Chapter 33 Chapter Thirty-Three Facing Subordinates’ Mistakes Correctly

If the leader is convinced that he is not perfect and it is impossible not to make mistakes, then the leader should also be convinced that his subordinates are not perfect and it is impossible not to make mistakes. What should you do if your subordinates are dissatisfied with customers due to some negligence, and customers come to your door to complain?Do you force your subordinates to apologize, let him deal with the "mess" by himself, or go out and deal with the problems that you are not sure about? First of all, we must emphasize that leaders have unshirkable responsibilities.As a leader, when encountering such an emergency, you must first calm down.First, don't shirk responsibility, but go out in person, and express sincere apologies to customers for the troubles caused to customers due to the temporary negligence of employees.Second, after clarifying what happened, we should try our best to meet the reasonable requirements of customers and seek mutual understanding.Patiently explain the unreasonable demands or unreasonable troubles and excuses put forward by customers.Third, for the purpose of education, patiently persuade and educate employees to find the crux of the problem.Taking the initiative to take responsibility can reflect the tolerance and self-cultivation of a leader, and can also gain the understanding and respect of employees.You must not ask indiscriminately, accuse employees in front of customers, and be domineering.

Second, we must learn to turn bad things into good things.Although it is the fault of your subordinates, but you insist on him to clean up by himself, due to the limitation of his authority, he may not get any satisfactory results if he comes forward, and it is very likely that the problem will come back to you in the end.If you deal with it yourself, because you don't know much about the problem and you don't know what to do, it is also not conducive to the solution of the problem.If you and the subordinates in question jointly face the customers who came to Xingshi to inquire about the crime, the possibility of solving the problem will be greatly increased.If the leader takes the initiative to take responsibility in front of outsiders, it will reduce the burden on the subordinates, he will appreciate you, and at the same time win the hearts of other subordinates.At the same time, for customers, it can show the department's attention and sincerity to this matter.When solving problems and coordinating the interests of both parties, the leader is more authoritative and can better safeguard the interests of the department.

In short, if a leader wants to be excellent, he must take care of some things. Only in this way can he give everyone a good image of being responsible. What should a leader do in the face of a subordinate's disrespect?Here are some things to keep in mind when this happens: One is to respect the personality of subordinates.Subordinates have independent personalities, and leaders should not damage the subordinates' personalities because of the leadership and obedience relationship with them at work. This is the most basic cultivation of leaders and the most basic etiquette for subordinates.In the face of subordinates' faux pas, leaders should pay attention to maintaining their basic self-cultivation.

The second is to be good at listening to the opinions and suggestions of subordinates.Leaders should adopt open, private, collective, individual and other ways to listen to subordinates' opinions and understand their wishes. This can not only improve their own prestige, but also prevent tension with employees.In the face of subordinates' faux pas, the leader must patiently listen to the opinions and suggestions of the subordinates, because many cases of faux pas are due to the subordinates' eagerness to ask the leaders for their opinions. The third is to treat subordinates leniently.Leaders should be open-minded, treat subordinates' disrespect and mistakes with tolerance, and try their best to help subordinates correct their mistakes, instead of blindly hitting and punishing them, let alone holding grudges and taking private revenge.

The fourth is to cultivate the charisma of leadership.As a leader, in addition to power, you should also have your own charisma.Such as a good image, rich knowledge, excellent eloquence, approachable style, etc., these are non-power influences that are not necessarily related to the power of the leader. The fifth is to respect talented subordinates.It is impossible for a leader to be outstanding in all aspects, and subordinates must also have some excellence in some aspects.As a leader, the strengths of subordinates should be affirmed and praised in a timely manner.For example, when receiving guests, introduce the backbone of the unit's business to the guests; visit the homes of subordinates who have made great contributions to the unit during festivals; intentionally highlight the status of a talented subordinate, etc., are all respect for subordinates .Doing so can further stimulate the work enthusiasm of subordinates and make better use of their talents.On the contrary, if the leader is jealous of the talents and suppresses the talents, the relationship between the leader and the subordinates will be tense, which is not conducive to the smooth development of the work.

When dealing with conflicts, leaders must pay attention to employees who like to make small reports. Those who talk about right and wrong must be right and wrong.In the process of management, leaders need to be careful not to let small reports become a culture. "Snitching" is morally unacceptable because it causes a loss of trust between people; "snitching" or informers are spurned and isolated because they make those around them People feel unsafe.If there are always people in the company who "make small reports", the atmosphere in the company must be tense, and the relationship between employees and superiors and subordinates must also be alienated and guarded.It is easy to plant distrust deep in every employee's heart, making it difficult for them to be honest and relaxed with others.In order to deal with interpersonal relationships, they not only consume a lot of psychological energy, but also cause pain to themselves and others due to various misunderstandings.

