Leaders, if you realize that your subordinates are performing poorly, please stop it immediately, correct it, and most importantly, think about why there is such a result, often rooted in the manager itself.
Editor’s note: This article is from WeChat public account “Common sense of management” (ID: Guanlidechangshi), author Hu Hao.
recently received a message from a reader who expressed his condition in pain:
He has high requirements for work quality and overtime work, but he is rumored to be out of the limelight by other colleagues.
The most important thing is that the superior leader does not have a praise for his outstanding work, nor does he criticize or ask other colleagues who perform poorly, so he became the most unsocial person, a lot of work. Cohesion is excluded and it is difficult to get support.
The student said indignantly: “Does the leader not see what is good, what is wrong? Is he not concerned about this going on, is the department’s performance level low?”
No one leader will admit that he is so, but in fact it is very common. If the leader has been in this way for a long time, the team will become less trustworthy. The employees who have requirements for themselves will feel “affected and not pleased”, or they will become unmotivated, start to work negatively, or simply leave.
Since the consequences of leading the indulgence of subordinates’ poor performance are so serious, how can we avoid this phenomenon? For this reason, Changzhijun specially invited the famous management consultant Hu Hao to find the crux of the problem for everyone, so as to solve the problem. Below, Enjoy:
For “Leadership”, Laohu likes Kongz’s elaboration: “Leadership is an art that encourages its subordinates to be confident and enthusiastic to complete their tasks.”
But since it is to complete the task, why do many leaders indulge in the poor performance of their subordinates and turn a blind eye to excellent performance?
And they did not realize the impact of such “connivance”, and may also think that under their “leadership”, it was calm. As everyone knows, in this case:
Excellent people will lose their rightOrganizational identity, losing confidence in leadership;
The person in the middle of the body will protect himself, it will be painless and itchy;
People who perform poorly will only get worse because leadership doesn’t react.
20-60-20 The wrong effect of the law
Of course, in an organization, it is impossible for 100% of the members to be excellent, but to present a “2-6-2” structure. This means:
The proportion of people who are intrinsically motivated and who do things well and those who perform poorly are similar in the organization, accounting for 20% of the total number of organizations, 60% of people living in the middle, they may be affected before 20% may also be affected as the next 20%. If the latter 20% are removed, the first 80% will present a new “2-6-2” structure.
As a leader, you must clearly recognize 20% of the backwardness, let them try to ascend as much as possible, and lead 20% to take the lead.
But in an organization where leaders are indulging in poor performance, the latter 20% negative pull will become very powerful.
20% of the current people see that leaders have no praise for their excellent performance. When there is no criticism of the poor performance, they will question their own excellent performance in this organization. After all, most subordinates feel the meaning of work. It is largely influenced by direct superiors.
02 Four major reasons and countermeasures
After research on the leadership of professional managers in dozens of companies, we have summarized the four reasons why leaders are tolerating poor performance of their subordinates, and based on this, propose improvement strategies, if you want to make yourself a The words of a good leader.
Cause 1: Fuzzy expectations when placing a goal
The same sentence or a goal, no matter how clearly written, different people may have a completely different understanding when they look at it. This is an important reason why organizations need to manage.
Unsuccessful leaders often fall into a misunderstanding and don’t know, that is: “I said, you should understand that I am the same.”
And, they often use a vague state when they “speak” their work expectations with their subordinates, such as: master, master, speed, full strength, hope…
These seemingly powerful words are “negative verbs” in management because they are models.Paste.
As subordinates, in addition to being able to feel the emotions of their superiors, their expectations of the work goals to be achieved are often far from the superiors.
In this case, there is a 50% or higher probability, and the subordinates show bad performance, such as omissions, delays, and poor quality.
General Manager: We must increase the promotion of new products and new customers. This is the focus of this year!
Sales Director: Ok, I will do my best.
General Manager: This is good, remember, the new market development is the key to our development.
… …
At the end of the year, although the overall business objectives were met, the data showed that the promotion of new products and new customers was almost at the level of last year.
Sales Director: Boss, I tried my best, and I will increase my supervision next year.
General Manager: Ok… (I thought, the overall goal is also achieved, forget it.)
This is another leader who has to tolerate poor performance.
As a leader, when giving a subordinate a goal, adopting a fuzzy expectation method is actually suggesting subordinates: the priority and completion criteria of this work are done according to your own meaning!
