There is a saying: you are not as good as people, and people look down on you; You are better than others, and others envy you; Only when you are much taller than others will he see your aura. Next, I will show you how to manage disobedient old employees, hoping to help you.
I am a newly promoted department head according to my performance and ability, but two employees in this department are older, have outdated knowledge and can't keep up with the job requirements, but like to put on airs. How should I manage such employees?
Answer 1
Zhang Jianshe (editor-in-chief of China Computer News)
I worked for 3 years in an enterprise transformed from the information center of a ministry, and tried hard to reform. I encountered many nails and finally closed down. Later, he presided over the overall work of a Ministry for five years and adopted a "moderate" management method, which brought the stability of the team and the growth of performance. The same characteristics of the two are that most employees have worked for more than 15 years, and the social service is 20 years. Moreover, most employees have certain backgrounds and backgrounds, and at least they are more convenient to get in touch with superiors than me. The management methods of the latter are shared as follows:
First, no layoffs, no adjustments. Promotion to department head based on personal performance and ability benefits from the recognition of leaders, but the former colleagues may not be convinced. For the new supervisor, the first task is to eliminate the spread of resistance and rumors, that is, to reduce negative energy, and then start a new business and seek positive energy.
Second, the old are useful and productive. Carefully analyze the advantages and interests of old teams and employees, and arrange some businesses that you are willing to do and can do according to your own strength within the company's business framework. On the one hand, it prevents the elderly from "having nothing to do", on the other hand, it makes the elderly consciously "get what they work for" and avoids selling at a low price.
Third, delay urgent matters and do good things quickly. It is not possible for a new official to take office with three fires. Winning the trust of the team is the first step of the long March, and only by opening up new business and new achievements can we convince the team. First, we should make full use of "group wisdom". The process of communication is the process of team wisdom collision, and the process of group wisdom convergence is the process of decision-making publicity. Second, keep your word, keep your word, and announce the phased results as soon as possible, so as to avoid being related to the "original sin" of the team's selection of supervisors because of trivial failures.
Fourth, always be grateful and turn a blind eye to "bad habits". Old colleagues are inevitably proud of their achievements and efforts, but their loyalty and good expectations are precious. The new supervisor must be grateful and praised, and play the loyalty card. For some illegal misconduct, it is best to turn a blind eye and turn a deaf ear, because "clear water means no fish."
In short, the new leader has the courage of the new leader and the old team has the advantages of the old team. The politician-style management of courtiers after courtiers has damaged the long-term development of enterprises. The head of the new department should tolerate the old team, integrate the new team, explore the wisdom of the group and form a joint force of business.
Answer 2
Zhu Feng (Juli Enterprise Management Consulting Company)
This situation exists in an enterprise. It should be said that the managers of enterprises are more kind, tolerant or tolerant.
For such problems, we should first respect the older employees in some usual behaviors, and do things and deal with problems in an appropriate way. As a manager, you should be fair, just and selfless. Don't do things according to your own needs and psychological needs, but have the spirit of self-sacrifice. As long as it does not involve issues of principle, it can be tolerated. In this way, they will generally recognize you, accept you and support your work.
Answer 3
Wang Jianhua (Beijing Hejun Consulting Group)
A colleague of mine jumped from consulting to enterprise and visited. He is under 30 years old. After jumping to the enterprise, he served as a senior management cadre, managing 80% of employees five years older than him, and managed it well. I asked him how he did it, and he summed up nine principles for me: make a strategy, work hard and get on the road.
1. Make a strategy. Analyze everyone's personality weakness and see if they eat "soft" or "hard" respectively, so that you can have soft and hard strategies for different employees. Take care of, praise and praise those who eat "soft"; For those who eat "hard", it is necessary to analyze the shortcomings of his work, throw more questions at him and give him a "scare". Of course, these problems must be considered systematically.
2. Work hard. You must be willing to work hard. "The mountain is high to do things, and the sea is deep to be a man." Be modest and don't take the lead in doing things.
3. hit the road. Don't spread the stall too big in the early stage. "short-term benefits, long-term results", focus on one or two things that can produce results relatively, consolidate them, and make results, and others will naturally take your knife.
Answer 4
Zhu Xianwen (Weibo)
Help them find a pit suitable for their survival, or find a pit to bury him.
Answer 5
Zhang Yibo (Weibo)
Respect them, but cultivate new and reliable forces.
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