I've always believed: there are no subordinates who can't be managed well, only leaders who don't know how to manage.
Ultimately, management is about two things: managing people and managing
tasks.
If people aren't managed well, problems arise; if tasks aren't managed
well, failure follows.
How to manage people and tasks? It boils down to eight words: manage
people steadily, manage tasks accurately.
Let's explore this together today.
01 Don't overly
concern yourself with others' attitudes
What does managing people steadily mean? It means not being impatient,
not being afraid, and not losing face.
When managing people, we inevitably encounter various problems. For
example, subordinates may be growing too slowly and not meeting expectations,
or they may not respect you, lack motivation in their work, and quit at the
slightest disagreement.
At such times, you must remain steady. The key is to remain unhurried,
unafraid, and unashamed.
1.Remain unhurried
Almost all management problems stem from people issues. When managing
people, avoid rushing for quick results.
Because once you rush for quick results, you're prone to overlook the
natural growth process of talent, resort to crude methods, and often end up
with unsatisfactory outcomes.
Rome wasn't built in a day; you need patience and timing.
So, don't be in a hurry. Do what you need to do, wait patiently, some
flowers bloom slowly on their own, and some things gradually fall into place;
you must have patience.
2.Don't be afraid
What do managers fear? One is the fear of conflicts within the team, and
the other is the fear of employees making mistakes.
Some managers fear conflicts with subordinates. They always say
"okay" no matter what the subordinates do, and agree to whatever
requests the subordinates make. They never have their own bottom line and
always compromise.
Managers grow through conflicts, not harmony. If you always seek
harmony, your subordinates won't respect you, and no one will listen to you,
making it impossible to manage the team well.
Some managers are also afraid that subordinates will make mistakes,
resulting in low efficiency. To get results faster, they may end up doing the
work themselves.
However, if a subordinate never makes mistakes, they may not be doing
anything at the company.
Procter & Gamble even has a rule: if an employee goes three months
without making a mistake, they are considered an unsatisfactory employee.
So, don't be afraid of subordinates making mistakes; give them the
opportunity to make mistakes. Because only then will they learn from their
mistakes and grow.
Of course, if someone keeps making mistakes and refuses to learn, you
don't need to be afraid; you can persuade them with reason, encourage them with
incentives, and if all else fails, take disciplinary action.
3.Don't be ashamed
Losing face means being able to set aside your ego and not overly
concern yourself with others' attitudes.
When managing people, don't be afraid to offend anyone. If a subordinate
makes a mistake, stick to your principles and point out the issue firmly,
rather than trying to cover it up to save face.
Be willing to speak frankly, lead with the ugly truth, explain the
consequences of failing to meet objectives, and urge the team to stay committed
to the goals.
And during the process of managing tasks, also supervise execution
rigorously, correct processes, evaluate results, and make rewards and
punishments clear. Replace or dismiss those who are not up to standard.
By being "unhurried, unafraid, and unashamed," you can elevate
your management to a higher level.
02 Managing tasks
accurately ensures results.
1.Focus on the big picture
Focusing on the big picture means prioritizing major tasks, focusing on
the most important things.
Some managers don't do this; they usually try to handle everything at
once, ending up busier and less efficient, which is essentially being busy for
the sake of it.
According to the Pareto Principle, the most important things account for
only 20%, while the remaining 80%, although the majority, are not actually
crucial.
So, you only need to focus on the big tasks, the key points.
The so-called big tasks are those that have a significant impact on the
results. To judge the importance of a task, you must think deeply, identify the
main contradictions, and understand the essence of the matter.
2.Delegate authority
Delegating authority means empowerment. Some tasks don't require you to
do them yourself; you can delegate them to the right people.
Which tasks can be delegated? A good reference is whether the task or
project will be affected if you're not involved.
So, what kind of subordinates should you delegate authority to? It
mainly depends on two factors:
First, whether they can do it. To successfully complete the work, you
need to find someone among your subordinates who are skilled and experienced
enough to deliver results.
Second, whether they are willing to do it. Capability is one thing, but
willingness is another. If someone is capable but unwilling, don't force them.
If they're capable and willing, they will continue to be self-driven,
constantly seeking solutions to problems.
It's important to note that while delegating authority, you should also
learn to mitigate risks. Mitigating risks means following up on the process,
providing timely help and support, acting as a coach rather than a supervisor.
3.Pay attention to details
Paying attention to details means focusing on critical junctures,
important details, and areas where results can be achieved; you must see things
through to the end.
Paying attention to detail means being able to conduct checks on areas
where mistakes may occur.
By focusing on the big picture, delegating authority, and paying
attention to detail, managing tasks accurately ensures results.
03 In conclusion,
management is about two things: managing people and managing tasks.
Managing people requires steadiness - not being in a hurry, not being
afraid, and not losing face. Managing tasks requires accuracy - focusing on the
big picture, delegating authority, and paying attention to detail, seeing
things through to the end.
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