that the emperor's abilities and virtues are not as good as Yao and Shun, and it is shameful. In this respect, I am not as good as Li Jing. Report state affairs to the emperor, be detailed and clear, announce the emperor's orders or convey the reports of subordinate officials, and insist on being fair and just. I am not as good as Wen Yanbo in this respect. Handling heavy affairs, I am not as good as Dai Zhou in solving difficult problems and doing things in an orderly manner. As for criticizing corrupt officials, praising integrity, hating evil like hatred, loving kindness and joy, I am also better than other capable people in this aspect " Tang Taizong agreed with his words very much, and the ministers also believed that Wang Fa had fully expressed their feelings, and they all said that these comments were correct. From Wang Fa's comments, it can be seen that in Tang Taizong's team, everyone has their own strengths.But more importantly, Tang Taizong was able to use these talents to the most appropriate positions according to their expertise, so that they could give full play to their strengths, and then make the whole country prosperous and strong. In the future, it is impossible for the development of an enterprise to rely solely on a fixed organizational model, and it is necessary to have different teams according to the needs of enterprise management.Therefore, every leader must learn how to organize a team, how to master and manage a team.Leaders should consider the expertise of each subordinate, arrange appropriate positions, and make flexible adjustments based on the strengths and weaknesses of subordinates, so that the team can maximize its effectiveness.The worst leader is one who ignores the shortcomings of his subordinates and appoints them at will. As a result, the subordinates cannot overcome their shortcomings and act recklessly.In other words, a leader who cannot understand the weaknesses of his subordinates will also not be able to understand the strengths of his subordinates. This is a misunderstanding that leaders who are good at insight into their subordinates should avoid.If we say that a leader who only sees the shortcomings of his subordinates and abandons him is like a blind man who has lost one eye, then a leader who only uses the weaknesses of his subordinates is like a blind man who has lost both eyes—a real true leader. blind! For a talent, temperament may be innate, but as a leader, he can use it "ingeniously", so that he can not only show his strengths, but also avoid his weaknesses. Human talents have their own strengths and weaknesses.Sima Guang of the Song Dynasty concluded: "The talents of ordinary people have their own abilities. Some are better than virtue and stronger than talent, or they are better than one but shorter than that." Basic leadership skills.If you are a business leader, you should adopt different ways of employing people when dealing with the following different types of subordinates, so that they can overcome their weaknesses and have their own strengths, adding human resources to the development of the organization: Subordinates with advanced knowledge and advanced theories can use a discussion tone. Subordinates with low education who do not understand advanced theories should give more obvious examples. When self-willed subordinates are not suitable for persuasion, aggressive methods can be used. Subordinates who like exaggeration cannot use the same words on the outside to make him accept it, so they might as well use tricks to lure them. The short-tempered subordinates hate long-winded reasoning, and the language must be concise and direct. Subordinates with a silent personality, you should tease him more, otherwise you will be in a cloud. If a subordinate with a stubborn mind attacks him head-on, it will easily lead to a deadlock and a tendency to overwhelm him. You should focus on what the opponent is most interested in and make transformations. Here, in fact, the question of "the premise of a leader's employment is how to observe people" is raised, so that it is necessary to observe people's strengths, employ people's strengths, and also observe people's weaknesses, and use people according to people.The following are 10 words of experience for employing people: A strong but careless subordinate can't go deep into the subtleties, so