65% employees want to leave the supervisor instead of the company.

In the recruitment season, in addition to the keyword "resume", there are also traces of "resignation" in search engines. Partners who want to leave will try their best to quit. Now the turnover rate of all walks of life has been greatly improved. In addition to salary and development, there is also an unspeakable key factor: irreconcilable contradiction with direct leadership.

Gallup survey shows that 65% of the employees who leave the company do not want to leave the company, but their immediate supervisor. If the salary is low, you can apply to your superiors, but if you follow a boss who lacks leadership, it will be difficult to get recognition at work. You get more frustration than a sense of accomplishment, and you can only choose to leave silently.

But today, there are still many managers who have a profound misunderstanding of leadership and are full of infatuation and confidence in their "unquestionable" leadership ability. As everyone knows, how many people have secretly written their resignation letters, just waiting for better job opportunities.

Here I debunk two serious misunderstandings about leadership in management (for your reference (or reflection)):

Professionalization may bring you more prestige, but it can't strengthen the sense of belonging of the team.

Willink, a former training officer of US Navy SEALs, believes that commanders who fail to pass the training mission are discredited not because of military strategy or personal physical fitness, but because of lack of leadership. He found that when the task can't be completed, the commander who lacks leadership will first blame others and refuse to admit that it is his own fault, which leads to the insecurity of the troops and the decline of team morale.

Many people think that being a leader (with long experience in the company) will improve leadership ability, and the authority that comes with it is enough to drive team members to fight for the same goal. However, there is a serious misunderstanding!

Yang Congxi, director of human resources in the science and technology industry who has been exploring the development of leadership for many years, believes that leadership is the ability to influence others, gain their support and make people willing to follow you to solve problems.

Power and ability are not enough to drive people. Only relying on various rules and regulations to control employees will only let them complete their own "internal affairs" and even bring the risk of collective job hopping to the team.

Leadership is the key to let employees complete their performance spontaneously. But leadership is not a noun, but a verb that needs constant learning. In order to give full play to leadership, we must start from the following three aspects:

Chen Chunhua, a professor of management in Peking University, once said: "Today's managers should not just provide employees with a position, but give them a platform and opportunities. Only in this way can employees create value. "

What employees need is "guidance", not "guidance"

Horizontal guidance is more effective than vertical management. Compared with the superb technical level, employees want a coach who can guide them, inspire them to think about problems and give practical guidance and strong support, rather than telling them the answers directly, helping them understand and tap the contribution and value that their work brings to individuals and society, so that employees can have a sense of accomplishment in their work.

The more you pay attention to employees, the better they will do.

The founder of Japan's A-one Precision Company, Katsuhiko Meiyuan, led 13 employees to achieve 60% market share. Since employees have contributed their lives to the interests of the company, bosses and managers should care about employees and reward them well.

No matter how the times change, the inherent characteristics of human nature have not changed. Entrepreneurs should pay attention to the success and happiness of employees if they want to manage their teams well. Only by promoting the growth of employees can we further promote the growth of the team and enhance the sense of belonging and team cohesion of employees.

Nowadays, many enterprises have set up learning centers, aiming at improving employees' skills, and at the same time, realizing the exchange of experience and ambiguous discussion between managers and subordinates through class hours.

Dell's leaders often help employees learn to think and listen to their opinions very carefully, so that employees subconsciously regard themselves as the owners of the company, and strive to create an atmosphere of information exchange and smooth communication for Dell's vision, thus reaching an understanding of * * *.

Nothing can't be solved by communication.

By establishing an effective communication mechanism, communicate with employees on a regular basis about the difficulties encountered in their work, listen to the opinions of the team, put the best interests of the team first, and internalize the team's vision and goals into employees' personal pursuit, so that everyone can clearly see the connection between daily work and vision, and then promote the growth of employees.

"Good people can be self-sufficient, and good people can be self-governing." Whether an enterprise can develop in the trend of fierce competition depends on the direction of the team, and whether a manager can lead the team depends on whether the manager can be responsible for the team and set an example.

Before asking others, maybe you can ask yourself, "Do I need to improve?"

"Be a man, don't do it for yourself; His body is not right, although he does not obey. " What kind of person do you want team members to be? You must be such a person first. When you continue to learn, you will provide more value to the team. When you have the right attitude, the team can grow more stably.

You want team members to fulfill their promises, and that's what they want.

If the morale of the team is high, managers must have the responsibility to take the decision-making risks, conduct self-management with high standards, and become a "truly admirable old iron" among the team members, thus influencing the members, boosting morale and leading the team to achieve challenging goals.

Leadership is not limited to enterprise management, nor is it the ability to get along with others after becoming a leader. It is applicable to various scenes in life. No matter where you are, you can seize the opportunity to develop your leadership, influence others, solve problems and achieve goals together, so that everyone can feel that they have contributed and give full play to their potential.