Some Thoughts On Helping Employees Grow Up

1, be good at giving pressure

I often hear many managers say if

When we recognize this situation, we should know that in the workplace, there are not many people who can give themselves pressure and make changes and ask for progress. Therefore, we often face a large number of employees who seem to be less active. It is not very realistic for them to take the initiative to learn. Now that we are managers and have the responsibility to help them grow, maybe we can put pressure on them to make them know clearly how to work hard, and pressure will not necessarily change employees in a short time, but as long as you have enough tolerance, nothing can be changed.

Some people say well, if you want others to do it, do you have to be able to do it? So if our managers are lazy, but require their subordinates to work diligently, then it is doubtless hard for subordinates to convince themselves. If our managers can set an example, set up a benchmark for the team, so that everyone can see my request is based on my own, so that for subordinates, because they see the model, then naturally they will work towards your benchmarking direction.

Everyone has influence, and the scope of influence is that the higher the manager's influence is, the more influential it is. That is to say, if a company is down, it is not because of the grass-roots employees, because the influence of the grassroots employees is also difficult to influence the company's overall strategy, and the top leaders are different. Their every move is related to the development of the company. Their every move can become the goal of employees to follow suit. If the leadership is diligent, as a subordinate, they dare not slack off. If the leader misbehaved, the subordinates will think that the leadership is all like that, and what qualifications do we have to ask us to behave properly?

Therefore, the role of a model is to influence employees by themselves, so that employees can see an example that is struggling ahead. To a certain extent, this influence is more useful than spending countless words.

3, we must let go and supervise.

　　很多管理者口口聲聲說要給員工發展的機會，但是就是不把一些重要事務放手交給他們去做，員工所接觸的都是一些最基礎的工作，這樣的工作做久了以后自然就沒有吸引力和挑戰性了，當然也有的管理者確實有培養員工的意識，于是把原本屬于自己的工作內容大部分都交給了員工去做，但卻不過問做的效果和有無需要改進的地方，其實這兩者如第四點般都算是一種極端，員工成長的體現自然是以能勝任更多的工作(多和難)，優秀的員工是能夠承擔上司的部分工作的，但是由于下屬的視野并不如上司，在考慮問題上難免有偏頗之處，如果我們全部放手，員工自己做錯了還不知道呢，而如果是一些重要的事務做錯了，管理者也很難逃脫責任，所以如果要既保證工作完成的質量，又要更好的幫助員工挑起重擔，放手是必要的，但是在放手的同時也需要不定時地進行

Confirmation and guidance.

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A manager shared with me his practices. He said that he had previously assigned a task to his subordinates, and that he had finally checked and verified with his subordinates, so it would not matter if he had made a mistake. As a result, he found that almost every time he did this thing, there would be a small problem. So he told his subordinates that I would not look at this matter later. He would not have looked at it. Your result was the final result, so you have to be responsible for it. You must conscientiously complete it. After that, although the manager will go to see it every time, he has never seen any problems, but he has never found any problems.

4. Develop employee confidence.

Self Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence confidence confident Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence self confident Self Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence Confidence 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confident because they were proud to be able to work in such a position.

There is an old saying that a soldier will bear a bear, and how the self-confidence of employees is related to the correct guidance and encouragement of managers. Never say that employees can not. When you say so, you are giving up your employees and giving up your chances of helping employees grow.

5. Develop the habit of thinking independently.

Earlier, we said that our nature is lazy. If work can be done without any thought, no one is willing to take the problem to himself, and many managers like to direct their subordinates to work. So the ability of independent thinking of subordinates will be hidden, and there is no opportunity for exercise. Finally, managers will be tired and employees will not learn anything.

A manager who has made considerable achievements in training employees has been asked how to make their employees grow up quickly. In fact, my practice is simple, that is, constantly throwing problems to them, giving them no answers, letting them think for themselves how to solve problems. At the very beginning, they will feel the pressure is great, some individuals may even be very difficult to adapt. But I tell them that as long as they are willing to think, no problem can not be solved, even if there is a problem, there can be many solutions, so we must not think that we can not do it without thinking.

Through my question, my staff trained their independent thinking ability. When they had problems, they would not throw them directly to me. They were thinking about how to deal with the problems, and then told me that, although sometimes the measures were not necessarily adopted, they could grow quickly when they were able to think about the questions on their own.