How do you tell your subordinates that they are not doing a good job?

Share a little personal experience, do not dare to say how good they are when the leadership, but at least I brought the subordinates are more like me.

1. Avoid cognitive errors

Most of the time, your subordinates are not doing well, or the work done is not up to your mental expectations, often not a matter of ability, but because they do not know "what is really good."

Most of the time, what subordinates think is good, may be only 60 points in your eyes. And what you think is good in your eyes, your subordinates may not even hear it.

This is not a question of ability, it is purely an eye-opener. The reasons for the impact of the vision are very much, can be born, can be experience, can be geographical reasons, and so on. So when you realize that you and your subordinates have cognitive errors, the best way to do it is to "show him" or "show him what you've done in the past, and tell him some simple tricks." ”

Generally speaking, the above behavior is two times three times, and will not take you too much time, but can let you have a right-hand man. However, if two times three times is not enough, you can think about whether you teach the wrong, your subordinates are not good/like this, or he can not understand, the last may be your subordinates ability not/attitude.

Of course, if you do not know what is good, what to do, then I think you and "quiet" chat will be very good.

2. Be honest

If cognitive errors do not exist, and your subordinates know what is good and realize that they are not doing too well, then my personal advice is "frank".

Tell him or her frankly that this is a bad thing, you're not satisfied, what you expect is good, what you think is wrong, and then ask him to give you a new one and tell you when you can get it.

However, this is not finished, you also need:

Tell him/her frankly that this is a slightly flawed thing. You think you can do better, you can choose to let him tell you where is not good/what you think is not good, what can be modified suggestions.

Tell him/her frankly that this is a good thing to do, and maybe you can do better next time.

Is

Tell him/her frankly that this is a good thing to do and that it is good in every way and that it is encouraged and kept.

Tell him/her frankly that this is a great thing to do, especially the good points, and even how well you do it, and whether a similar situation can be replicated.

See, in fact, you need to use a frank way to tell him what your criteria are. And when your subordinates know your standards, they will be better able to make a good thing out.

But it must be noted that your criteria must be effective, quantifiable, and not easily changed. Otherwise, your subordinates are constantly affected by your standards, and because of some quantifiable reasons to change a practice, the impact on your personal reputation is not conducive to the long-term development of the work-of course, the main changes will appear to you particularly incompetent/no credibility.

3. Do not easily let your subordinates back the pot, even if it is really his fault.

Most of the time, your subordinates are wrong, cause a lot of problems, most of the time also because of their own teaching problems, or the distribution of their own work is inappropriate, but also may be the entire workflow is not, although the personal reasons may be some, but if the blame on the subordinates, it is absolutely wrong.

So the best way to do this is to take responsibility for it in public and, in private, how you can train your subordinates.

(Note that I'm talking about most of the time, so extreme, individual cases don't have to go out and say it once.) ）

Remember, most of the time, in public, the more you maintain your subordinates, the more conducive to your work. The more you throw back the pot to your subordinates, the more damaging your credibility in the team.

Shut the door and scold. Outside, people scold your employees, in fact, is to scold you teach.

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These three, probably can solve most "subordinates do not do" problem.

However, if your subordinate special oil, especially unregulated, or particularly unreliable, you are not in large enterprises/State enterprises such as inconvenient to fry the place-it will be more comfortable to change subordinates.

Try to cultivate every reliable person, for the reliable person, you in the training of pay will have a corresponding harvest. For the unreliable subordinates, kicking off is not bad ~ ^_^