What if employees only do superficial work? Big leaders don't pay attention to unknown employees, how to deal with them at the middle level?

Personally, the topic expression problem is only a phenomenon in enterprise management, and its core problem is the immature management system and the management problem caused by "rule by man" in enterprise management.

There is a famous "monkey theory" in enterprise management. Is to compare the enterprise problem to a "monkey". In the process of management, managers should be good at handing over monkeys to employees themselves, rather than carrying all monkeys on their backs. The theory itself is to solve the problem of time management for managers. Give unimportant monkeys to subordinates and focus only on important things.

However, many times it backfires. After tracking many enterprises, we found that many small and medium-sized enterprises will be managed by someone. Many things, such as personnel promotion and demotion, company rewards and punishments, etc. The boss is responsible for all this.

This will easily lead to what the subject said. The boss will only hand over the monkeys to middle managers, but will not give them the right to manage them. He will hold the decision in his own hands, and the management right of quite middle managers will be overhead.

I had this problem in my previous company. In an enterprise recruitment, our department recruited two new employees at the same time: A Jun and B Jun. Although their academic qualifications and resumes are similar, the efficiency of handling things is not comparable. The same thing. A jun can finish his work within 8 hours a day, and he never delays handing it in and doesn't have to work overtime. But Mr. B often needs to work overtime, even for a day or two. As a result, A Jun handled several tasks, while B Jun was still struggling with the first task.

Later, I found out that Mr. B was actually able to handle it during normal working hours, but he deliberately left things to work overtime. If you think overtime is quieter and more conducive to thinking, then you are too young and naive.

After Mr. B entered the company, he found out the boss's work rhythm and mind. Know that the boss will work overtime in the company late every day. So he deliberately left something to do when he worked overtime. In order to have a chance to show off when the boss comes in and out of the office.

Because Mr. B always procrastinates, I also reprimanded him several times in public. Later, the company wanted to promote a reserve cadre. When I submitted the candidate, I also communicated with my boss and said that Mr. A was a more suitable candidate. But the boss said that Mr. B worked overtime every day, worked harder and was more responsible, so he was promoted.

The final result can be imagined. Jun left because of dissatisfaction, and I left because of frustration.

Second, this is a typical enterprise "rule by man" problem. This situation is more obvious in small and medium-sized enterprises and family businesses! To avoid such problems, middle managers must first understand a fact:

According to NLP psychological research, there are three ways for human beings to contact with the outside world:

Visual type: it is easier to accept the information you see;

Auditory type: it is easier to accept the information you hear; Perception: pay more attention to sensory information; And 70% of them are visual people, that is to say, most people pay more attention to what they see when accepting external information.

Let's do an experiment. Now you choose to study a course. Let's compare whether watching video can make you learn more or listening to audio can make you learn more.

I think it's more about watching videos! This is why many books now advocate mind mapping and picture teaching methods, which are applied to this psychology.

In management, why do managers like employees who love performance? The most important reason is that they let managers "see" the performance of these employees. And why, as middle managers, upward feedback has no effect, and more is that we use "say" when giving feedback. In my case, the method is "communication".

Put yourself in others' shoes. If you are the boss, do you believe what you see or what you hear more?

Therefore, when middle managers encounter similar problems, the first thing to pay attention to is "effective feedback problem"!

Third, middle managers should achieve effective feedback. In the management structure of an enterprise, the boss often stands at the top of the pyramid, separated by several management classes. Therefore, the boss wants to know the situation at the grassroots level, only through his own eyes or the feedback from middle managers.

Looking at it from another angle, the feedback from middle managers is invalid, and the boss can only "see" with his own eyes. It is inevitable that there will be generalizations.

To change this situation, middle managers should let the boss "see" the problem through feedback. Specifically, you can do this:

1, illustrate the problem with data:

Many bosses will give their companies a set of assessment systems, such as KPI and OKR. The principle of these assessment systems is to turn employees' "behavior" into "data" presentation.

According to my contact with many bosses, they are "impatient". This impatience is reflected in their short time, and sometimes they have to answer several calls when meeting with me.

Therefore, if you want your boss to listen to your suggestions, you should make the questions clear and intuitive. It is a good way to express it with data. By comparing the data, you can well point out the advantages and disadvantages of the two schemes.

Secondly, when communicating, if only you communicate with the boss, when there is disagreement, the identity and authority of the boss are obviously greater than yours. In short, according to my experience, this has become an order that you have to carry out.

With data communication, you can use data as a third party to support your own ideas, and it will be easier to convince the other party to accept your own views. Even if you don't accept it, if something goes wrong, you have another evidence to defend yourself.

2. Turn suggestions into "multiple choice questions":

When the boss has approved your data and analysis, then you should take the time to say your suggestions. Of course, the best way to put it is to make the boss feel that your suggestion is helping the company solve the problem.

For example, you need to confirm your marketing plan with your boss. What did you say?/Sorry? I think most people will just say, if possible, I suggest implementing the first plan. This statement is not bad, but it is easy to push the boss to a "true or false" choice, and the boss has only two choices: "good" and "bad".

A better way is to give the boss a suboptimal choice and turn the right and wrong questions into "multiple choice questions". For example, according to the data analysis, it is suggested to choose the first scheme and the second scheme as a backup.

Everyone has a mentality of "avoiding harm". When you reduce the cost of choosing to zero, the boss is more likely to adopt your suggestion!

How to manage it well? Of course, as a middle-level employee, it is not enough to manage it at the top. You should also take care of the group of monkeys below.

But as a middle-level manager, you have to recognize a helpless fact, that is, you can't change the company's system or the boss's personality. You can only change yourself.

The crux of the problem is that employees only work for performance and don't listen to instructions: leaders are neither arrogant nor impetuous!

The manager can't ban the line and convince the employees. This is the manager's own problem. To change this situation, we must grasp several management nodes and correct the practices.

1, emphasizing the system and discipline in peacetime management;

As a manager, every contact with employees will produce a management behavior. When communicating with employees at ordinary times, we should properly emphasize the company's system and principles. Let employees know what to do and what not to do.

2. Grasp the nodes of the meeting:

If the VIP staff forbids your request, let the staff know clearly what the reward is for working according to the requirements and what the punishment is for not working according to the requirements. It is a good practice to praise and criticize during the meeting.

Everyone is vain. When you praise an employee's behavior in public, the employee will feel that he is a benchmark, so he will work harder to safeguard this honor according to your behavior.

In other words, when you set an example in the team, the power of the example will make other employees follow suit!

3. Pay attention to the allocation of management time:

Everyone's time is a limited resource, and managers only work eight hours a day. If employees encounter any problems at work, they need to take up the manager's time to help.

When managers pay attention to an employee most of the time, it will make the employee feel that he is highly valued by the boss and works harder. At the same time, it will also give other employees a psychological gap and give him a signal that "when you do as well as him, you will get more attention".

Of course, in any management mode, we should pay attention to the grasp of "degree", otherwise you will overexert yourself in a management mode, which will easily backfire!