Although "snitching" is not the same as "snitching", in people's minds, "snitching" and snitching are a continuous chain.These behaviors can create intense conflict within groups and individuals. Whistleblowing is also often associated with abnormal social and political life.In Germany ruled by fascism, in the Soviet Union during Stalin’s period, and in my country’s “Cultural Revolution,” whistleblower behavior was encouraged. It caused many loyal and upright people to be brutally persecuted, and it became a means for some people to climb up and realize their personal ambitions.In a society that has been victimized by whistleblowing, it is very difficult to rebuild trust among members of the society.

Therefore, for leaders, do not encourage the atmosphere of whistleblowing. Once this atmosphere is encouraged, it will affect the morale of the entire team.Leaders must ensure the effective operation of the entire team, so that each employee can develop their own capabilities and quickly become the backbone of the company's business.Discipline and restraint are indispensable, but how to maintain discipline can vary.Good leaders must have the ability to create an atmosphere in the enterprise: encourage employees to admit when they make mistakes, take responsibility, and educate themselves instead of relying on "small reports".

As long as the management method is correct and the working atmosphere is good, employees will go all out to work.Excellent enterprises need excellent leaders, and excellent leaders are the foundation of successful enterprise development.Leaders should pay attention to leadership, pay attention to cultivating and instilling a clear goal within the enterprise organization, and creating an exciting working atmosphere. First of all, business leaders must mingle with employees and must not engage in personality cults.This is because many employees are very disgusted with the leadership in the enterprise organization.Ericsson defines leadership in this way: leadership = business operator + operational leader + capability developer.

The company believes that leadership should play a central role in human resource management.Leaders must pay attention to and be devoted to business work, must be involved in the management cycle from planning, execution, review to improvement, and must continuously develop the capabilities of subordinates and themselves.At the same time, leaders must also focus on cultivating and shaping a good team atmosphere to improve the effectiveness of the organization.In order to prevent the company from having management gaps and management absences due to various reasons, leaders must carry out management planning, select leadership candidates through the employee ability assessment system, and organize training and development, and boldly strengthen the qualified personnel. Appointment, so that it can get enough training and training in management work.

