The most important job of a supervisor is decision-making and judgment

What these supervisors should be concerned about is whether each subordinate has fulfilled his or her responsibilities and how capable each subordinate is.

If these aspects are not satisfactory, the supervisor should consider taking measures to change the organizational system or adjust the training system, etc.

The personality traits of each subordinate are not particularly important

Subordinates don’t care too much about their supervisor’s personality traits

The members look up but don’t look down every day

Subordinates work under the eyes of their supervisors, and every move of their supervisors is seen by their subordinates.

Job classification

In small-scale enterprises with only 5 to 10 people, the general manager is usually the supervisor, and "achieving the operator's goals" means "achieving one's own goals."

In small and medium-sized enterprises, managers must also undertake their own part of the business work

If a supervisor does not personally do some business work, he will lack the judgment and perception of the scene and will not be able to give appropriate guidance to his subordinates.

If you don’t lead by example, you won’t be able to mobilize the enthusiasm of your subordinates.

Recently, there has been an increasing trend in the number of business tasks shouldered by supervisors

Supervisors need to take on management responsibilities while completing their own business work. This trend is particularly noticeable among junior managers such as section chiefs.

There are often some discrepancies between a supervisor's positioning of his or her job and that of his or her boss or manager.

Supervisors need to first confirm the company’s positioning of their work

In principle, the enterprise's management allowance or position allowance is paid for this part of the "management work"

If you only focus on "your own work", spend most of your time and energy on specific business and neglect the work you ask your subordinates to do, then you have failed to fulfill your duties as a supervisor.

Even if you arrange for subordinates to complete specific tasks, but are indifferent to whether the operator's goals can be achieved, you cannot be considered a competent supervisor.

Supervisors must fully understand “the values ​​of the operator”

If you cannot agree with the values ​​​​of the operator, or think that they are completely different from your own values, then you should not be the director of this company.

It is a common mistake for managers of small and medium-sized enterprises to evaluate employees only based on their performance.

Successful managers will eliminate people who are inconsistent with their own values, even if they are talented

Understanding the values ​​of subordinates is also an essential ability for managers

For a career, what you do is important, and who you do it with is also important.

For supervisors, whether they can share values ​​with operators is such an important issue

What the supervisor has to do is to translate the operator's words into more specific content based on the actual situation and functions of the team or department he leads.

First, come up with a specific plan for completing the task.

Then, these tasks must be assigned to each person, so that subordinates can clearly understand who is responsible for what work.

The company needs someone to understand and convey the general manager's ideas and manage them in a more concrete form

The supervisor's responsibility is to interpret the operator's ideas based on the ability level of each subordinate, be active on site, and lead the team to achieve goals

appear in the form of results

in the form of cause

Most problems come down to supervisors not playing their part

Develop policies

Advancing business

control subordinates

Assist leadership

Before managing employees, you must first accurately understand their capabilities and characteristics

"Cultivating talents while managing employees" is a particularly important part of your job

It would be a mistake to think that because your past efforts have been recognized, you will have to work harder in the future.

The supervisor's task is to achieve the operator's goals "through subordinates."

In the process of directing subordinates to carry out their work, supervisors must grasp the proportion of "detailed guidance" and "humanistic care" for each subordinate. This is the key to doing a good job as a supervisor.

As employees' abilities and willingness gradually improve, supervisors should reduce detailed guidance and shift the focus to humanistic care.

Low ability, low willingness and no self-confidence

Low ability, high willingness and self-confidence

High ability, low willingness, no self-confidence

High ability, high willingness and confidence

Understanding the characteristics of each subordinate is one of the most important tasks of a supervisor

This kind of understanding also needs to go deep into every job that each subordinate is responsible for.

Once you have enough experience in this area, the work is entrusted to you. But that job is still a bit difficult for you, so I will guide you.

Confirming each other's plans for work arrangements with your subordinates at any time can also avoid unnecessary conflicts.

As a supervisor, you must set goals that are consistent with each person's abilities and at his or her level.

You can use the method of setting goals together while communicating with your subordinates.

You can also use a semi-mandatory method to directly assign goals to subordinates

The original meaning of "management by objectives" is not "management objectives", but "management using objectives", and its purpose is to "enable subordinates to work spontaneously by setting objectives."

"Managing with goals" can also be seen as the process of "setting goals", "process evaluation (i.e. intermediate evaluation)", and finally "assessing subordinates".

In order to accomplish the department's goals, the supervisor must clearly instruct each subordinate and tell them how to use their abilities to achieve what results.

There are three types of management by objectives

Which type of management by objectives a department is suitable for should of course be decided by the operator.