when he discusses the big truths, he appears broad and lofty, but when he distinguishes the subtle truths, he is careless and negligent.Such people can be entrusted with great things. A stubborn subordinate cannot give in. When talking about regulations and responsibilities, he can restrain himself and be fair, but when it comes to flexibility, he appears perverse and stubborn, and is out of tune with others.Such a person may be entrusted with enacting regulations. Subordinates with a firm and tenacious personality like to seek truth from facts, so he can reveal the subtle truth clearly, but when it comes to the big truth, his exposition is too straightforward.This kind of person can let him do something specific. The eloquent subordinate is rich in eloquence and quick in response. When he deduces the personnel situation, he has subtle and profound insights, but when it comes to fundamental issues, he is incomplete and easy to miss.This kind of person can let him do strategic things. Subordinates who follow the crowd are not good at deep thinking. When he arranges close and distant relationships, he can be open-minded and broad-minded, but when he is asked to sum up the main points of things, his views are loose and he cannot explain the crux of the problem.This kind of person can let him do low-level management work. Subordinates with shallow insights cannot ask profound questions. When listening to other people's arguments, due to the limited depth of thinking, he is easily satisfied, but when asked to verify the subtle truth, he hesitates repeatedly and is not sure.This kind of person is useless. A magnanimous subordinate is not quick in thinking. When talking about spirituality and morality, his knowledge is extensive, his speech is elegant, and his manner is leisurely, but if he is asked to keep up with the situation, he will not be able to keep up because of his slow action.This kind of person can use him to drive the behavior of his subordinates. A gentle and docile subordinate lacks a strong momentum. When he understands and studies the truth, he will be very smooth and smooth, but when he is asked to analyze difficult problems, he will be muddled and not clean at all.Such a person can be entrusted to act according to the intention of the leader. The subordinate who likes to be unconventional is unrestrained and detached, and likes to pursue novelty things. When he makes plans, his excellent ability is revealed.Such people can engage in pioneering work. The disadvantage of a subordinate with integrity is that he scolds others without mercy; the disadvantage of a strong personality is that he is too strict; the disadvantage of a mild personality is that he is too weak;These three personality traits must be actively overcome.So they can be arranged together to learn from each other. There is no pure gold, and no one is perfect. Leaders should not demand perfection from talents.It is inevitable for anyone to have some small problems, as long as they are harmless, why bother to care too much about them?The most important thing is to discover his greatest strengths and what benefits he can bring to the enterprise. Modern management advocates the functional analysis of people: "capability" refers to the strength of a person's ability and the combination of strengths and weaknesses; "gong" refers to whether these abilities can be transformed into work results.It is better to use capable people with flaws than mediocre "perfect people" without flaws. The so-called character refers to a person's stable attitude towards objective reality and the individual psychological characteristics shown in the habitual behaviors that adapt to it.Personality is the core of a person's personality. It directly affects people's behavior, and then affects interpersonal relationships and work efficiency.Therefore, in the leadership process, adopting different leadership styles according to people's different personalities is an important means to improve the leadership level.As the saying goes, "People's hearts are different, each is like its own face." There are great differences in personality between people.Generally speaking, several types of people have more prominent personalities and are more difficult to lead. The following are introductions to provide reference for leaders. 