7 months, 1 week ago

The first thing that needs to be clear is that encountering subordinates who are more capable than themselves should be a happy thing. For managers, literacy and educating people are important manifestations of leadership.

The subordinates' ability is stronger than themselves, and in most cases will be reflected in the technical level (business ability), such as:

You are the technical director. When you are conquering technology, your subordinates often propose a better solution than you. At this time, your situation is a bit embarrassing;
You are the editor-in-chief, you need to ensure that the editorial department outputs more explosions, but the data of your own articles is flat, and the subordinates often write out the explosions. At this time, you will have no confidence in making suggestions;
You are the sales executive and lead the team to do the performance, but in a quarter, the performance of each subordinate is better than you, and you will start to be unconfident and doubt your ability.
In a situation like this, many managers are often trapped in situations when they encounter subordinates who are better than themselves. They always feel that subordinates are threatening themselves and fear that their status is not guaranteed.

In fact, it is completely unnecessary.

For managers, the more important abilities include, technical skills, interpersonal communication skills, and planning and coordinating capabilities. These three complement each other and are indispensable to managers.

However, as you take up different levels of positions, the proportion of the three will change, and as management positions rise, the proportion of technical skills becomes smaller and smaller, and your planning and coordination capabilities become more and more important.

For example, when you are only a grassroots manager, it is technical skills that can reflect your abilities; but when you become a middle-level manager, your planning and co-ordination skills are dominant, and you only need to master the essence of technical skills. This is especially true.

Therefore, many times, subordinates are not well managed, but managers do not jump out of the pattern, limiting themselves to the technical level, while ignoring other parts.

For managers, if you can go further, you should strengthen your comprehensive ability, especially communication skills and planning and coordination capabilities, and technology can be safely handed over to better technical personnel. This is the pattern that managers should have.

If you have been unable to solve your own knots and keep an eye on the technology, it is an internal loss for yourself, for the team and for the company.

Therefore, when you encounter a subordinate who is more capable than yourself, you will recognize this fact generously. This is nothing wrong with it.

As a boss, if you know how to subdivide the ability and value of your subordinates, you also know how to use people.

How to maximize the value of your strong subordinates?

1. Understand the attribute lattice, to inspire him, not to suppress it blindly

I saw that some people mentioned that the subordinates were suppressed. In fact, this is a very unwise method. Suppressing subordinates will not only play a role, but will cause subordinates to resent and reduce their enthusiasm.

Of course, if the subordinates rely on their own ability and are proud of their possessions, they really need to be in charge and constrain them.

But the best way is to first understand each other's personality, communicate with them, let him understand and understand your ideas, to reach a consensus. If there is a clear problem with the other party, you can encourage it first, then inspire, and continue to look down.

2. Let the subordinates clearly know the team direction and goals, make plans and execute independently.

Many times, the task was given, and the subordinates did not reach their expectations, or even the difference, because the subordinates did not understand what the purpose of doing this was.

The same is true when managing subordinates who are more capable than their own:

1 let him know why

Why do it, let the subordinates know what they are doing or plan to do things, and how it relates to the strategic goals of the company. It’s not just a matter of doing things right, it’s okay to get paid.

Let the subordinates know why they are working hard and let him feel the challenge of the work.

And if he doesn't know what the purpose of your work is for, or if he doesn't understand what problem he is trying to solve, then he is likely to feel discouraged, feel that work is not motivated, what the boss says, what to do, why always It is to arrange for me to do some work without technical content and so on.

2 Appropriate decentralization, so that he can control his own plans

Subordinates with certain abilities can decentralize their rights after clear objectives.

For example, let him control his own rhythm, inspire his potential as much as possible, and do his job well. This will not only allow him to gain a sense of accomplishment and satisfaction, but also maximize his value and help you maximize team performance.

3. Require regular reporting of work and provide corresponding feedback or suggestions

As mentioned above, it is necessary to decentralize the right, but at the same time as decentralization, the subordinates must report their work regularly, otherwise the subordinates will be relaxed or unable to control.

You can set a few key indicators, let the subordinates report the work according to these key indicators, and then ask questions about his report, especially if you have doubts or dissatisfaction with the data, ask the reason (follow the question until you are satisfied) And then based on these, provide guidance and feedback.

In short, let him know where the place is not done and what is the place to be modified or improved.

What needs to be emphasized here is that the key indicators must be dynamically changed. It is not necessary to keep dying for an indicator, but to make adjustments according to specific situations.

4. Give emotional care

This is very understandable. In addition to giving him a sense of satisfaction at work, he also emotionally feels caring.

For example, to achieve KPI, do not praise more subordinates, encourage him to do boldly.

For example, in addition to work, there is a certain concern in life.

In short, a good leader must know how to allocate resources to make good use of talents, instead of being obedient and afraid of subordinates stealing the limelight.

Smart leaders will not recruit a few more capable subordinates, strengthen their own teams, and maximize their performance.


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