How To Learn To Manage Team With Personality Charm

< p > middle-level leaders should take active and active work attitude and take the lead to lead the whole team to interact with each other and influence their subordinates with their own charisma and work together to achieve the work objectives of the Department.

Of course, personality charm is not formed overnight, but requires a certain amount of time to cultivate.

For the middle level, it is necessary to inject more thoughts and feelings into the employees, which will lay a solid foundation for building a stronger a href= "http://www.91se91.com/business/" and /a.

So what personality charisma should managers practice to influence subordinates? < /p >

< p > < strong > 1. Take the responsibility bravely. < /strong > < /p >

< p > as a middle level, when a job is in trouble or if the result does not meet the requirements, will you put the blame on your subordinates and say something like this: it's not what I do, it doesn't matter to me; it's because of such a certain thing that it gets to the point where it can't be picked up; if things are done like this, it will be investigated and explained, but don't come to me; I've been away from business in the field, I didn't expect them to do so; this is the company's stipulation, if you don't understand, you can go up to it.

If so, it is likely that you are already a "disgraceful leader" in the minds of employees! < /p >

< p > as a middle-level leader, if you want to protect yourself by shirking responsibility, it is totally useless and even considered childish.

You know, in a continuous business operation, any team will inevitably have various problems. If each time the responsibility is pushed to others, it will lead to boredom for a long time.

And being able to take the initiative to shoulder responsibilities is an important symbol of "a href=" http://www.91se91.com/business/ "middle leadership" /a > maturity.

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< p > the middle level leaders take the initiative to assume their responsibilities. On the surface, they take responsibility on themselves and make themselves the object of condemnation. In essence, they set an example for their subordinates, help form a spirit of courage and responsibility, stop mutual buck passing, form a situation of disunity, and make the team have strong cohesion and competitiveness.

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"P >" when the rescue plan of the US embassy in Iran was defeated, President Jimmy Carter solemnly declared on television: "all responsibility is on me."

Just because of the above sentence, President Carter's approval rate suddenly increased by more than 10%.

This example shows that subordinates' evaluation of a leader often depends on whether he has a sense of responsibility, and the courage to assume responsibility will not only make subordinates feel secure, but also make subordinates reflect on them, and then find their own defects after reflection, so as to apologize in front of everyone, and assume the responsibility of < a href= "http://www.91se91.com/business/" > responsibility < /a >.

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< p > Shen Cong is a middle-level leader of a large logistics company. His team has more than a dozen pport workers.

One day, two of the employees were carrying a customer's valuables. They broke the item by carelessness. It was said to be a very rare cultural relic.

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"P!" after the superior leaders know, they are very angry. You know, this item will make the company lose a lot of compensation.

The two employees who broke things were so foolish that they could not even remember how they were broken.

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Shen Cong, who knows about this matter, and without a word, comforted the two employees first, not to be under too much psychological pressure, and told them not to affect their working mood because of this mistake, and later encouraged them to pay more attention when they work in the future.

Having done all this, he took the initiative to go to the general manager's office and resolutely told the manager that he was willing to take all the losses. The reason was that the two employees came from other places, and their family's economic conditions were not very rich, and they were caused by their poor management.

Seeing his sincere attitude, the general manager was moved too - not only did he not dismiss the two employees, but the company also assumed 70% of the liability for compensation, and the remaining 30% was deducted from Shen Cong's monthly bonus.

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"P" later, Shen Cong's actions were known to everyone in the company.

Especially in the Department he led, those employees respected him more.

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< p > Wang Anshi has a poem written like this: "the wind eaves tile, the tile falls down my head; I do not hate this tile, this tile is not free."

Indeed, the tile that hit us is blown down by the wind, and it is not free. We need not be angry about it.

Similarly, when problems arise in a team, employees are like those tiles. They can not decide what to do for a long time.

At this point, the middle-level leaders should be brave enough to take the responsibility, so that they can win the respect of their subordinates, establish their prestige and get the support of their subordinates.

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Besides, P leaders should be good at taking responsibility, instead of putting all their responsibilities on their heads, and connive their employees to make mistakes again and again.

In any case, a certain behavior of employees has disrupted normal business progress, problems have occurred, and facts have been identified. It is the most important thing to stop repeating the same mistakes again.

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< p > < strong > two, practice < < a href= > http://www.91se91.com/business/ > > morality > /a > influence > < /strong > /p >

< p > middle level leaders should fulfill their duties in their posts and show their courage when they exercise their rights. Moreover, in order to win the hearts of the people, they should form some moral influence in the team.

The old saying goes: "a man should not be a man in his life, but an official must not be without virtue one day."

All these indicate that only by virtue can we win the trust and support of others, so that we can form strong cohesiveness and charisma.

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< p > good moral character is closely related to the influence formed by oneself.

High moral character can form a huge influence, otherwise, it will create negative influence in the crowd. Not only will their reputation be swept away, but any incentive effect will not be: therefore, if the middle level wants to rely on "Virtue" to make people, it is necessary to always consider employees' interests, focusing on the interests of employees, being good at introspection, self warning and self motivation.

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< p > in short, as someone has said that people can not be changed and can only be affected, it is not enough for each middle-level group to have profound knowledge and excellent management ability, but also affect subordinates in personality a href= "http://www.91se91.com/business/".

Only in this way can your subordinates accept you and trust you in a psychological way, so as to make the team more cohesive.

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