In a company, is the relationship between employees and bosses always antagonistic?

In a company, the relationship between employees and bosses is never antagonistic.

As long as there is a company, there will be a boss, and of course there will be employees.

The era when employees were the owners of the company has passed. No one anymore sings that we are the owners of the company and carries forward the spirit of ownership to contribute to the four modernizations. Today's bosses and employees are always a pair of contradictory entities, opposing each other but complementing each other, very different yet closely integrated. The author believes that the most important difference between the two is not the difference in status, but the difference in thinking habits. Thinking determines actions, actions determine benefits, and benefits determine status. The source lies in the issue of how to use the brain to think. Everyone has the same brain, but the way you use your brain to think about problems is vastly different, leading to vastly different results. The author believes that the reason why there are fewer bosses and more employees is because most people have not carefully thought about how to maximize their use of their heads to look at and consider problems. A small number of people think about it seriously, really use their brains, and do it, and they become bosses. The author has been in business for more than ten years (counting since I started doing business in college). I have been managed by others, managed people, recruited people, and been recruited by others. I have run sales in small shops along the street, and also worked as a senior staff member in a famous foreign company. , I have reversed it up and down five or six times in the past ten years, which can be considered as some experience. The reverse and reverse, up and down have given me a lot of inspiration. In the turmoil, the author continued to think deeply about the gap between bosses and employees and the reasons for its formation. I also summarized something from my personal experience. To put it simply, I talked with everyone from the perspective of empathy. Here I will briefly discuss a few points.

The vast majority of people will consider issues from the perspective of their own personal interests, that is, self-centered thinking. This must be undeniable to everyone, including bosses and employees. The difference is that both parties view this interest. How is the structure positioned? What are the long and short lines of interest? Is it forward-looking or short-term? So in a corporate environment, what are the typical differences in understanding between bosses and employees?

If you do well, you will get a raise and if you get a raise, you will work well

The first priority is, of course, the salary relationship. This in itself is not an issue that you are embarrassed to talk about. Paying something and getting something is also in line with the market laws of the market economy. However, the contradictory relationship here is precisely the most prominent one. Bosses always think, what can you use to prove your market value? That is of course performance, that is to say, if you do your job well first, I will not treat you badly. Salary increase and promotion will not be a problem. But on the other hand, most employees think, what do you use to motivate me? It is difficult for me to do my best without basic guarantees for my work. The basic treatment you provide is high enough, and I will definitely do a good job.

Let’s be real and give out real money every month. Don’t play the imaginary trick of giving us whatever you want if you work hard.

Three years and three months

In the business process, the boss, as a manager, must see the overall situation and have a long-term strategic vision. Let’s give an vivid example. Said that he needs to see the possible development of the entire market in three years. In contrast, the employee's ideas are much simpler. He only wants results and directly convertible benefits. What he wants is the market within three months. The results and answers can be given. For example, in a sales process, salespeople on the front line of the market can come up with many promotional methods. The core purpose is to promote sales in the short term, so that the value of their work can be reflected and benefits can be converted. However, the impact and damage of these short-term promotional activities on the entire market in a certain period of time in the future are rarely considered. The boss always has to consider the sustainability of market construction and the solidity of basic work. Naturally, many of the employees' suggestions for short-term market actions are not what the boss wants.

What resources do you have and what resources can you give me

During the recruitment and application process, the boss selects employees and gets to know them based on their basic information, learning background, and work experience. The ability status of employees; employees are the resources of the company, and the value of employees is mostly reflected in their abilities. The boss is concerned about what abilities the employees have, that is, what resources they have, while employees relatively check the company environment and company Culture, work background, etc. to identify the resources that may be obtained at work in the future.

In other words, the boss can give me those resources.

What kind of environment can you provide and what kind of environment can you change?

The internal environment of every company is different, even if it is a relatively good company as a whole. , there are always some local environments with problems and shortcomings. Many employees are always accustomed to linking problems that arise at work to this aspect. They repeatedly emphasize to the boss that this link is holding me back, leading to this and that. accident occurs. In short, there is something wrong with the environment provided by the boss, or he has not given his employees a good environment. As a boss, can he not know this problem? You must know it. It is useless for employees to tell their bosses about this. What the boss wants is not for you to tell him what he already knows, but for you to tell him how you plan to solve this problem and thereby change and optimize some environmental conditions.

I jumped out and asked my boss why he didn’t see me

Everyone hopes to get a promotion to prove their worth, regardless of whether they are suitable for upper-level jobs. But how to “climb up”? The bosses believe that you should work hard and stand out for me to see. Many employees hope that the company will take the initiative to create a good learning and working environment for them and remove obstacles to growth. They hope that all bosses will be talented and will see their potential and explore it. It's a pity that the boss is a "bo le", but not your "bo le". The employees are all "good horses", but they are often buried among a large number of "good horses", so the ones who "climb up" are always the few winners. Although it is said that there are no stupid soldiers, only generals who do not put them in the right position, the soldiers must also be considerate. There is only one general, but there are hundreds or thousands of soldiers. How can he see you standing out inconspicuously?

Invitation to see the market and spot checks

As mentioned above, business owners hope to see their subordinates actively invite themselves to see their ongoing market work, so that they can realize "good "Jiao" exists and their ongoing efforts. Unfortunately, in fact, in real life, many employees are "afraid" of inspections by their leaders and mutter in their hearts, "The boss must not come to randomly inspect my market." As a result, opportunities are lost again and again. One day, the boss will feel that there is no "voice" on your side. Isn't it good? Consider changing people. But do you think the boss can't see my hard work and don't understand each other? The seeds were planted little by little.