1. A person who has a bad temper and often makes enemies with others A certain gentleman has a heavy sense of inferiority.He is serious and persistent in his work.But when the work is not going well, he always thinks that other people deliberately made things difficult for him, so he often loses his temper, and even "complains" to the leader, which creates a strong smell of gunpowder in the office and tense interpersonal relationships, which directly affects the work mood of other people.When such emotional and angry subordinates come to your office to "complain", you should first let them sit down, then listen to them carefully, and don't speak, because what they say when they are excited is often disorganized and unstructured. Organized, let them finish what happened, or to a certain extent, let them vent their anger and calm down relatively, and then express your handling method.You don't have to try to change a grumpy person, and don't put them off, or change the subject from it.Although the discipline of any company will not require changing the bad personality of your subordinates, you must tell them that people who lose their temper are usually emotionally immature, teach them to learn to control their emotions, and emphasize that the company does not approve of violent behavior. Temperamental ways to solve problems.You can also try to arrange some jobs for them with many documents and few people, encourage them to participate more in the activities of their colleagues, let them know that they are on the same front as everyone, and no one is willing or able to hinder his work. 2. People with high self-esteem and weak feelings Most of these people are young women with lower positions. Most of them have just stepped out of school and are not very adaptable to the complicated and highly competitive society.The leaders reminded them a few words, and they heard them, as if being scolded by a teacher in public. They felt extremely uneasy, and there was a pressure invisibly, and they lost confidence and interest in work, and even had thoughts and actions of job-hopping.Subordinates with this type of personality are generally more reserved. They always like to work nervously with a sullen face.When dealing with such subordinates, be careful with your wording, and try to avoid emphasizing "we" and "company" from a personal point of view.Their self-esteem must be taken into account when criticizing problems at work.A gentle smile and a concerned greeting will increase their sense of security and self-confidence.During your normal work routine, take the opportunity to compliment them on their performance.Repeated encouragement may make you feel like you are nagging, but it is very useful to them, and there is a feeling of being valued.At the same time, they should be made to understand that when mistakes occur at work, there may be many reasons, not necessarily related to personal ability.So there is no need to get frustrated and lose heart about it. 3. Negative and pessimistic, lack of self-confidence When a company holds a meeting to discuss a new proposal, it is normal for someone to raise objections.But you may find that there are people in your company who, no matter what the suggestion is, never think deeply about it, and always keep blocking and opposing it. This will not only hinder the change of the company, but also destroy An atmosphere of innovation in the company.Therefore, you have to deeply analyze the real reasons for their opposition.Some people are simply negative because they lack confidence and worry about failure.If you find that a subordinate has always worked hard, is loyal to the company, and has a good performance, but lacks confidence, you can give him the opportunity to cultivate his self-confidence.For example, talk to him about your new plan and put him in charge of implementing it.At first, he may be hesitant and look embarrassed.At this time, you can ask him not to take a negative attitude towards anything, but to put forward positive and constructive opinions.If he doubts the feasibility of the plan, you encourage him to find a feasible method, and help him implement it with all your strength, so that he can experience the joy of change and the sense of accomplishment gained from it.Of course, you should not try to make negative and pessimistic people suddenly become positive and