How to avoid the bad influence of "Seagull Manager" on enterprises?

First of all, I personally think that seagull managers are probably the so-called managers who use their powers to shift the responsibility to others, causing more trouble to enterprises than solving problems. According to my personal management experience and years of enterprise observation, managers who think and do things like this exist in enterprises, but the impact on enterprises is different, and the number of enterprises is a problem. Such people are often very hidden and have a set of self-evident and seemingly reasonable logic, which often makes enterprises and subordinates have nothing to say. For example, when they encounter problems, they will tell their subordinates, what are you here for, isn't it just to solve the problem? In fact, many problems are caused by his inaction or incompetence.

The harm of such managers to enterprises, customers or employees is intangible, and the bad influence has a bad influence from the corporate culture level, the implementation level and the interpersonal relationship level. Whether it is good or not is a matter of value judgment, because there is no specific bad influence, I will put forward some suggestions on how to avoid it from my personal judgment: First, turn off the signboard. Recruitment is the beginning of work, not the work after entry. Many enterprises seem to have perfect processes in this respect. In fact, they often feel good at that time and later become problem managers. Today's candidates are also good at expressing themselves, covering up a lot of things. Therefore, it is necessary to keep dynamic tracking in the follow-up work.

Second, clear job responsibilities, functions and performance appraisal. These are not clear, the problem manager is easy to fish in troubled waters, but in fact, when he is finally fired, people are often dissatisfied.

Third, a manager gives authorization and trust, which is based on supervision and feedback. So there should be supervision and feedback. Don't interfere with their rights, but through the solution of things, their attitude towards things, feedback from subordinates, and impressions of colleagues and customers, even if it is less than 360, we should understand and give feedback.

Fourth, I think the most important thing is to be able to transform. Of course, enterprises should try not to recruit such managers, identify the signs as soon as possible and let them go, but more importantly, enterprises should also reflect on and improve themselves. As the saying goes, management means not giving opportunities to make mistakes, and should be able to guide such managers to become managers in line with corporate culture.