Problem-solving and doing things

The boss’s energy should be focused on grasping the general direction and introducing resources. As for the decomposition of strategy into tactics and the transfer of tactics into execution, this Of course, the boss does not have the time or energy to do many of the things that happen, so he has to recruit people. It is to do these specific things, these repetitive and tedious things, these things that need to be worried about. In short, the boss invites employees to come in to carry out execution and solve problems in the execution process. Of course, this plan is a plan, and the facts are facts. Things in this world cannot go according to plan. There are too many interfering factors, unexpected factors, and sudden factors, not to mention the ever-changing and fiercely competitive shopping malls. What should I do if something goes wrong? The ideas that the boss needs are ideas for solving problems. The employees who are responsible for the specific implementation must give this idea to the boss, and the employees think that they enter the company to work according to the instructions and execute according to 1234567 on the task list. Yes, if problems or changes occur during the process, the first reaction of employees is to look for products, look for the company, and look for inherent deficiencies in all aspects. Then they try to transfer the problem or hand it over, step by step until it is handed over to the boss, so most of the answers employees give to the boss are various excuses and reasons. The boss was so angry that he slapped the table and kicked the bench, "Why did I come here to find you losers!!!!"

Positive new directions and negative complaints

The boss's own circle Most of the people here are also bosses. Birds of a feather flock together and people are divided into groups. Only successful people can be called bosses. Every successful boss has his own success stories and examples, and more of them have prospects and new ideas for the future. New ideas are, in short, positive and full of hope. Having been immersed in this circle for a long time, I must be very sympathetic to and applaud this kind of positive thinking starting point. Get used to the habit of thinking positively about the future and development. Due to their age group and level of living, employees tend to work in more similar circles, and they hear relatively more complaints. It is always difficult for this boss to be stingy and that market is hard to work with.

If you listen too much, you will naturally identify with some complaints, get used to the negative thinking habit of looking at things, and gradually begin to ignore many possibilities of actively changing the environment and working methods.

Perspective thinking is the foundation for solving problems

Both bosses and employees must have the same or similar feelings about the above phenomena. Why does this phenomenon exist among most bosses and employees and continues over and over again? Opposition will always weaken the fighting power. How can we be twisted into a rope if we don't have the same heart? How to improve it? Empathy is the key to solving problems. People will forget their memory of feelings. When children were young, they were often beaten and scolded by their parents or teachers. I thought that when I grow up, I will definitely change my education method, but when I grow up, I will become a parent or a teacher. When the situation arises, I am afraid that the simplest management method of beating and scolding is the first choice. Many employees think about how they should treat their employees well if they become the boss when they are working. By the time they become the boss themselves, they have almost forgotten about it and start to observe more how other bosses treat their employees. I started to learn from it myself. If the employee who became the boss can still think about problems from the perspective of employees, then at least it will be of great benefit to effective management and employee communication. In the same way, if employees can start to learn to consider problems from the boss's perspective and perspective, it will also greatly promote their work arrangements and communication with their bosses. The reason why the author has some understanding of these issues is that he has experienced many role changes from employee to boss to employee to boss. Foolish people know not to mess with bees until they have been stung by them several times. Most people know not to mess with bees after being stung once. Smart people know not to mess with bees after seeing others being stung by bees. The author is stupid, and it took me so much to understand this truth. Readers, there is no need to waste your precious time on learning this process. But to be honest, it is difficult for the boss to think about the problem from the perspective of the employees. Many bosses will also think that they cannot make the mistake themselves. This requires the majority of employees to be more proactive and ask themselves to think like the boss at all times. Only in this way can we effectively help you understand your boss's thinking. As the old saying goes, thinking determines your actions, and actions determine your profits.

In any case, as models of success, most bosses naturally have their own differences from ordinary people. Whether you start from scratch or develop like a state-owned enterprise or a family workshop, the boss must put in much more effort than the employees. This contradiction between the boss and the employees is also an asymmetry of understanding. What is this contradiction? A good release? Of course there is. Here's an example of a good approach.

Frank Lee, general manager of Foster Tire Company, once said, "One of the policies that Foster Tire Company is most proud of is the so-called 'full participation management' method." This is This participatory management method encourages employees to fully exert their creativity to achieve the goals of the organization, so that employees have a certain say in matters closely related to themselves, which can bring huge benefits to the enterprise and at the same time satisfy it to a certain extent. Employees’ self-actualization needs.

In business management activities, participation in management often improves employee work efficiency and job satisfaction. As their education level continues to improve, employees will gradually improve their ability to solve practical problems at work. Not only are they eager to participate in work-related decisions, but they will also be very concerned about whether their bargaining or suggestions can be taken seriously by their superiors. Managers create conditions for them to participate so that employees can feel the fun and sense of accomplishment of participation, and ultimately gain benefits and recognition from their superiors. It is a win-win process in which the company and employees achieve the same benefits.

The above is just one of quite a few management methods.

Any conflict has its own methods to alleviate and deal with it. Although the process is different, the result is to achieve win-win development for both parties. The same goes for the contradictory pair of boss and employee. In the same way as dealing with all conflicts, we need to change our perspective to understand each other's thoughts and practices, put ourselves in their shoes and consider the most common points and differences between the two parties, so that we can find them in the contradiction. ***Connect the point to realize the good wishes of both parties and promote the healthy development of the enterprise.