Supervisors need to explain to subordinates how the numbers in departmental goals and even personal goals are derived.

To do this, you also need the ability to read income statements and balance sheets

Don't be afraid of putting on a bad face. It is your duty as a supervisor to convey the correct ideas to your subordinates.

To make 1 1>2

First of all, we need to keep in mind the main premise of department work-teamwork.

In order to achieve results in collaboration as a team, people naturally have to pay attention to other members of the team and their relationships with other members.

The supervisor's job is to discover who is good at what and what they are not good at, and to tailor appropriate goals and responsibilities to each subordinate accordingly.

There is a strategy that is exactly the opposite of the above method. Supervisors cut off collaborative relationships among members in order to stimulate a sense of competition among employees. This approach will increase the distance between employees, not only fail to stimulate a sense of competition, but may also weaken employees' work enthusiasm.

It is the responsibility of the supervisor to consciously create an organizational structure that can achieve 1 1>2

FFS theory can maximize the abilities of each employee and improve the overall strength of the team

If the values ​​of your subordinates are completely different from the direction of the company, all your coaching efforts will be a waste of time.

As long as the team has established goals, no matter what happens in the future, employees' current goals must be consistent with the team's goals.

It is also the responsibility of the supervisor to make personal goals and company goals overlap as much as possible

As a supervisor, you must understand the dreams and goals of your subordinates and find the parts that suit them from the team's work as a basis for dividing work.

When you find that your subordinates’ life plans or dreams are too different from the company’s values, you must first point out the problem.

If the employee still insists on his life plan, it is also the supervisor's duty to persuade him to resign.

The general environment is changing every moment, and priorities should naturally change accordingly.

Goals do not exist for management. The original intention of setting goals is to control yourself. When circumstances change, the goals themselves may need to be adjusted.

In an environment that is changing every moment, today's managers should have the ability to respond decisively and quickly to changes.

Today's leaders can no longer be timid and hesitant because they worry about changing orders from day to day.

Supervisors need to explain to their subordinates every time a situation changes. Subordinates should be made aware of why this happened and why such adjustments should be made.

Some supervisors are unable to give any explanations and instructions to their subordinates without obtaining specific information. Such supervisors are more likely to lose the trust of their subordinates.

Supervisors cannot be on the same level as their subordinates. They must stand higher and see further than their subordinates.

Anyone who is successful can look at problems from a higher perspective than where they are now.

Different titles only mean different work content, but it does not mean that your status is superior to others.

As a supervisor, it is up to your subordinates to decide whether you are respected or not.

Between cause and effect, there are "intermediate matters"

Simply put, it is "environment and status"

Uncertain factors that occur between cause and effect are called "intermediate matters"

Supervisors must be able to predict the occurrence of "intermediate events" in advance and formulate corresponding countermeasures, or at least discover them early after they occur and tell subordinates how to deal with them.

[Strong ability and hard work] [Appropriate measures for intermediate matters] = [Good performance]

In order to achieve this state, supervisors must not ignore the usual information collection work, but must constantly broaden their horizons and polish their judgment abilities.

Not only internal information within the company, but also a wide range of knowledge and information about industry and social trends.

Generally speaking, people will increase their motivation in the following four states:

The ideal support method is to try not to let the subordinate realize that he has been helped, but to make him feel that he "discovered it by himself and solved it by himself."

The practice of not letting subordinates realize that they are "supported" can better cultivate outstanding talents.

Excellent supervisors always use guidance to support their subordinates, making them feel that they are the ones who find the solutions and that progress relies on their own strength.

When assigning work, you must indicate to your subordinates what results you expect them to achieve. By describing your ideas in detail, let your subordinates understand what results they need to achieve.

After expressing your expectations, you also need to check the progress of your subordinates' work in the intermediate process before getting the results. This is also a task that cannot be ignored by supervisors when employing people.

If the supervisor says his expectations and then ignores them, and waits until the final completion to find out that the results are different from what he expected, then it is not just the subordinate's problem, the supervisor is also responsible.

Only by clearly stating your expectations and providing help and guidance to your subordinates can you fulfill your supervisor's responsibilities.

In the process of moving towards goals, does the supervisor provide sufficient support and guidance to subordinates?

See if you can clearly explain to your subordinates the basis for your evaluation.

On weekdays, you need to carefully observe the behavior and attitude of your subordinates

You should not draw unilateral conclusions on your own. Subordinates should be allowed to report on the work they have done and the results they have achieved.

