How to manage employees with superior ability?

In every enterprise, there are always some employees who are difficult to manage, commonly known as "thorns." How to deal with the relationship between managers and subordinates and how to face the contradictions between them are the challenges faced by managers.

First, the definition and classification of tartar

1. Supernatural bastard

This type of Tatar is smart or has personality, and often comes up with some wonderful ideas. Compared with other colleagues or his superiors, he often has some obvious advantages in ability, such as strong working ability; More work experience; Easily handle the work assigned by the company; Work can often create good results, or the company has some scarce resources at hand. It is precisely because of the above reasons that this kind of thorn has a psychological advantage, which is directly reflected in the work. It is disobedient to management, indifferent, conceited, arrogant, with strong self-esteem and ambition, unwilling to associate with colleagues, and has a weak team spirit, and completely ignores direct leadership. Of course, people with high professional quality are not excluded. They respect and support their leaders, and at the same time, leaders will help them do more work for the company or recommend higher positions for them.

This type of Tatars feel very capable psychologically, some people are depressed, and their colleagues or direct leaders are not as good as themselves in business level and experience, so there are some psychological distortions.

2. A thorn in the side with background resources

This kind of tartar is often introduced by VIP with background. This background may be the foundation of the current survival of enterprises. So this prick often shows off how rich his background resources are in front of other colleagues. His backstage resources can solve problems that others can't solve and provide convenience for others. Especially when the Tatars make mistakes, they often carry out their own background to avoid being punished and bring some trouble to the department management. However, this special background resource is indispensable for enterprises, especially in a specific period, and it is a key survival resource, so it cannot be abandoned for such employees, but it has brought some negative effects to the management of direct leaders in daily management.

The psychological factors of this type of diaosi are that they are fearless, unable to do big things if they want to, unwilling to do small things and unwilling to do them, and their work performance is average. They think that they have made a mistake and the backstage can help him get it. Work is very important to him, but his ability is insufficient and his mentality is abnormal.

3. A thorn in the side of unhealthy mentality

This type of Tatar does not agree with the corporate culture, and always has a rebellious attitude towards anyone and tasks in the company. Important things in the company can't be done, and the assigned tasks and work can be completed in time. Because of unhealthy mentality, I can't do many things by myself, always excluding others, fanning the flames everywhere and lighting a jack-o 'lantern, which is like a cancer to the development of the company.

The main reasons for this kind of Tatars' unhealthy mentality are prejudice against society and family and some unfair treatment. Because the imbalance of mentality cannot be properly solved, it is easy to bring this mentality to work, compare with advanced people, give blows, and satirize people who are worse than themselves, always support the tasks assigned by direct leaders, secretly set obstacles, and strike everywhere.

4. The thorn on the edge of resignation

This type of tartar has submitted his resignation application to the company and may have found a job. Therefore, "people are here, and their hearts are in Han", and they don't care about the company's management system and leadership team at all. He slowly showed disrespect for the company's direct leadership, often giving orders and tasks, directly opposing the leadership for personal grievances, and even leading and encouraging other employees to oppose the leadership. This type of thorn is the company.

Second, solutions for different thorn heads

No matter what kind of thorn always gives managers a headache, it is obviously not in line with the catfish effect if everyone is not required to be fired. After a long time, it will become a crackdown on the top employees in the company, and the whole organization will become lifeless, without innovation and vitality. Therefore, we should treat the Tatars differently, unite all those who can be United, analyze the psychology and causes of the Tatars, and solve different thorns with different solutions and means.

1. The solution of super-power thorn head

A, the prickly head with superior ability is often conceited about his professional level and experience. Therefore, as a leader, we should show a stronger professional level and ability in a certain aspect of technology, be a technical expert and a management expert, conquer him with strength, and make him realize that "there are green hills, and there is no fear of burning firewood". You are his model in technology or specialty, and he has only a little knowledge.

B, Tatars are always conceited and always think that they can solve or settle any difficulties. Therefore, put him in a suitable position, and when assigning tasks, let this type of employee constantly challenge new tasks and tasks independently, don't tie his creativity, let him be satisfied with novel jobs and solve more difficulties. Management is based on guidance. Of course, you can also use goading to stimulate him to complete tasks or work.

C, for those who think they have some company-specific resources, in order to make the company better control these resources, we can control the resources at both ends through process optimization, or refine the management process, put this type of thorns in the air, redistribute their resources, give them a virtual job, and directly control the resources in the hands of managers.

2. Method of treating tartar by using background resources

This type of Tatar only relies on the resources behind itself. In fact, some of them are not worse than other employees, and they also have some natural confidence psychologically. So in the process of management, we should keep a certain distance from them and classify them:

For people with certain abilities, when they have made certain achievements in their work, they can be given appropriate rewards and praise, but enough is enough, otherwise they will be arrogant and bring a series of troubles to others; When they make mistakes or pretend to have their own advantages, they should never adopt a connivance and tolerance attitude, but should give some criticism, otherwise they will not be able to convince the public.

For those who are incompetent and arrogant, simple dismissal will inevitably lead to the loss of hidden resources in enterprises. Therefore, when dealing with these people, we should find them a simple loafer and isolate the core employees so that they can't do normal management activities.

3. Treat prickly head with unhealthy mentality

Due to social or family reasons, this type of tingling is out of balance. As the leader of this kind of employees, you can communicate with these employees more, do ideological work, help him analyze the reasons, gradually make him realize the importance of the team, and dispel some ideological prejudices and personal differences.

4. How to deal with Tatars who are on the verge of resignation

Most of these Tatars are dissatisfied with the status quo and hope to improve their situation through opportunities outside the enterprise. In his subconscious, he has a pursuit of opportunity and money. Therefore, when dealing with such employees, he should be cautious to prevent conflicts from intensifying.

Don't make promises about work and money easily in order to keep these employees. If you can't keep your promise, such employees will have more distrust of you and the enterprise psychologically, and more seriously, it will cause other employees to follow suit and seriously interfere with the company's human resources system. The boss of a pharmaceutical company is relatively peaceful. When employees leave their jobs, they often have to talk, try their best to retain them during the conversation, and then notify the human resources department to raise their wages. Other employees took this as a benchmark and followed suit one after another, resulting in the company's salary system in name only.

For the backbone employees who intend to leave, we should take offense as the defense, convince people by reasoning, impress him with our own charm and enterprise planning, keep him, carefully observe the ideological trends of employees in their usual work, relieve their worries and anxieties at any time, and maintain the balance of the workforce.

For employees who can't reasonably retain or flow, we should be prepared with both hands. Reluctantly staying will only increase employees' own dissatisfaction and breed too many management problems. Therefore, don't do deep retention for such employees, and plan for successors.

Timely review whether there are certain defects in their own management methods, enterprise management systems and salary performance systems. If there are factors that may affect employees' mood swings, correct them under possible conditions.

No matter what kind of thorn exists in the company, it has its rationality. Therefore, when dealing with such employees, we must distinguish between them and use our own experience and methods to solve them reasonably. In the organization, don't rely on your leader, stay out of the organization. In a sense, it is precisely because of the existence of these employees that the organization is no longer a stagnant pool and the enterprise is more innovative.

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