90% of managers have misunderstandings.

Mr. f is a good hand in business. With superb business and outstanding performance, he was promoted to a leadership position. At first, everyone agreed with him and supported his work.

But with the passage of time, Mr. F found that people no longer seemed to support and cooperate with his work as they did at the beginning, and team management seemed to encounter some problems. He tried to make changes, strengthen power, strengthen communication, improve rules, straighten out relations, and so on, but the situation did not seem to change much, but it was counterproductive.

Mr f can't figure out what the problem is. As a senior employee who has been in business for decades, he thinks that he still has some management experience and has nothing to say about his business level. He is only in charge of the person in charge and the team. There are some things that are really unclear.

Mr. F has several misunderstandings about the manager and the leadership team, which most managers may have, and he is not aware of its irrationality and problems.

Trying to change each other.

As a workplace practitioner, the youngest is 20 years old and the oldest is 60 years old. People of such an age group are basically stereotyped in temperament, personality, habits, thinking, morality and taste, and can no longer easily change. As the saying goes: it is easy to shake mountains and rivers, but difficult to shake human nature.

In daily work, whenever employees and managers have different views, requirements, expectations and practices, our managers' first thought is that they are right and ask each other to make changes, so as to be consistent with themselves. This is the case with Mr. F mentioned above.

This is actually universal, whether you admit it or not. Managers always think they are right because of overconfidence, grasp of power, flattery to others and other reasons, so they try to change employees (rarely change themselves), and often this change is difficult to achieve satisfactory results.

Restrict, not guide.

Managers and leaders have mutual tolerance, but there are also essential differences. Jun F is a manager, but not a leader. Many managers often have a misunderstanding that they try to manage and restrain their employees, but in essence they still regard employees as unruly and unruly individuals.

Managers often manage employees through rigid systems and rigid constraints. In fact, it is definitely not a constraint, but a guidance, which is a positive guidance, to truly achieve the goal of motivating employees and optimizing their performance.

Everyone has great flexibility and creativity. It's hard to really control it. Don't try to do such a stupid thing. As a leader, not just a manager, you should guide employees more than restrain them.

Require absolute loyalty.

An employee in Mr. F's team works part-time in his spare time. Mr. F was very unhappy when he found out, thinking that the employee had not devoted himself to his work, so he talked to the employee and the two sides broke up in discord.

Many of our managers have this kind of thinking, thinking that employees should work and work hard for the unit wholeheartedly when they get the salary of the unit. As long as they do the opposite, they are considered disloyal. This view is actually out of date, the times are changing, and this view should also be changed.

Nowadays, "slash" people are everywhere in the workplace, and the phenomenon that a person finds multiple jobs and plays multiple jobs can be seen everywhere, especially after the 1980s and 1990s. Part-time job may be just one aspect, and there are others, such as hiding personal family information from the organization (except those that need to be declared), unwilling to participate in group activities, having their own views and opinions on the development of the organization, and so on. Is considered disloyal and needs to be corrected. This is actually a misunderstanding and must be abandoned as a leader.