Learning to be responsible for both directions _x000D_

Your relationship with your boss and your subordinates may be the most challenging if you consider the difficulties you face at work.

Many managers are both implementers and victims of hierarchical relationships. To subordinates, we must exert their initiative, but sometimes we have to use the logic of command and control to achieve teamwork; to superiors, sometimes we must conceal the truth, suppress personal opinions, and avoid conflicts to enhance our image of loyalty and positive contribution , looking back but still depressed.

This bad hierarchical relationship leads to many bad outcomes: communication is difficult, teams fail to work together, blame each other, problems are not resolved, employee morale is affected, and even corruption occurs, people treat their bosses as a pay raise , the only basic principle for obtaining good job appointments and career development. This has led to a decline in management efficiency.

"Two-way Responsibility" attempts to solve this problem. The author's goal is to rearrange the current relationship pattern to form a two-way accountability system, so as to achieve honest and equal cooperation between superiors and subordinates. Two-way means that helping each other in achieving company goals is everyone's duty, employees are accountable to their bosses, and bosses are accountable to employees. Responsibility means limiting self-interested needs that can cost others.

But the book seems to be trying to please everyone: decision makers, managers, subordinates. As a result, the author's starting point and the writing of the whole book are not clear enough, making it difficult to grasp the main context.

In fact, for a manager with a boss on top and employees on the bottom, the best way to try to change the manager-employee relationship in the organization is to start with himself. Therefore, we might as well start with a manager. to make some choices about the content and see what parts of the book can help.

Responsible for subordinates

Managers should establish a good relationship with their subordinates. The following points can be used for reference.

1. Take responsibility for helping subordinates succeed by providing them with the information they need to do their jobs competently. Especially when a subordinate encounters setbacks or other difficulties, help him perform his job duties, rather than just blaming, controlling, and ordering.

2. Promote teamwork. Ensure relevant voices are heard, different viewpoints are discussed, and steps are taken to help subordinates express their views and achieve team goals.

3. Active communication. Don't guess what other people are doing, ask them. Proactively ask subordinates for their perspectives and try to understand the root causes of different perspectives. Identify disagreements before taking action, and provide for open and honest discussions. Explain the decisions made. The effectiveness of management depends on people being able to express their views candidly without fear that speaking the truth will adversely affect their jobs, salary, appointments or careers.

4. Establish a responsible mechanism. It is necessary to establish a clear and clear organizational chart, to give corresponding powers to those who are responsible; to give others the means to supervise those in charge.

5, boost morale. Positively face setbacks and believe that employees have the conditions for extraordinary performance. When someone is not behaving as you expect, be sure to ask and have a good understanding of how the other person perceives and describes their situation before expressing your views and opinions about it.

Accountable to your boss

Always doing what your boss says doesn't necessarily lead to positive results. With reference to the following principles, you can approach a win-win situation.

1. Active work.

2. Try to express your opinions as frankly as possible. When you notice that your boss has different opinions, you should ask questions, and seek the root cause in an open-minded and open spirit.

3. Seek advice from your boss before making a plan. First understand the boss's views and goals before doing your own work. This is completely different from acting on your own without knowing the boss's views. The boss will subconsciously evaluate subordinates based on their standards.

4. Respond positively to the boss's comments. The goals set by the boss are at the core, but in the process of implementing the goals, take actions that you think are beneficial to yourself and the company.

5. Take the initiative to ask all the questions and ideas that trouble you. For problems that are difficult to solve by yourself, don't solve them all by yourself, but get the cooperation of your boss and let him help you solve the problem. Your boss's job involves paying attention to your development and providing the conditions for your personal effectiveness and success.

The author proposes that no matter which party you are building a good relationship with, you must first understand two basic facts of human nature. First, never expect anyone to see and feel exactly the same as you. Second, only when you understand the underlying logic of a person's suggestion can you evaluate the soundness of his suggestion.

As the author mentioned, two-way accountability is not a panacea to solve all boss and subordinate relationship problems, the author's intention is only to propose some solutions to the problem, the specific role will depend on your role, courage and actual situation Depends. And while these suggestions seem basic, they are not easy to implement. In my opinion, the author's wish to eliminate hierarchical relationships in organizations is difficult to achieve, but based on the advice he provides, it seems possible that good hierarchical relationships are still possible.

"Two-way Responsibility", by Samuel Calbert, John Ullman, Xinhua Publishing House January 2005 first edition, 29.00 yuan.