When faced with a lot of criticism, the subordinates often only remember the first ones, and ignore the rest, because they are busy thinking about arguments to refute the first criticisms.
Proposed by: British behaviorist L·W·Porter
Comment: Always staring at the mistakes of subordinates is the biggest mistake of a leader.
In management, two different theories are formed according to the two different understandings of human nature as being good or evil: X theory and Y theory. Theory Y believes that people are good, so management should be based on incentives, through incentives to achieve the purpose of inspiring employees' enthusiasm for work and improving work efficiency. Theory X believes that people are evil, and management should be based on punishment. Through severe punishment, the behavior of employees can be regulated, so that employees can concentrate on work and improve work efficiency under the constraints of external system regulations.
In many cases, when a subordinate makes a mistake, the leader will severely criticize it, and sometimes even scold the employee badly. In their view, it seems that only this will play a role in killing a hundred people, reflect the seriousness of the rules and regulations, and show the majesty of the leaders and managers. In fact, sometimes too much attention to employee errors, especially some non-fundamental errors, will greatly dampen the enthusiasm and creativity of employees, and even produce confrontational emotions, which will produce very bad results. Therefore, in management affairs, we must learn to tolerate the mistakes of subordinates. But tolerance does not mean being a "good man", but putting yourself in the position for the sake of subordinates. While criticizing, do not forget to affirm the achievements of his subordinates to motivate him to enterprising, and effectively avoid hurting his self-esteem and self-confidence. A manager who knows how to take care of all his underlings will not only produce the desired effect of criticism, but also get strong support from his subordinates.
General Electric’s Jack Welch believes that if managers are too concerned about employees’ mistakes, no one will have the courage to try. And no one has the courage to try is more terrible than making mistakes. It makes employees rest on their feet, stick to what they have, and dare not make the slightest breakthrough or overstep. Therefore, the focus of evaluating employees is not whether they maintain a perfect record of not making mistakes in their careers, but whether they have the courage to take risks, and are good at learning from mistakes and gaining lessons. GM's ability to show strong corporate vitality has a lot to do with Welch's wrong approach to employees.
Similarly, Siemens is also very tolerant of employee mistakes. The human resources director of Siemens (China) Co., Ltd. said that we allow subordinates to make mistakes. If that person becomes "strong" after several mistakes, it is of great value to the company. If you make a mistake, you can stop making the same mistake on your personal development path. There is such a slogan at Siemens: Employees are their own entrepreneurs. This atmosphere gives Siemens employees the opportunity to fully display their talents. As long as it is a creative activity, the company will not be blamed for mistakes.
Being tolerant of the mistakes of subordinates and employees is the virtue of a good leader. There is a master performer in Japan. Once before going on stage, his disciple told him that his shoelaces were loose. The master nodded in thanks, knelt down and fastened it carefully. After the disciple turned around, he squatted down again to loosen the laces. A reporter who came to the backstage for an interview saw all this and asked inexplicably: "Why do you want to loosen your shoelaces again?" The master replied: "Because I am playing a tired traveler. The loosening of his shoelaces can show his tiredness and haggard through this detail. ""Then why don't you tell your disciple directly, doesn't he know that this is the true essence of the performance?" "He can carefully discover me. The laces were loose, and I enthusiastically told me that I must protect his enthusiasm and encourage him in time. As for why I didn’t tell him on the spot, I think there will be more opportunities for education in the future, and I can talk about it next time. what."
The performance master did not blame him because his disciple could not see his intentions. Instead, he praised him for his carefulness, which can be described as good intentions. This did not dispel the disciples' enthusiasm for facing life carefully in the future, but also laid a good foreshadowing for the following teaching.
In a company, don’t new employees often encounter the same thing as this disciple? Because they don’t understand the rules, sometimes they often give some very wrong suggestions and do some incorrect things. As a company leader, even if you know that your employees’ opinions are wrong, it’s best not to point them out directly. Instead, you should accept and thank him humbly, and then look for opportunities to let him understand the truth tactfully. If your attitude and method of speaking make the other person angry, the other person will oppose you and refuse to accept what you say. If the enthusiasm of a new employee is frustrated, and he will never again dare to offer opinions. Without innovation and courage, how can he develop in the company in the future?
Good managers will not blindly blame when employees make mistakes. Facing their mistakes with tolerance, turning blame into motivation, and turning punishment into encouragement, so that employees can be grateful when they accept punishment, and then achieve the purpose of motivation. Everyone needs encouragement, and encouragement can generate motivation. Give proper affirmation while criticizing. If you grasp it well, you will become an excellent manager.
Criticism is a very artistic thing. Criticism is limited to usefulness and effectiveness. First-class managers should learn the art of criticism and cleverly grasp the psychological facts of human management behavior. In general, praise works better than criticism. Therefore, criticism should be used with caution, and criticism can only be raised when necessary. Criticism is an art, and a little strategy and method are needed.
Different ways of criticizing people with different personalities should be adopted. The taboo method is single and rigid. For those with higher self-consciousness, the method should be used to inspire self-criticism; for those with more sensitive thoughts, the method of metaphorical criticism should be adopted; for those with upright character, the method of direct criticism should be adopted; for those with serious problems and greater influence People should adopt the method of public criticism; those who are paralyzed should adopt the method of warning criticism. Correct criticism requires meticulous and appropriate criticism. General issues can be criticized face to face, and individual phenomena should be addressed individually. In addition, you can also talk with him in advance to help him improve his understanding, inspire him to conduct self-comparison, make him feel that the spear is not focused on me, and take the initiative to admit his mistakes in the "big environment". Also, avoid simple and crude criticism. Learn to use the "carrot and stick" strategy, use praise when criticizing, or criticize first and then praise.
When criticizing, we must use euphemistic, implicit, concealed, and metaphorical strategies to go from there to the other, use off-strings, cleverly express the original meaning, reveal the content of the criticism, and attract people to think and understand.
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