Workplace Art: Skills To Criticize Subordinates

< p > traditionally, more punishment is used in management, and punishment is used to stimulate employees to work harder and qualified.

Ms. Tan Xiaofang, a famous business management expert, said that as a manager, she must master the art of criticism, and criticize her subordinates' mistakes at face to face, which will only attract the stubborn resistance of the other side, while tactful hints that the other side will pay attention to their mistakes.

Look at the following story: < /p >

< p > the top of the mountain lived a wise man. His beard was white and snowy. No one could tell how old he was.

Men and women, old and young, respect him very much. No matter who meets big or small, they come to him and ask him for some advice.

But the wise man always smiled and said, "what advice can I offer?" on that day, another young man came to ask him for advice.

The wise man still politely declined, but the young people could not keep up with it.

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< p > the wise man was helpless. He brought two narrow strips of wood, two nails of nails and a pinch of screws.

In addition, he brought a hammer, a pair of pliers and a screwdriver.

He used a hammer to see the nails on the wood bar, but the wood was very hard. He was too tired to get in. Even if he broke the nail, he could not fit in.

After a while, several nails were broken by him.

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< p > finally, he clamped the nail with a plier, and hit it with a hammer. The nail went into the wood bar in a twist and twisting, but he also wasted all his efforts, because it split into two halves with the wooden strip.

The wise man picked up the screw, the screwdriver and the hammer. He smashed the nail on the board, then picked up the screwdriver and screwed it up. It didn't cost much effort. The screw was drilled into the wood and it was seamless.

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< p > < a href= "//www.sjfzxm.com/news/index_cj.asp > > wise man < /a > pointing to wood sticks and laughing:" loyalty does not need to be unpleasant to the ear, and good medicine does not need bitter taste. People are fond of admonish and bitter medicine, but they are all stupid people.

So what is the advantage of being tough? People who are angry, listen to people get angry, and finally hurt their kindness. Kindness turns into indifference. Friendship turns into hatred. I live so big that I have only one experience, that is, I never give advice directly to anyone.

When I need to point out other people's mistakes, I will express my opinions and suggestions in a meandering way like screws.

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"P", with the development of society, the progress of management, especially the rise of human based management, the management method of punishment has gradually given out the mainstream position, which has become a "negative incentive" which is relatively unvalued in the theory of management and incentive.

The discussion on punishment has been decreasing in various management books, and it is regarded as a supplementary part of various positive incentives.

And management practitioners and learners are also willing to pursue more "carrot" knowledge, deliberately ignoring the "stick" approach.

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< p > but in practice, the punishment method has never withdrawn from the stage of history, and has never been neglected in practice because of humanistic management.

Tan Xiaofang's punishment is not being touted because on the one hand, the former management pays more attention to punishment than the reward; on the other hand, punishment is in conflict with the humanized management trend of the literal, so we can value it in practice instead of discussing it in a clear way.

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< p > precisely because of this reality, we believe that in the modern management today, we need to sum up the punishment methods in the era of humanistic management, and not let punishment become "underground behavior".

In modern enterprise management, rewards and punishments are all means to motivate employees. However, many enterprises have a one-sided understanding of incentives, and think that as long as they reward employees, they can fully mobilize their enthusiasm and enthusiasm.

Make employees love their businesses and fulfill their duties in their work.

However, rewards do not always have the desired effect, one-sided rewards and many disadvantages. Specifically, the following points are considered: < /p >

< p > < strong > 1, rewards can not be equated with the values of employees.

< /strong > < /p >.

< p > the purpose of the reward is to arouse the employee's specific behavior, so the reward must have enough attraction for the employee, and only in this way can the reward become a motive force.

However, many enterprises often judge employees' work benchmarks subjectively when formulating an enterprise award plan. The distinction between employees' personal values is not very detailed. Therefore, < a href= "//www.sjfzxm.com/news/index_p.asp" > incentive plan < /a > tends to form a point of view -- a standard for all employees.

The reason why employees' reward for employees can't arouse employees' interest is that everyone's values are not the same.

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< p > strong > 2, reward will encourage and strengthen the past successful mode, and lose innovation.

< /strong > < /p >.

< p > success is often rewarded.

Successful experience encourages and strengthens the past successful mode and loses innovation.

Stick to the carrot policy, use the stick to punish the wrong behavior, and use carrot to reward the right behavior.

Just like the stick punishment principle, it only motivates people to do one thing. Like a stick, rewards can make people become empiricism, forming a kind of inertia of thinking, thereby losing the power of innovation.

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< p > < strong > 3, rewards will be unscrupulous.

Human nature is evil and interests will be unscrupulous.

< /strong > < /p >.

< p > reward is an incentive.

But reward is not necessarily the best incentive.

From another perspective, punishment is the best incentive, and the necessary punishment can play an incentive role that rewards can not play.

There are many forms of punishment, ranging from criticism and warning to sentencing or even deprivation of life.

Scientific punishment that violates enterprise rules and regulations, such as criticism, warning, serious warning, demerit, record, demotion, dismissal, retained observation, expulsion, etc.

As for the violation of the law, it is not the topic discussed by the judicial organ.

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< p > strong > 4, rewarding a department or a person may be a punishment for other departments or others.

< /strong > < /p >.