Listening to reports from subordinates is actually a very important task for supervisors

In the initial stage of formulating strategic goals, it is impossible for all employees to have no objections

The most important thing in evaluation is not to make subordinates agree, but to be able to convince subordinates

Supervisors’ work requirements and expectations must be clearly communicated to subordinates

If it is an evaluation made by a boss you respect, even if it is lower than expected, it will be converted into motivation and motivation.

If it is a boss you despise, no matter how high his evaluation is, you will still question whether he really understands your work situation.

The level of trust of subordinates depends on the daily words and deeds of the supervisor

Supervisors should communicate the goals or issues and policies of the business plan to their subordinates in simple and easy-to-understand language so that they can fully understand these contents.

Based on past performance, briefly explain the general situation of department plans (goals, policies, strategies, tactics) to all subordinates

You can use the "Manager-specific target allocation table"

Interviews should be conducted around departmental goals and the subordinate's personal expectations, and the final goals should be formulated accordingly

During interviews, supervisors should not unilaterally impose goals on subordinates, but should try to inspire their subordinates' challenging spirit.

In actual work, a more feasible approach is that top-down assigned goals account for 60% to 70% of all goals, and the remaining 30% to 40% can be bottom-up goals proactively proposed by employees.

For bottom-up goals, supervisors can also put more effort into it, such as adopting a bonus point policy, which will not deduct points even if they are not completed.

Interviews are not only held at the time of final evaluation, but also at mid-term interviews about 3 months after the goals are set.

Supervisors need to confirm the progress of subordinates' work to ensure that goals can be achieved as scheduled

In order to win the approval of subordinates for the final evaluation, supervisors should pay attention to recording the situations discovered at work at any time on weekdays.

A subordinate's self-evaluation is likely to be higher than the supervisor's evaluation of him or her. The difference between the two is actually important.

Be sure to carefully identify the reasons for the gap between the two evaluations.

When making evaluations, supervisors will also conduct behavioral evaluations and ability evaluations of subordinates at the same time.

Don’t forget to point out in detail what your subordinate did well and poorly in your feedback.

Express your expectations for the future to your subordinates

(1) Clear goals;

(2) The integrity of the game;

(3) Feedback;

(4) Application of multiple skills;

(5) Decision-making

Talking about your past successes does not mean anything to your subordinates

Unilaterally imposing one's own experiences on subordinates is ineffective.

While listening, ask your subordinates to think about the following questions:

Your subordinate may be someone who has no desire to work

What dampens employee enthusiasm?

Stimulating a sense of competition is one way to improve employees' work motivation.

Small companies may not necessarily have many ambitious employees. Blindly stimulating a sense of competition in such an environment will not only be ineffective, but will also dampen the work enthusiasm of subordinates.

If you plan to improve your subordinates' motivation, your first priority should be to use listening skills to uncover the root causes of your subordinates' lack of motivation and resolve them.

Can you explain to your subordinates how much labor costs the company needs to pay?

You can suggest that your subordinates go to the employment center to inquire about how much salary they can get based on their current conditions.

Dissatisfaction often stems from a lack of understanding of the current situation, and supervisors must present the reality to subordinates

Supervisors must understand the employment philosophy that drives employees

Employing supervisors must lead by example, be passionate about their work, and speak openly about their dreams and visions.

You can tell your subordinates your wishes and your ideals, even if it is just your personal dream.

As a supervisor who manages and employs people, you should keep an eye on all directions, listen to all directions, and be the most energetic person in the department.

Use a method called coaching, that is, through question-and-answer communication, let the other party choose what actions they should take

Those who can achieve progress without relying on a third-party coach are truly self-disciplined.

Human consciousness includes the conscious mind that one can detect and the subconscious mind that cannot be noticed at ordinary times.

Pygmalion Effect

Supervisors need to influence the subconscious minds of their subordinates and inject positive images into their subconscious minds.

People will subconsciously unify two selves that are too far apart, and will often be pulled toward the one with stronger ideas.

"Self-coaching" continuously inputs the image of the "ideal self" into the subconscious mind. Through this method, the real self can be further improved.

The first line simply states "facts." Do not add any content containing subjective factors or opinions.

The second line writes what you perceive from this fact. Not pure reflection, but "discovery".

The third line writes the "lessons" drawn from this discovery. This is written for yourself, and the content should reflect the direction of self-change.

The fourth line is used to make a "declaration" to show that you have become your ideal self. When making a declaration, you should imagine your "ideal self" and reflect your personality.

It is recommended that subordinates who have lost confidence keep writing a four-line diary for a month.

Before denying your subordinates, please ask yourself: Do I get the approval of my subordinates?

People who can be called "experts" are those who are able to further develop self-discipline on the basis of self-reliance.

