It is not difficult to be a middle manager. What tricks can be done to effectively avoid being attacked by superiors and subordinates?

This experience of being used as a splint between the upper and lower levels can actually happen to people at any level. For newly promoted managers, due to lack of experience, there is often no clue between the goal setting and instructions of superiors and the complaints and demands of subordinates.

This is because grass-roots employees think they know the first-line dynamics best and are proud of it; As a direct supervisor, ministers often stay away from the front line and are busy with other things, which further aggravates the difficulty of sandwich cakes. As a manager, you should not only convey instructions, but also listen to any voice, and sometimes even convince others that it is not easy to balance them. Moreover, enterprises also have their own characteristics. For example, in Japanese enterprises, the human resources departments of large companies often have power, so not all departments' personnel evaluations are decided by department heads. On the contrary, in European and American enterprises (especially American companies), the proportion of superiors in personnel evaluation is absolutely important. Now many newly established companies in Japan have begun to follow suit.

First of all, we must have faith, have our own judgment standards, and do things resolutely. This may be difficult for a person who has just been promoted and is still crossing the river by feeling the stones; But as long as you are familiar with it for a while, you can build your own logic. "It should be, because ..." So it is best to grasp the current situation as soon as possible and draw your own conclusions and policies by logic. For example, "even if you borrow money from banks, you should recruit high-quality talents so that the return on investment can be stable." Because ... "Build logic. So it is best to master some knowledge of enterprise management.

Because the boss is the person who performs his own personnel evaluation, he often stays away from him and doesn't know how to get along. In fact, from another perspective, the boss is also in the position of being evaluated by a higher level manager. If he can't make good use of himself as a manager, it will be difficult for him to get good grades. Therefore, the two are grasshoppers tied in the same rope, and the relationship is win-win. There should be strong feelings about this. For example, learn to negotiate with them: "as long as we can guarantee so many budgets, we can do this;" On the contrary, not as a condition, I can help you solve that thorny problem and try to achieve a win-win result. Thinking in this way may make things better. Once the other person realizes that "he/she will benefit from listening to him/her", the future work will be much easier.