What should I do if my subordinates are not competent enough?

First, be tolerant of incompetent subordinates. As the saying goes, no one is perfect. If subordinates make any mistakes or mistakes in their work, they should be handled carefully as leaders so as not to hurt their self-esteem and make them feel embarrassed. In this case, it is best to talk to them privately, praise their good performance, point out what they need to improve at present, and help them find ways to improve. When leaders do this, subordinates often appreciate that leaders have not hurt their face in public, thus stimulating the psychology of gratitude and atonement, from ineffectiveness to effectiveness.

Second, motivate subordinates with caring heart. Some subordinates are ineffective in their work, mainly because the leaders do not pay attention to communicating with them, reusing them or paying attention to them, which makes them flinch. The leaders point to the east, and he tends to the west, and often fights with the leaders. If the leader pays attention to creating an atmosphere of "you are an excellent talent, I respect you and try my best to help you", and let the subordinates know that you value his work, care about his work and attach importance to his existence, the subordinates will be easily motivated. Second, pay attention to explain in front of your own leaders that it is precisely because of the concerted efforts of these subordinates, Qi Xin, that the work can be completed well. In this regard, subordinates will feel that leaders will not ignore their loyalty and bury their hard work, and they will consciously improve their own shortcomings and be more conscientious in their future work.

Third, influence ineffective subordinates with a sincere heart. Some subordinates think that they are ineffective in their work, their own quality is not high, and they don't get along well with their leaders. It seems that they will never get ahead under a certain leader and give up on themselves. As a result, the leader has said that he can't do it, and the leader has also banned it. Although there is no direct conflict with the leader, he often goes against the leader behind his back. At work, I sometimes know that I have done something wrong or have bad consequences, but I hold the idea that "I don't expect to be promoted anyway, as long as I don't make a big mistake, there is nothing anyone can do." In this regard, leaders should not turn a blind eye, but should communicate with these subordinates at any time and influence them with a sincere heart. There is a subordinate, as mentioned earlier, who seems to be obedient to Nuo Nuo in front of the leader, but secretly slanders him. Many of his words that hurt the image of the leader reached the ears of the leader, but the leader laughed it off. At a company dinner, subordinates publicly accused and abused the leader when he was drunk. The leader knew that he was drunk and sent him home himself. When his wife saw her drunken husband being personally helped home by the leader of his unit, she was shocked and apologized for her husband. The next day, the subordinate knew that he was rude after drinking and was ashamed to see the leader. After a while, the subordinate's lover fell ill and was admitted to the hospital, and the leader took people to the ward to visit. In this way, this incompetent subordinate was infected by the sincerity of the leader, abandoned his previous prejudice and devoted himself to his work.

Fourthly, fair and strict competition and elimination mechanism are needed to spur subordinates who are not good at their work. It is also an effective method that has been proved by practice, but it is not a panacea. Tolerance and probation of underlings who are ineffective in their work cannot be turned into connivance of dereliction of duty and protection of backwardness, especially in the current era of deepening the reform of the cadre system, vigorously promoting institutional reform and diverting government personnel. When dealing with subordinates who are ineffective in their work, leaders should not only have a bodhisattva's heart, but also have an iron wrist. Specifically, they should set clear work objectives, treat them equally, strictly assess them, and cash rewards and punishments in time. With the rigidity of the system, we should correct the inertia of the invalid, establish and improve the appointment system and elimination system of competitive recruitment, break down the post barriers, identity and level boundaries within the unit, regularly compete for posts, arrange the invalid, and activate the creative vitality of subordinates with the mechanism of fair competition.