The biggest difference between "celebrities" and "masters" is "whether they can find happiness."

Supervisors cannot just focus on honing their skills and improving themselves. Supervisors must also be strict with themselves, lead by example, and strive to make themselves, their subordinates, and the company happy.

"Decision making" is also a job of the supervisor. When faced with a choice between two options, it is up to the manager to determine the direction in which the team will move forward. This is an important job that neither salespeople nor supervisors can do.

"Decision" and "judgment" have different meanings. Judgment means making decisions based on being able to analyze information and fully understand the context of a situation. It is logical and can predict the correct answer to a certain extent.

Supervisors must have a set of rules for how they behave at critical moments. Even if you don't know whether it is the right answer, you must make this choice based on your own thoughts. What supports this standard of judgment is "belief."

But once such words are said in front of subordinates, it is equivalent to giving up the responsibility of the supervisor.

This kind of statement will only make your subordinates think that you are a supervisor without any authority and no ideas of your own.

As a supervisor, you must have your own set of ideas and stick to your beliefs until the end. You must be unwavering in every word and deed in front of your subordinates.

Whoever sees the other person first takes the initiative to say hello.

If you always wait for your subordinates to say hello first, you will inevitably leave a narrow-minded impression on your subordinates.

The approach of “missing the forest for the trees” cannot cultivate outstanding talents.

What the supervisor needs to talk about is the purpose of the work, that is, what role the current work can play in the entire team, and what is the significance of completing this work.

People who can overlook the overall situation at work are competent no matter what job they do.

To cultivate such employees is to teach subordinates to be "work experts" rather than "company people".

"Company people" are accustomed to burying themselves in the existence of the company.

If your subordinate is this kind of person, you must first guide him to expand himself.

The supervisor's job includes business management and employee management. One manifestation of poor business management is that work has no boundaries.

As a commercial activity, the company's business should draw a clear line between "internal affairs" and "external affairs".

It is also the supervisor's duty to protect those subordinates who are being pushed around by customers.

This responsible approach may seem cool, but in fact it cannot solve any problems for the company and operators. It is simply an act of evasion.

Experience and technology alone won’t attract anyone.

Especially in a small team of less than 10 people, even if you do enough superficial work and use coaching techniques and other leadership techniques, your subordinates will definitely be aware of your true subconscious thoughts.

What is the basis for employing people? There is only one answer, which is to sincerely consider your subordinates.

How do you truly consider your subordinates? To consider your subordinates is to make up your mind to cultivate them into talents who can take charge of their own affairs.

To develop subordinates into talents within three years requires quite strict guidance.

The less critical a supervisor is, the higher the turnover rate of his subordinates.

People who expect too much to please their subordinates, that is, people who always pursue peace and harmony, cannot be good supervisors.

Even if you are temporarily disliked by your subordinates, as long as you truly think about them, one day they will understand your good intentions. Only such a supervisor can be trusted by his subordinates.

Supervisors cannot completely deny emotions, and should even make full use of them.

Emotions should also be fully utilized in the guidance of subordinates.

When subordinates achieve results that exceed expectations, they should be overjoyed; if they do not, they should be furious.

If each member does not show their expressions and has no emotional interaction with each other, the team will not be cohesive.

When a subordinate obviously uses despicable means, violates the company's policies or regulations, or is obviously passive and sabotaging, the supervisor should express his true feelings without reservation.

Of course, subordinates' perfunctory behavior is not allowed. If this kind of inner anger is not conveyed to subordinates, the team will only fail halfway in whatever work it does.

Getting angry out of personal feelings or likes and dislikes should be avoided

Subordinates will truly appreciate their supervisor's help when they are in crisis.

When subordinates are in trouble, it is a great opportunity for supervisors to gain their trust.

As long as you think that your supervisor will always be your strong support behind you, your subordinates will work harder to create excellent results.

Compared with men, women are more likely to form informal groups based on personal feelings that are different from corporate organizations.

If it becomes a thorn in the leader's side, the supervisor will not be able to lead the team and direct his subordinates.

Only by recognizing the leaders of informal organizations and establishing good relationships with them can supervisors lead female employees well.

No matter what kind of female employee she is, there will be times when she needs help, and supervisors must not miss these opportunities.

If you want to train your subordinates into independent talents, you need to understand what they want to do in the future and what kind of life they want to live. Otherwise, you will not be able to give them appropriate guidance.

Supervisors should help and support their subordinates no matter what the situation.

People with strong entrepreneurial dreams have high work ability and motivation.

In the eyes of such subordinates, the supervisor's words and deeds are like a mirror.

Showing your subordinates that you enjoy your work and are energetic is also a part of cultivating your subordinates.

