Don'T Label Employees, Manager.

Quite a lot

The so-called "intermediate" phenomenon refers to the fact that when a manager makes a judgement on an employee subjectively and makes a qualitative identification of employees' behavior, then, no matter what the reasons behind employees' actions are, what managers think of employees is only two extremes. They are neither black nor white, and there is no middle route.

Management, many managers like to make judgments, like to label their employees according to their ideas, for example, laziness is a good label. If the manager thinks the employees are lazy, no matter when the employee is doing something, because the reason is not done well, the manager will take out the label of laziness. "Say you are lazy, you do not admit that now this thing is not done well, what else do you have to say?"

When the label of laziness is attached to the employee, the manager loses the opportunity to help his employees grow, and the employee loses the opportunity to explain. The employee is "gone to the middle".

Let me give you an example to illustrate this problem.

Suppose there are 4 or 5 people talking in a room. At this point, I suddenly point to my left foot's shoes and say, "my shoes are introverted. Because I say my shoes are introverted, so this time, it is very likely that everyone will start to talk about shoes being introverted or not introverted."

In fact, the introverted word is not the image shoe at all, but because I say the shoe is introverted, everyone pays attention to shoes, not me, because I put labels on shoes in advance, guiding everyone's thinking, causing everyone into a meaningless debate.

The same is true in management, because managers label employees, think employees are lazy, and do not actively and passively cope with them. Then they lose the opportunity to dig out the reasons behind their employees' behavior. In the long run, employees are marginalized and eventually lead to employee turnover.

In fact, there are many reasons for the poor performance of employees. There are at least 12 points:

1, do employees know what they should do?

Is the responsibility of the workers clear? Is it necessary to wait for the manager to issue instructions or to know that employees can decide what to do independently?

2, do employees know why they want to do these things?

Are employees clear about the purpose and meaning of each job? What is the purpose of their work and what is the company's goal? What value does the employee bring to the company if he completes his work efficiently?

3, do employees know how to do their duties?

Are employees trained? What is training plan if employees are not trained?

4, did employees get feedback after completing a job?

Do managers often ask employees to put documents on the table, and continue to busy their own affairs, or even busy placing the documents submitted by their employees in the wrong place, when they can't find them? Or do employees receive a sincere and specific feedback from every job done, whether positive or negative? {page_break}

5, did employees get incentive after doing a job?

When employees complete a job, can they be motivated? Of course, it includes material incentives and spiritual encouragement.

If not, then, why do you want employees to keep their morale?

6, do employees get a negative return after they have done a job?

When employees work hard to accomplish a very difficult job, do you give employees more difficult work as managers, or what else?

7, do employees know their priorities? As a manager, do you tell employees what your highest priority is, or let your employees guess themselves, and when you do not know when to suddenly appear, ask your employees for work results?

8, is the employee not doing anything? Will not be punished? When some of your employees do nothing, you can't see it, never punish them and let it go. If so, are you concerned about employees? How do you deal with other hard working and excellent employees?

9, what do you do when employees think that your methods are not working? What is your attitude when employees ask questions about the way you arrange your work? Loudly tell the staff that I have passed more bridges than you have traveled? Do you have the patience to explain why this method works? What are the specific steps? What are the key control points? Who should be dealt with to get the information and support you want?

10, what are your attitudes when employees think they are doing a good job?

When the employee patted his chest, I told you that my solution was no problem. Do you trust him to tell him, OK, I believe you, do it? Or remind employees, although the idea is good, but pay attention to possible risks, and when difficulties occur, you can help you in time.

11, what is your performance when employees are afraid of work? When employees tell you that he is afraid of a certain job, they dare not bear it. At this time, you are hypocritically speaking some encouraging words that you do not believe in yourself, or letting employees tell you what worries you have, so you can help him analyze them?

12, what do you do when an employee influences his work because of his family member?

When your employees are troubled by family problems, are you going to let things go, or do you want to end up with them, or talk to your employees, sympathize with them, and tell him the importance of your work? I hope you don't want to interfere with your work because of family matters.

Only when managers discard the idea of intermediation, will they have the opportunity and staff to explore the underlying causes that affect performance. Otherwise, managers are creating mediocrity instead of pursuing excellence.