< p > a company's performance is relatively good, the general manager decided to give the marketing department a bonus.

This matter was known by the staff of the production department. They thought, "well, everything is" a href= "http://sjfzxm.com/DESIGN/designer/index.asp" > marketing department < /a > credit.

If we work overtime without bonus, then why should we still work so hard? So in second months, the defective rate, scrap rate and rework rate of the company's products have risen sharply, and the cost has increased.

Is this the purpose of an enterprise's reward? Competition -- Competition -- contradiction makes the team's relationship complex.

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< p > interest is a force that drives people to take certain behaviors. Therefore, the distribution and redistribution of interests will make the relationship between teams more complicated.

A sales manager, in order to create a competitive environment within the Department, decided to implement a competitive management model in the Department, giving additional incentives to the salesperson with the highest sales per month.

But when the highest sales person has difficulty in seeking help from other people in the team, many people will avoid it for various reasons. If the customer calls the person who is rewarded, he may not be told to him, resulting in the loss of company customers, which will damage the corporate image.

Or steal other people's customer information, and even slander their company's salesmen in front of customers... < /p >

< p > Criticism -- more incentive and binding functions are also the most routine means of management.

However, not every manager knows the inner secret of criticizing and praising.

Mr. Huang Ming has a famous saying: "criticism must be carried with praise."

It is a myth.

For example, the following case: former US President Coolidge has a beautiful female secretary. Although people grow up very well, they often make mistakes because of carelessness in their work.

One morning, when Coolidge saw his secretary walking into the office, he said to her, "the clothes you wear today are really beautiful. They are just right for your beautiful lady."

This sentence came from Coolidge's mouth, which made the female secretary flattered.

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< p > Coolidge continued, "but don't be proud. I believe you can handle the document as beautifully as you do."

Sure enough, from that day on, women secretaries rarely make mistakes in handling official documents.

A friend knew this and asked Coolidge: "this method is wonderful. How did you come up with it?" Coolidge said with great pride, "this is very simple. Have you ever seen a hairdresser shaving? He needs to put some soap water on his face first. Why?"

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The story "P" was later called "soap and water effect" by the management academia: it is to focus criticism on praise.

The criticism of others should be wrapped in the affirmative and affirmative speech, so as to reduce the negative effects of criticism and enable the critics to accept their criticism with pleasure.

Miss Tan Xiaofang also learned that there is such a system in Haier's system: the typical "Sinicization" activities such as holding pre class meetings, conducting excellent models commenting, appraising outstanding employees, and so on, and publishing the names of those employees who are backward than before, so that employees of the Haier company in the United States feel unreasonable.

Haier group should pplant the management method that has been formed for many years to subsidiaries in the United States, and first of all, it is faced with obstacles caused by different systems and cultural environment.

How to solve this contradiction? < /p >

< p > If unilaterally emphasizing the implementation of the "Sinicization" management mode advocated by Haier, obviously, it will not work; then, simply respect the local cultural atmosphere and completely change the management characteristics and executive personality of the enterprise, can not it?

The manager thought of a way to reform the way of comment according to the habits of the United States. They made some "Mao Xiong" and "Mao Mao pig". After each commentator, the outstanding employees, the managers praised the public in public, then put the "hairy bear" on his desk as a sign of encouragement, and commented on those employees who were not equal in performance. Later they put the "Mao pig" on the desk and replaced the original solemn and rigid form with such a humorous way. It not only received the encouraging effect, but also made the local staff happy to accept it. These measures undoubtedly played a decisive role in guaranteeing the successful implementation of Haier's internationalization strategy. Later, Haier Group American branch.

Specifically, Tan Xiaofang summed up 15 words to criticize the skills of employees, which is called the 15 character policy of employee critical skills: < /p >

< p > < strong > 1, criticism has method < /strong > < /p >.

< p > as a manager, we must remember that the purpose of criticism is to encourage better.

Criticism is motivated from the opposite side. Some sales executives take criticism as an industry and pick up the shortcomings and mistakes of salesmen.

Criticism should correct shortcomings and improve sales ability, but blindly reprimand may cause sales staff's inferiority and dissatisfaction, or even do not greet people.

For serious mistakes, we need to adopt a formal and open way of criticism. For minor mistakes, we can go to private places.

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< p > < strong > 2, and the evaluation has < /strong > < /p >.

< p > the subordinates should be reproached if they have done something wrong, but they must not give up their excellent performance. They should give proper rewards so that their subordinates can balance their hearts.

After a subordinate realizes his mistake, the manager should finish his criticism as soon as possible. He must know that too much criticism will annoy his subordinates.

Mr. Tan Xiaofang said that when you evaluate your subordinates, you must consider their psychological characteristics, so that you can master the art of evaluation.

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< p > < strong > 3, expect to be sincere < /strong > /p >

< p > some employees may have been very self reproach after a mistake. If the supervisor carefully thinks about the situation, he will only show the seriousness of the matter, which will make the staff feel grateful and become the driving force he is willing to improve.

For example, Xiao Zhang, you are a very motivated young man. I hope you can do better next time.

Xiao Huang, I find your work has improved every time. I am so glad that you can make greater contribution to this department.

Do not belittle these few comments, it will enable your subordinates to feel warm and enthusiastic about your work after accepting your criticism! < /p >