Management Case: how can we eliminate superior command escalation?

Case Description: Mr. Li is the department manager of the company's technical R & D department. Mr. Cai is the vice president of the company and is also the Supervisor of Mr. Li. Mr. Li has been a department manager for more than a year. Mr. Cai always provides his own R & D opinions or suggestions to the employees of the department in charge of Mr. Li's management from time to time. Although Mr. Cai is a technical engineer, due to the rapid technological updates and the fact that Mr. Cai is not familiar with technical details, Mr. Cai has put forward some comments or suggestions, most employees think that it is either difficult to achieve or keep up with the current technical situation. Mr. Li, as the department manager, asked the Department staff to work according to Cai's opinions and suggestions for a long time in order to prevent Mr. Cai from believing that he did not obey the instructions of his superiors, department employees think that Mr. Li is only Mr. Cai's "microphone passing" and does not play the role of department manager. Therefore, Mr. Li's degree of attention is not high, and his department's performance is average. Mr. Li is also worried about the current situation: He does not follow the advice of Mr. Cai and worries that Mr. Cai has his own opinions. If Mr. Cai's opinions are followed, the employees are unacceptable. How can we bring Mr. Li out of the current predicament?

Case Analysis (for reference only): There are two main reasons for the phenomenon in the case: (1) Mr. Cai is not at ease with Mr. Li and worries that if he does not intervene in the specific affairs of the R & D department, problems may occur. (2) Mr. Li's R & D department has not yet made achievements or achievements that reassure Mr. Cai. Therefore, we can start from these two main reasons to find a solution.

Solution (for reference only, he cares more about the results and effects of our work. Therefore, Mr. Li can communicate with Mr. Cai. Before Mr. Cai prepares to directly give his own opinions and suggestions to department employees, he should first clarify the requirements and requirements of Mr. Cai, then, based on the goals that Mr. Cai expects to achieve (of course, Mr. Li and Mr. Cai reach a consensus), they will use their management capabilities and adopt a method that the team is willing to accept, then, tell Cai Zong the result. If Mr. Li gives the results to Mr. Cai every time, after a long time, Mr. Cai will not go beyond the command level, and he will rely more on Mr. Li's management to achieve his goal. In addition, as a middle-level manager, you must grasp the role of a bridge between the upper and lower layers. Therefore, even if the boss directly gives instructions and requirements to the team members, you can make appropriate changes (of course, cai Zong, a technology-based employee, has a certain technical complex that Mr. Li needs to understand and respect. He tries his best to implement and execute in a team-recognized manner. Of course, as a department manager, be sure to have the courage and confidence to promise to the boss, and then strive to fulfill their commitments and gradually improve, so that the boss can better recognize them than simply saying what you want. In addition, Mr. Li can think of ways to reduce Mr. Cai's chances of attending Department meetings, so that Mr. Cai's direct instructions can be reduced (but the premise is that Mr. Cai's requirements on the work of the Department must be clear, then, you have the ability and confidence to fulfill Cai's requirements ).