Supervisors should inspire their subordinates to realize what they should learn and how they should change themselves in order to achieve substantial self-improvement.

Supervisors need to polish their own qualities first and understand information in various fields of society.

Supervisors need to have this broad perspective when coaching their subordinates.

As long as you choose the life path of an office worker and become a member of an organization, various dissatisfactions will inevitably arise.

If you choose to start a business, uneasiness will follow you again.

If it is something you are not good at, then no matter how hard you work hard, sometimes it will look like you are joking in the eyes of others.

When you grasp the balance between "what you can do", "what you want to do" and "what you should do", and perfectly match what you do with the overlapping parts of these three, you will Feel the real "happiness".

Since the supervisor's job is to effectively utilize his subordinates to perform work, he should accurately grasp the strengths and weaknesses of his subordinates and maximize the strengths of his subordinates.

The failure cases of performanceism all have one thing in common, which is that the results of the team are only regarded as individual performance, and limited rewards are allocated accordingly, thereby inciting competition among employees.

FFS theory is a "personality analysis and organizational personnel arrangement method"

Experimental results based on the FFS theory show that in a homogeneous team composed of people with similar personalities, 6 people can produce results equivalent to 9 people; in a complementary team where members have different personalities but can complement each other, 8 people can produce the same results as 12 people.

In a random team of people with different personalities, 10 people can only produce the same results as 6 people.

FFS theory analyzes human personality through Five Factors & Stress

The five factors refer to: A cohesion, B acceptance, C discrimination, D expansion and E preservation.

The value of the cohesion factor is relatively high, indicating that the respondent can express his thoughts and behavioral tendencies more clearly.

The average Japanese score on this test is: A Cohesion 10.03, B Acceptance 13.45, C Discrimination 11.06, D Expansion 10.13, E Preservation 11.51, S Stress 7.94

A. People with strong cohesion

B. People who are receptive

C. People with strong discernment

D. People with strong scalability

E. People who are protective

When a certain factor has a high value, the person will exhibit five personality traits: A guidance, B cultivation, C organization, D activity, and E coordination.

These positive characteristics are only manifested under appropriate stress conditions (eustress states).

If you encounter troubles in interpersonal relationships or cannot adapt to the work content, and the pressure is in an inappropriate state (malignant stress state), these five factors will respectively present negative characteristics such as A: independence, B: interference, C: mechanical, D: impulsiveness, and E: following. one side

Stress will also affect the performance of other factors in sequence starting from the factor with the highest value for the person.

It is the supervisor's responsibility to make appropriate arrangements to prevent interpersonal problems or work pressure from turning subordinates' strengths into weaknesses. The key lies in the combination of people and people, people and work.

Subordinates with a high "S" value in the "Test Form" are likely to be in a state of greater stress, and supervisors need to pay special attention to it.

There are different key points in stress management for people with different personality factors.

Subordinates with high cohesion have strong values ​​and beliefs, so the main reason for their stress is the denial of their values ​​and beliefs. Affirming their values, or appealing to a sense of justice, can help increase their enthusiasm for work.

You may be greatly encouraged by the same words, but your subordinates may not be as motivated as you. Repeating the same instructions or care to everyone will certainly not produce satisfactory results.

Employees with different personality factors also have differences in their understanding and usage of the work manual.

Methods for different types of subordinates to use work manuals to improve their knowledge and skills

First, compare the values ​​of A's cohesiveness and B's receptivity, which one is higher. When two values ​​are equal, A is counted as higher.

Then compare the values ​​of D scalability and E preservation to see which one is higher. When two values ​​are equal, E is counted as higher.

We call the personality type in which A and B have higher values ​​than B, and D and E have higher values ​​than D, as BD type. By analogy, we can also divide it into three types: AD type, BE type and AE type.

Type BD is also known as Tugboat and is represented by "TG". This type of person can be keenly aware of changes in the environment and proactively charge into battle. They are "scouts" who are good at developing business and creating careers.

Type AD is also known as leadership type (Leadership), represented by "LM". This type of person has spiritual strength, sense of mission, decision-making and action capabilities, and is a "path-breaker" who is good at instigating changes and expanding the market.

BE type is also known as management type (Management), represented by "ML". This type of person is humane, able to engage in a job stably for a long time, and is an indispensable "coordinator" for all undertakings.

Type AE is also known as anchor type (Anchor), represented by "AN". This type of people can be loyal to their own value standards and norms, and are "stickers" who support the cause and maintain the stability of the enterprise from behind.

Any kind of talent can do sales, but each type of talent is most suitable for different job content and responsibilities.