Learning to accept the mediocrity of subordinates is a compulsory course for managers

As a manager, your department must make good personnel reserves and ensure that no one leaves the team, the team will not lose its chain.

Managers must have the awareness of "security reserves for personnel".

1. The people who use their strengths are available in the world

Managers must be responsible for their goals, and any changes in personnel must be controlled within a controllable range. Every employee must know exactly how many years he has worked in the company, how many years he plans to do, and what his future plans are. This tests whether the manager gets along well with his employees.

When a manager gets along with his employees, he should be both a colleague and a friend. I remember a long time ago, there were five people in one department of our company, and three people suddenly left, and the company's performance declined sharply.

Whose question is this? It must be a matter of management!

Remember that managers should conduct a good inventory of employees’ talents in advance, understand what their abilities are and what they are good at. From other perspectives, it is more important to take stock of talents than to take stock of other things.

Only by sorting out these things can the team operate better. What is most afraid of is that managers use other people’s shortcomings. Remember there is a saying that if you use people’s strengths, the world is available; if you use people’s weaknesses, the world is no one to use people.

It is the manager's duty to dig out what everyone is good at. Because the employees you cannot find are all geniuses, you must learn to accept the people below mediocre.

2. The company's bottleneck is the bottleneck of talent

How to break the bottleneck?

You have to find a way to train them and train them into talented people. This will become inevitable, otherwise your department will not grow, which will make it difficult to achieve department goals.

The bottleneck of startups is actually the bottleneck of talent. Every manager must turn himself into someone who can cultivate people, which cannot be escaped, which requires managers to quickly become talents. The boss is a talent, and he can turn managers into talents. Managers can quickly turn ordinary people below into talents, so that the company can break the deadlock.

In short, management must make the company operate smoother, and any action that hinders management must be solved. As managers, we must give the team a place where we can perform our skills.

I have met before. The manager noticed that a subordinate has a problem with his values. After observing for three or five months, there were still problems. Even after heart-to-heart talks, there was no change. Then don’t let the moji be fired quickly because he is consuming your life and your opportunity cost.

If such an employee does not leave, there will be no better and better employees coming in. All managers need to do is to end it quickly. Whether it is for him or the company, learning to open people is also one of the essential abilities for managers. Of course, we need to break up peacefully, don’t make things messy, don’t complain.

There are employees in companies who have bad values ​​and have never been able to improve their abilities. Another type is that their values ​​are very positive, but they are stupid. This depends on whether they can teach them, whether they are voluntarily learning, and whether they have self-motivation. If they really don’t do it, they will not be willing to change, and they have to be replaced.

When I reach my 40s, I find it difficult to make a stupid person smarter. If you arrange something, you have to say it five times. If you focus this time and energy on an excellent person, the benefits you will generate may be 3-5 times.

Some junior managers, the more stupid the subordinates, the more lazy the person they are, the more they will talk to him and teach him methods. And because he is very good, he doesn't have to worry about him, and he basically ignores him for three months and six months.

This is all wrong. There is a principle in management, that is, time must be placed on excellent people, not on bad people.