In this case, the leader has to accept and tolerate the poor performance of the subordinates, because you did not tell them: what is good!
Country:
If the requirement is ambiguous, it means that there is no requirement, please unambiguously quantify the results, and listen to the feedback to reach a consensus.
If it is difficult to quantify the results, there must be a clear description.
Suggestions:
The four elements of the work goal setting are the work (quantity), (time), (quality), (cost) or a combination of them.
In other words, the work goal is the parameter of the results set by the work responsibilities or process work, which is the embodiment of work efficiency and effect, and is best expressed in quantitative form.
Cause 2: The psychology of avoiding problems
As a leader, if it’s because of emotion, face orFear of risk and other factors, rather than dare to face problems, solve problems, it is easy to fall into the situation of “conniving subordinates’ poor performance.”
This psychology of avoiding problems can be highlighted in two ways:
First, continue to hire or even reuse unqualified people;
Second, take action around the problem, and the problem persists;
Case 1: Unqualified Financial Controller
There is an example that has made Lao Hu so impressed.
The financial director of a company, she is extremely lack of basic financial system knowledge and skills, the only advantage is that the boss trusts. Because from the beginning of the business, I followed the boss to do accounting and cashiers, and deal with key financial matters.
The company has gradually grown bigger, with more than one billion businesses a year, requiring financial management not to be simple accounting and cashiers, including external financing, corporate finance, fund collection management, cash flow management, etc., and more and more professional. But the financial director never learned the relevant knowledge, often holding the banner of the boss is very strong against other executives, and even unreasonable.
In her body, there have been countless things from executives to employees. For example:
After the employee performance salary review, she felt that if she gave more, she would question and even overturn the performance score of the general manager of the branch, which eventually led to the late payment of the entire company for 3 days;
The executive’s reimbursement statement signed by the boss can be pressed in her hand for half a month;
Introducing a finance manager to work under her, she was taken away in less than a week;…
Every time the company opens a board of directors and a business meeting, all the people mentioned that the chief financial officer is a sigh of relief, and the group requires a more professional, professional and service-oriented professional to serve as the chief financial officer.
The boss always frowned and said: “She has been with me for 17 years. There is no better understanding of us than her. I slowly told her about her personality. Let her adjust. Everyone is more tolerant and look for the outside. The financial director is at a lot of risk.”
There are a lot of cases like this. Every company can find a few people who are incompetent or even hurt the organization, but they are “protected” by their superiors. This is because managers are emotionally vulnerable and cannot make sound decisions.
The manager will not judge whether his or her practice is appropriate, always habitually find reasons, or avoid, but the team feels unreasonable, and ultimately leads to a negative and full of distrustful environment, leading to the entire team. The value orientation, cultural atmosphere, etc. are hurt under this “protection”.
Because all people are educated in this behavior: the importance of personal relationships with superiors is greater than the contribution to the organization.
Case 2: Is recruitment solving the brain drain?
The HR manager of a company is under pressure this year.Not big, although the company gives ample budget, but the talent gap of each professional department is particularly large, the general manager also ordered: “The biggest task of manpower this year is recruitment.”
However, a detailed analysis, the company’s staff size has not experienced a large increase, but because of the continuous brain drain, resulting in job vacancies.
The HR department has counted that the retention rate of talents who entered the job within a year has only reached 46%, which means recruiting 100 people into the company, leaving only 46 people a year later.
The vacancies in the R&D department and the business department are the most serious. It seems that people have become accustomed to the phenomenon that newcomers are coming in. Therefore, the department heads are also habitually complaining to the general manager about the lack of people and serious lack of people. The general manager gave the pressure to HR. This month, he quickly searched for four test managers and recruited three business development managers next month.
The general manager ignored a question: Is recruitment solving the problem of staff turnover?
Of course, the answer is no. After the personnel interview is qualified, the rapid loss must be related to the cultivation and management of the employer department. The person in charge of these employers does not cultivate the awareness of the people, nor does it help the newcomers to be familiar with the environment and integrate into the environment. Consciousness and measures, so the newcomers are often unable to do much pressure on their entry, and they are isolated and helpless.
If you don’t ask the employer to change, let them know how to choose, educate, use, and stay, the HR department will always be caught in this “wiping ass” recruitment behavior, and the recruitment cost will increase several times.
