A research company once did an interesting survey.

　　Choose a department of a company, which has 31 people in total. The investigators gave each person a piece of white paper. Ask everyone to write the name of the person they don't like the most. Investigators promised that respondents would never know each other's names, but they would have to write their own names.

　　Soon they finished and folded it and handed it to the investigators.

　　After finishing the statistics on the spot, we found an interesting result: for a person who wrote 13 names at a time, the cumulative number of his big names in the names submitted by others was 11; for a person who did not write other people's names, his name did not appear in other people's notes. People who know how to like others are also liked by others.

　　Investigators destroyed the note in front of everyone and released the results, all of them lost in thought.

　　People are often used to "attributing to the outside" the difficulties and unfavorable situations. A person with a positive attitude can find out the strengths of everyone around him and apply common sense. Popularity is a matter of course. Don't write the names of people you don't like in your heart, because you often lose more when you don't like each other.

　　Make up for the "short board" of subordinates

　　——Huang Liyan (CEO of Leo Burnett group)

　　Our company has a director, first-class business ability, any customer problems, as long as he comes forward, will be able to properly solve. But he has a lot of personality. For example, at a meeting, his subordinates don't know whether he will attend or not until the last minute. If he wants to propose a proposal the next day, he usually calls up all his subordinates late the night before and asks for "all redo". Because of this, his colleagues came to me to reflect that my solution was that as long as he attended the meeting, I would also attend it, so that he would be on time. Slowly, some of his "problems" improved.

　　In many enterprises, talented people usually have edges and corners and personality. How to lead these people? My approach is not to treat people fairly, but to treat things fairly. If we like another person, if he can't do it well, we should beat him; if we don't like this person very much, we should clap our hands sincerely. Therefore, when I was angry with a subordinate, I always forced myself to ask, "think about it! Where is his good place Then, tell yourself: "people can tolerate me, why can't I tolerate others?"

　　Everyone has strengths, and naturally there will be "short boards.". If it's not suitable for customer service, why not let him adjust his strategic planning? The biggest responsibility of a leader is to take one person's strong points to make up for that person's "short board" and build the team into a super strong "barrel". To achieve this goal, we need to appreciate the advantages of our subordinates, and forget their shortcomings, so that we can make the best of our talents.

　　There are responsible managers, responsible employees

　　Wu Dong is a responsible manager. When his subordinates have problems, he never looks for problems in his subordinates first. Instead, he starts from himself to find out where there is any mistake in his work arrangement, so as to cause the subordinates to make mistakes. We will carefully study the errors found and hold meetings to review them, so as to avoid the recurrence of errors.

　　Once, Wu Dong found that there was something abnormal in the document when he was sorting out. This document is to be handed in tomorrow. To revise it, we must start from the first process. Before and after, we need to modify and integrate dozens of processes. At this moment, it is too late for work.

　　Just as he was at a loss, the door of the office was suddenly pushed open. He saw his subordinate Xiao Zhang come in, followed by Xiao Wang, Xiao Mo and all the people in the team. At this time, Xiao Zhang said: "director, I'm sorry, I found that I made a mistake in a receipt after I went back, so I immediately returned. I know that the bill is to be used tomorrow, and can't be delayed." Later, the staff standing behind Xiao Zhang also said with one voice: "it was our fault that we didn't check it carefully, so we made mistakes." All of a sudden, let Wu Dong feel that anything he has done is worth it.

　　Wu Dong's responsible behavior has a chemical effect in the hearts of the employees. Under his influence, the employees are more and more serious about their own mistakes. They are no longer to blame others, but to take on their own.

　　For enterprises, it is fortunate to have such employees, because their existence is the strength that enterprises must have in their development.

　　Diligent in guiding and daring to ask

　　In the face of many "good" managers who dare not guide and require, what is the direction and development of the company? The internal managers of enterprises should be aware of their responsibilities. It is necessary for enterprises to guide and require their subordinates.

　　We must all have such experience: those colleagues in the organization who can't even do basic actions (such as restoring the conference room after the meeting) because the supervisor is too lazy to guide; and the supervisors who pretend to be respectful but actually do not want to make a black face make their colleagues break the organizational discipline again and again and bring pain to others.

　　To be a professional manager, guidance and requirements are the most basic action of management, but also the most strict threshold. Only when you can cross it can you have the opportunity to grow through management