optimistic.You can only let him know that you are an optimistic and enterprising person who adopts a positive attitude in everything, especially when approaching a difficult job, you should treat it with an affirmative and optimistic attitude.If he respects you all the time, he will also have confidence because of being infected by you. 4. Flatterer, flatterer In many places it is common to see sycophants, flatterers, who are constantly complimenting you and echoing everything you say.If there are such subordinates, there must be leaders who love to wear high hats.While every leader professes to be wise, self-aware and doesn't mind criticism from subordinates, people love to be praised.Some leaders think that as long as they don't get carried away by their flattery and their performance isn't bad, it's okay to let them continue to flatter them.But in fact, your attitude will make them feel that you are acquiescing to this kind of flattery, which will not only strengthen their behavior, but also make them despise you and reduce their respect for you.When dealing with such subordinates, when communicating with them, you don't need to refuse their flattery too seriously, and don't let them exaggerate at will.When they show off their flattering skills to you, you can say, "You'd better take some time for yourself to consider new plans and proposals, and everyone will have their own opinions at the next meeting." 5. Good at performance, eager for quick success Among the subordinates, there are always ambitious and enterprising people, and you can even feel that the subordinates' goals are directed at your position, and many leaders are jealous because of this.However, those who are eager for quick success cannot be ignored.Because such people often do anything for personal benefit, affecting the work mood and progress of other subordinates, causing tension in interpersonal relationships.When communicating with subordinates who are eager to express themselves, do not use a straight-forward approach, so as not to let him have the illusion that you are jealous and refuse to accept any suggestions you make.You can listen carefully to his suggestions, praise his performance appropriately, and show that you appreciate him to some extent.With your praise, he will definitely express himself further. At that time, you can tell him casually: "Everything has to be done step by step, so that it will be fair to other subordinates. If other people are more urgent than you, you can tolerate him like that." Are you leading others by the nose like this now?" Your tone should be as relaxed as usual joking, not hurting his self-esteem, but also letting him put himself in other people's shoes and think about it. 6. Depressed and unhappy, thinking that those who are underappreciated Such subordinates often sigh all day long because their talents cannot be valued, and lack work enthusiasm and enthusiasm.对待这种下属，千万别用打击性语言：“你有多少才能呢？像你这样的人，随便可以找到。”这种语言会使他们感到被轻视，变得更加郁郁寡欢。平日对他们要热情，这样会使他们有被尊重、重视的感觉。交代给他们的任务，事后一定要认真过问，如果做得好，一定要称赞两句。尽管他们在公司里只不过是些小角色，但也可以偶尔邀请他们参加重大会议，鼓励他们勇于发言，并经常给他们提供参与的机会。如果他们同时感觉到机会面前人人平等，他们会更加努力工作的。 总之，虽与有“问题”的下属在沟通和相处方面都会有困难，但作为领导者，必须在可能的范围内，尝试了解他们的性格，并进行因人而异的领导，而且要牢记这项工作是非常需要时间和讲究方法的，不可操之过急，否则，将会适得其反。 《吕氏春秋》记载，孔子的弟子子齐，奉鲁国君主之命要去做地方官。但是，子齐担心鲁君听信小人谗言，从上面干预，使自己难以放开手脚工作，难以充分行使职权，发挥才干。于是，在临行前，他主动要求鲁君派两个身边的近臣随他一起上任。到任后，子齐命令那两个近臣写报告，他自己却在旁边不时去摇动两个人的胳膊肘，使得字体写得不工整。于是，子齐就对他们发火，两个人又恼又怕，请求回去。 两个近臣回去之后，向鲁君抱怨无法为子齐做事。鲁君问为什么，这两个人说：“他叫我们写字，又不停地摇晃我们的胳膊。字写坏了，他却怪罪我们，大发雷霆。我们没法再干下去了，只好回来了。” 鲁君听后长叹道：“这是子齐劝诫我不要扰乱他的正常工作，使他无法施展聪明才干呀。”于是，鲁君就派他最信任的人对子齐传达他的旨意：从今以后，凡是有利于地方上的事，你就自决自为吧。五年以后，再向我报告。子齐郑重受命，从此得以正常行使职权，发挥才干，他管辖的地方得到了良好的治理。这就是着名的“掣肘”典故。后来，孔子听说此事，赞许道：“此鲁君之贤也。” 古今道理一样。领导者在用人时，要做到既然给了下属职务，就应该同时给予与其职务相称的权力，不能大搞“扶上马，不撒缰”，处处干预，只给职位不给权力。 在这方面做得最出色的是齐桓公的“凡事问管仲”。 有一次，晋国派使者晋见齐桓公，负责接待的官员向齐桓公请示接待的规格。 齐桓公只说了一句话：“问管仲。” 接着，又来一位官员向齐桓公请示政务，他还是那句话：“问管仲。” 在一旁侍候的人看到这种情形，笑着说：“凡事都去问管仲，照这么看来，当君主蛮轻松的嘛。” 齐桓公说：“像你这样的小人物懂什么呢？当君主的辛辛苦苦地网罗人才，就是为了运用人才。如果凡事都由君主一个人亲自去做，一则不可能做得了，再则就糟蹋了苦心找来的人才了。” 齐桓公接着说，“让管仲当我的臣下，既然交付给他处理，齐国就安泰，我就不应该随便插手。” 网罗人才是一件很辛苦又费力的事，得到真正的人才不容易。一旦得到贤良而忠心的人才辅佐，国家就会兴旺安泰。要放手让人才去发挥自己的才干，身为领导者，就不要随便插手干预。正是因为齐桓公的贤明，再加上管仲的大力辅佐，不久之后，齐国就跃居春秋五霸之首。 无论是鲁君，还是齐桓公，他们的话都很值得细细品味。领导者用人只给职不给权，事无巨细都由自己定调、拍板，实际上是对下属的不尊重、不信任。这样，不仅使下属失去独立负责的责任心，还会严重挫伤他们的积极性，难以使其尽职尽力，到头来工作搞不好的责任还得由领导者自己来承担。 所以，放手让下属去施展才华，只有当他确实违背了工作的主旨时，你再出手干预，将他引上正轨。只有将下属的积极性全部调动起来，你的事业才能迅速地获得成功。