Management is a practice

Management is not a means

Changzhou Fubang chemical fiber Machinery Factory

The employee's silence:

You may have seen this scenario: a superior gives a subordinate a job to do, spits and gushes, and the subordinate droops his eyebrows, says nothing, and seems to accept everything the superior has said. But AFTER a PERIOD of time, the work has a problem, the superior is furious, pointing to the subordinate nose scold, the subordinate is still "motionless mountain", whether it is their own responsibility, all silent.

Is this a sign of maturity? No, it's more silent.

Part. 01

Employee silence stems from superiors

In fact, enterprise organization is also a kind of social environment. If a person becomes indifferent, can say anything, has no opinion on anything, and just keeps his nose to the ground and does his own thing, the social relations of this organization will be in crisis.

The outstanding performance of employee silence is in two aspects:

First, they are not willing to take a position on things, have no opinions, have no objections, and seem to accept everything.

Second, show a special "modest", do not fight for challenging work, try to "give others a chance";

This reflects the backwardness of enterprise organization and management. If an enterprise wants to perform well, it cannot ignore the increasingly important human factors. The state in which people carry out their work in an organization has a huge impact on organizational performance.

In the fierce market competition, what enterprises need is employees who can think and respond to market changes and customer needs keenly and creatively, whether they are in the frontline business department or in the functional department. And that requires employees who dare to break the silence to speak up. A team with only the manager's voice is dangerous. It can lead managers into the "smart-trap" : thinking they are the particularly smart people in the organization.

Managers who think they are "smart" create an atmosphere that silences employees. We must realize that the style of the supervisor is one of the most important factors in creating the atmosphere of the organization, and the root cause of employees becoming silent is the supervisor.

Part. 02

Managers need to make changes

You should know that the silence of employees is their reasonable reflection of the current situation. On the one hand, it is useless to talk about things that have no resistance, but to be silent. On the other hand, if your partner is deaf and can't hear anything, just save yourself the effort and say nothing.

I particularly dislike the concept of "manager" because it is easy to make arrangements that are irresistible to subordinates and easy to not listen to their voices. It always leads to a perception of power, drive, pressure, etc.

If you don't want to be the only voice in your organization, you need to make three changes.

Let your mind be more open, not closed

The higher one stands, the more open-minded one should be, listening to different voices and understanding different positions.

As the author of The Principles, Ray. Dalio advocates "extreme openness," where everyone in the organization has the right to express themselves fully. When managers let go of the idea that they are the smartest person in the organization, you can find the value in other people's ideas.

Not all people in the organization can copy the same ideas and look at things from the same Angle as the manager requires. Seeing a problem from multiple perspectives makes managers more inclusive.

Employees may also find that when they make a proposal that others have not yet embraced, it is not seen as an outlier, but as an invitation to go deeper and further on to a new point.

In many enterprises, due to the limited thinking of managers, who just live in their own paradigm and do not accept any differences, those subordinates who think actively and are good at innovation are regarded as different and constantly leave, and finally the organization is left with dead "like".

Try asking a subordinate for help

Managers often have a misunderstanding, is in front of subordinates must show that they are omnipotent, if let subordinates find their anxiety, anxiety, have not yet found an effective strategy, it will be very humiliating.

In fact, managers in good companies always know how to "show weakness" to subordinates at critical moments. They will truthfully present their problems. After all, no one is perfect.

Not only will it not lose face, but it will make the subordinates feel that they are valuable, and they are willing to share the pressure and contribute to the strategy of their superiors.

Even very strong managers have special ways to get their subordinates to express themselves, which I call "asking for help." For example, in Huawei, a group of cadres could list Ren Zhengfei's eight and ten management SINS together, and Ren Zhengfei really listened attentively and asked them to list their own problems without any hesitation. How could such a team get silent? It will only be dynamic. In the book Quantum Leadership by Dana Zohar, there is a saying that when you think you don't need help from others, you might as well magnate the background you are standing on into the universe, and you will find how small you are, just a speck of dust. Since you are so small, why don't you embrace others?

Remember, management is not a means, it is first and foremost the practice of the manager himself.

Try to talk to your subordinates more than you coach them

Managers should control their own "control desire" to subordinates, do not always instruct them to do things, but to start a conversation with subordinates.

The conversation is equal and two-way. Subordinates don't have to worry about annoying their superiors with an immature idea, and they don't have to worry about talking in random ways. They can fully express their opinions, because they will give each other enough time to listen and feedback patiently, and gradually understand each other's ideas.

This is not to say that managers should not instruct their subordinates, which is naturally necessary. However, for most managers nowadays, Lao Hu suggests that they try to talk to their subordinates more, learn to talk, and talk like colleagues.

Part. 03 There is no right or wrong management

Management is a knowledge, which means management has rules to follow. What we have to do is to conform to the rules of management. A particularly important rule in management is: there is no right or wrong management, face the facts and solve the problem. This sentence determines the test of all management work. Why is the rule of management "there is no right or wrong management, face the facts to solve the problem"?

First, everyone has different positions in the organization, has different information, bears different pressures, and has different values. So reaching a full consensus is actually going to be very difficult.

Second, management should be tested by results, not right or wrong. If management needs to evaluate right and wrong, it will lead people to care about the management itself, rather than the goal of management to achieve. Our only criterion for evaluating management is performance, whether management contributes to solving problems.

Management as a knowledge, not because you know a lot of knowledge, but you know that anything in management is not about right or wrong, only about solving problems.

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