This kind of general manager is actually avoiding the problem, always recruiting new people to make up for the vacancy, but never seriously analyze and solve the problem of why the talent is lost.
Country:
A. For problems that have already occurred, be sure to analyze the root cause to avoid the problem recurring
B. Who is the subject of the problem, must find the responsible person, and can not cover up the problem, do not let some departments and some people always help others to “snap.”
Cause 3: “Everyone is great” incentive
As we all know, motivation is an important tool in organizational management, but few managers have thought about it, and incentives may not always achieve good results.
Comparative is a feature that is difficult to eliminate in human nature.
No matter how good a person is, or relatively backward, regardless of salary, they will produce more or more at work.Less comparison, the so-called “not suffering from poverty and suffering inequality” is the truth.
Many leaders misunderstood the meaning of “unevenness” and regarded “average” as average and consistency, but it caused unfairness.
When Kobayashi entered the company, he was very active and active, not only over-achieving his work, but also taking the initiative to accept some challenging tasks. During the interview, he met the department head. This is a very kind person, and the way of speaking is always affirmative and recognized. Xiaolin feels that working with him should be a good choice.
But after three months in office, Kobayashi began to be reluctant to do more work. When he encountered a task, he always thought about shirking instead of taking it.
How does a good employee become a lazy person?
This change originated from several project results reporting meetings. Xiaolin just joined the company. Although he is not the general manager of the project, he is also the backbone. Basically, more than 70% of the work of the project is led and participated.
At the project briefing, Kobayashi was very eager to get the approval of the director. The difference between his actual work and other colleagues is enough to prove his excellence.
However, every time the director is confronted with a “GSP” incentive, he always says: “This project is the result of everyone’s struggle, everyone is great!” p>
Kobayashi’s long-cherished praise has never happened, and those colleagues who evade responsibility and have a small amount of work in actual work have received the praise of “everyone is great”, which makes him gradually frustrated. Why are you so demanding on yourself? Anyway, doing good and bad is everyone’s.
Country:
Remember, the “everyone is great” motivational approach can be a hurt for those who really work hard.
You can add another sentence: “XXX, you are doing very well”, don’t be praised for those who stand out.
If the leader adopts this kind of incentive, it is actually tolerating those who perform poorly.
Cause 4: Falling into an infinite loop of replacements
A lot of leaders will be very helpless to say: “No way, I also know that he did a very poor job, but a radish pit, no one, it is not good.”
On one hand, complaining about a certain subordinate is too bad, and on the other hand, taking no action, this is a management decision-making syndrome. Leaders worry about sudden staffThe troubles and problems brought about by the changes have become entangled and put yourself in a “bearing” situation.
Old Hu knows the general manager of a branch of a certain group. As long as he chats, he must open his mouth to complain about his sales director, such as excessive marketing expenses, failure to submit reports on time, and weak development of new business.
When others suggested that he change his personal, he always said: “I am afraid that no one will take over. After all, he is responsible for tens of millions of achievements. There will be no one for a while.”
It’s true that this sales director’s performance is very bad, and the team is rarely worried, just because the qualifications occupy this position. But the general manager’s entanglement is interesting. Since you complain and don’t act, what are you going to do?
For the team, what everyone sees is the general manager’s tolerance for the poor performance of the sales director. They feel that they can’t have room for improvement in such an organization, because incompetent people occupy the upper level. position.
Country:
A. The problem depends not only on importance and urgency, but also on trends.
The general manager should conduct an investigation to determine whether the specific influence of the change in the position of the sales director is important. Is it necessary to replace it immediately? It should be analyzed more, if the status quo continues, how much impact will it have? If these are acceptable, then don’t complain.
B. Don’t always use the ideal results to reject the first step in solving the problem.
The reason why many people can’t solve problems effectively is that they always think about the perfect solution to the problem, and the current resources are not enough to support this “perfect”, so it is always difficult to take the first step.
The general manager always feels that there is a good sales director to take over the position, and it is difficult to quickly introduce such talents in the industry where he is located, so there is only tangled, but no action.
In fact, if he focuses on cultivating several sales managers, or confessing that manpower starts to reserve candidates, it is far better than the complaints on the mouth.
A lot of times, taking a step is always a lot more than thinking about the end but not moving.
Leaders, if you realize that your subordinates are performing poorly, please stop it immediately, correct it, and most importantly, think about why there is such a result, often rooted in the manager itself.
