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Police Officers' Instructions

2008/9/10 10:01:00 41813

Why?

Because it is equal to pfer responsibility!

Whenever you meet your subordinates, they say to you, "manager, I have a question to ask you for advice."

According to your habits, he will listen to him to introduce the problem in detail.

The first case: you immediately answered questions from your subordinates.

If the matter is not handled properly, you may criticize your subordinates for their ineffective work. The answer you receive will be: I asked you to do this, and you have confirmed it. You can't blame me.

The implication is that the responsibility lies with the manager himself.

The second case is: you didn't answer your subordinates' questions at once, but think about them first, because you are busy with your work.

If this is the case, you will find that your subordinates are up to two legs and have nothing to do, because he is waiting for your reply.

If the answer is not fast enough, the subordinates will follow up the work he has assigned, and even blame you for not paying enough attention to his problem.

Don't think subordinates really don't know how to deal with problems. He just doesn't want to take responsibility.

Asking for advice is equivalent to shirking responsibility.

Careful analysis shows that it is harmful and harmful to solve problems, which makes them busy, but subordinates have nothing to do and complain about their superiors.

Subordinates do not have to think about problems and directly look for superiors when they have things.

Without the initiative and responsibility of work, let alone the potential.

Not only can not improve the ability of subordinates, but also a long time, subordinates will feel that there is no sense of achievement in their work.

What is more frightening is that some subordinates will also play the opposite role and do not cooperate with their superiors.

Because they want their superiors to fail. Only when their superiors fail, can they have the chance to reuse themselves.

A good manager will immediately ask, "what do you think of this matter?"

Or "you want three solutions to discuss with me again".

If your subordinates have proposed a plan, please continue to ask, "do you have any problems with time, personnel, equipment and so on?"

If the subordinate's answer is no problem, ask him to make a commitment immediately and provide specific implementation steps.

When subordinates propose a plan, even if the supervisor thinks it is very good, never say, "good!"

No problem. I agree with you.

If so, subordinates will think that the manager has approved, even if there are problems, the responsibility is not on their own, and the problem is the supervisor's problem.

If a person does not take full responsibility, he will not go all out.

Only when the subordinates put forward their own proposals and promised that their subordinates will take all the responsibilities, will he do his best to accomplish them conscientiously.

Otherwise, the confirmation of a superior is equivalent to a lower responsibility.

In fact, when authorizing subordinates to deal with them, they can not only train their subordinates' ability, but also create greater value for enterprises.

General electric appliance president and world first CEO Jack Welch said: "in general, we are usually used to tell others what to do or even how to do it, and the other side also receives all, but not much.

But since we authorized our employees to manage their own businesses, we were surprised to find that they had done a lot of things that executives didn't call them.

The role of empowerment is that it is a way to develop employees' potential. In the past, improving productivity is the responsibility of managers. Now it becomes the responsibility of all employees, and enterprises are more productive and executive.

No wonder people say: in the enterprise, the company pays for my labor, in fact, it can completely use my brain, and do not pay any wages. "