Secondly, more often than not, the role of leadership is to inspire subordinates.In Panasonic, it is an important employment principle to hand things over to subordinates.However, the leader of the company believes that if the instructions are too detailed, the subordinates may develop a mentality of dependence without thinking, and work mechanically with one command and one action. Not only can it not improve efficiency, let alone cultivate talents. In short, hard work is a good quality.But as a leader, this is not enough.A successful leader should be a "leader", and their value is to bring a group of people together. As a leader, if you know that your employee has made a mistake and you have to criticize him, what should you do at this time?Mary Kay Ash, a famous female entrepreneur in the United States, adopted the method of "praise first, then criticize, then praise", and achieved ideal results. She thinks: Criticism should deal with things and not people.Before criticizing, try to praise; after criticizing, try to praise.In short, one should strive for a friendly atmosphere to start and end the conversation.If you can handle the problem in this way, then you won't be yelling at the other person, and you won't be irritating the other person. She has seen some leaders who, when they are very annoyed by something, will scold the person concerned.Those who advocate this approach believe that the leader should vent his anger so that the other party can't bear to go around, and must not be soft.But just think about it, if the leader scolds someone badly, the person will definitely tremble with fright, and will never hear the words of encouragement that you obviously added after scolding enough.This is destructive criticism, not constructive criticism.We all have fragile egos and want to be praised rather than criticized. As a leader, criticizing subordinates can make them reflect humbly, but improper methods are often counterproductive.In actual management, clever critical methods must be adopted.Criticism must be targeted, and subordinates cannot be criticized for no reason, let alone pass on their displeasure to subordinates.At the same time, the leader must choose when the other party is in a calm mood to criticize, and it is best not to allow a third party to be present.What needs to be emphasized is that you can't always criticize, but encourage the other party to change their mistakes and do better. Criticism is a kind of management art. If you want to correct the person being criticized through criticism, you often need to use your brains.Being simple and rude will only increase the jealousy of subordinates, and will not help improve work.Human beings are emotional animals, random criticism can easily hurt the self-esteem of others, cause all kinds of dissatisfaction, and will inevitably lead to counterproductive or counterproductive situations. It is inevitable that subordinates will have conflicts at work, so leaders need to have strategies for resolving conflicts.As "Sun Tzu's Art of War" said, it is the best policy to subdue the enemy without fighting.It is also the best strategy for leaders to control conflict before it happens.Because if there is a conflict between subordinates, no matter how well it is resolved, it will be imprinted in the hearts of both subordinates. It is like writing a wrong word. Traces, it is better not to happen initially.Therefore, as a leader of an enterprise, instead of being busy solving conflicts among subordinates every day and improving skills in resolving conflicts, it is better to do everything possible to improve the ability to prevent problems before they happen and prevent conflicts from occurring fundamentally. Once, King Wen of Wei asked the famous doctor Bian Que: "The three brothers in your family are all good at medical skills. Who is the best medical skill?" Bian Que replied: "My elder brother is the best, the second brother is the second, and I am the worst." King Wen asked again: "Then why are you the most famous?" Bian Que replied: "My eldest brother cures the disease before the disease breaks out. Because most people don't know that he can eradicate the disease beforehand, so his fame cannot be spread; The second elder brother treats illnesses at the beginning of the disease. Most people think that he can only cure minor illnesses, so his fame only goes to the local people. But I treat illnesses when the illness is serious. Most people see me I have performed major operations such as piercing the meridians to let blood out, and applying medicine to the skin, so people think that my medical skills are the best.” It is not difficult to see from this story that the contradictions among subordinates are beneficial to the management of the leader, but not conducive to the realization of organizational goals.Because of the conflicts between subordinates, from the perspective of management cybernetics, post-event control is not as good as in-event control, and in-event control is not as good as pre-event control, so as to prevent problems before they happen.In reality, because many leaders are busy with various affairs, when dealing with conflicts among subordinates, they often only control them after the fact. normal operation. Therefore, what leaders must do well is fire prevention work, not fire fighting work. Leaders must be open-minded and tolerant, and be more tolerant of employees' mistakes, and not be too harsh and blame employees too much.At the same time, if the leader himself makes a mistake, he should have the courage to admit his mistake.The courage to admit mistakes is not only a quality that a leader should have, but also a rare virtue.In fact, the leaders of many large companies have such good qualities.Konosuke Matsushita, Japan's "God of Business Management", is an excellent leader who dares to admit his mistakes. Once, a subordinate made it difficult to recover a sum of money due to lack of experience. Konosuke Matsushita was furious and severely criticized the subordinate at the meeting. After his anger subsided, he was deeply disturbed by his excesses.Because I also signed the payment slip, the subordinates just failed to pass the review, so I should also bear certain responsibilities, and I really shouldn't criticize my subordinates so severely. After he figured it out, he immediately called the subordinate and apologized sincerely.It just so happened that the subordinate moved to a new home that day, and Konosuke Matsushita came to congratulate him, and moved the furniture for the subordinate himself, sweating profusely, which moved the subordinate deeply. However, the matter did not end there.On this day a year later, the subordinate received another postcard from Konosuke Matsushita, on which he left a line of handwriting: Let us forget this hateful day and welcome the arrival of a new day.After reading Konosuke Matsushita's handwritten letter, the subordinate was moved to tears.Since then, he has never made a mistake and is loyal to the company.Konosuke Matsushita's sincere confession to his subordinates has become a good story in the entire Japanese business community. Many enlightened leaders insist that admitting mistakes is a sign of bravery and honesty, which can not only harmonize interpersonal relationships and create a peaceful atmosphere, but also enhance the prestige of the boss and enhance the trust of subordinates.Only those leaders with particularly fragile self-esteem dare not admit mistakes to employees after making mistakes.This kind of leadership is difficult to convince employees.Leaders who are convinced by employees are leaders who dare to act and never shirk their responsibilities. Not afraid of failure, daring to act, this is the basic quality that a leader should have.If the leader is timid, lacks risk awareness, and cannot forge ahead, then the entire team he leads must be a pool of stagnant water. Many people complain that the system restricts their behavior, but Xie Ke, president of Compaq Computer Corporation in the United States, does not think so.He said: "The rules and regulations of a large company will not restrict the hands and feet of a leader. The rules and regulations only stipulate some basic things, and there is still a lot of room for personal development and personal creativity. Many people have no creativity and have not made things out. Just blame it on the rules and regulations that bind you. The actual situation is not like this." He attributes the lack of creativity to two reasons: one is his lack of ability to be creative; the other is the fear of facing failure.New things must be something that no one has tried before. The other side of success is failure.Therefore, not every leader can face failure bravely. For small companies, sometimes no system is necessary.If several people are very capable, there is no need for any system.But when the company grows, the quality of its personnel varies, and people need to cooperate with each other. At this time, a system is needed.However, leaders and ordinary employees should have different views on the system.Ordinary employees look at the system and look at the numbers, which is 9.05 points instead of 0.6 points, and it is done three times instead of four times.He doesn't have to think about anything else, just follow the rules.But as a leader, you should not treat the system in this way.Systems are determined by people, and leaders must be clear about the considerations behind the formulation of each system.A system can only be one article, one paragraph, or one book, but the environment is constantly changing, and the system alone cannot solve the ever-changing problems in the real environment.The reality changes at any time, and the system must also change. This requires leaders to fully understand and work hard to shorten the distance between the environment and the system. Leaders should dare to meet challenges, don’t be afraid of failure, and always follow the tricks taught before to conduct business management. This will make the entire management lose vitality and innovation, and ultimately lead to management failure.