Managing "Distance Between Leaders And Employees"

The distance between leaders and employees is almost a natural fact.

But whether we really notice this phenomenon and manage it effectively will affect the effectiveness of leader management.

Today, a case happened around me triggered some thoughts.

Share with you.

Today, when an employee was assigned a task, he accidentally discovered that TA was chatting with MSN.

This is nothing unusual and fussy.

But what interests me and is what I think is the content of the dialog box. What she is discussing with another colleague is precisely me.

I didn't take a close look at what the discussion was about, because it didn't matter.

However, this discussion has triggered some thoughts on how to manage the distance between leaders and employees.

1, there is no doubt that there is a natural distance between leaders and employees.

The employee I asked for work is also an employee I value highly and have many in-depth exchanges with.

However, this is not the point I want to emphasize.

I would like to emphasize that as a leader, we must be soberly aware of the fact that no matter how close you feel to your employees, this distance is always far away from the distance between employees and employees. Moreover, communication between your employees and employees is never more frequent and more widely spread.

Of course, there are many reasons for this fact, for example, the natural gap between authority and power, the busy nature of leaders, the lack of leisure time to chat with others, the leader's personality and so on.

2, what is the thinking of managers and leaders from the above facts?

I think the most important point is: as a leader, no matter how important or trusting you feel about an employee, or how close you want to be close to him or her, you must always be alert to what you want to say, what you want to express, what to say and what can not be said.

Especially when it comes to evaluating other employees in the face of TA.

Because you don't know what kind of way you communicate with TA among employees.

After all, each person's understanding and judgment standards are different.

Moreover, when employees are discussing, they often do not know the circumstances, prerequisites and intentions of these words, which is likely to distort your meaning and bring some results that you do not expect.

3, of course, we should not, or should not, let employees talk privately.

It can't be like the ancient emperor WANG: "the defense of the people is better than the prevention of Sichuan".

Historical experience has proved again and again that the arguments for Jian are always blocked.

It would be much better if effective guidance could be implemented.

Therefore, as leaders and managers, what we need to do is:

First, face reality and accept the objective facts of its existence.

When communicating with employees in a private way, be careful in choosing topics and ways of expressing them.

(3) if we want to advocate things openly, we should use public voice to express meaning.

Of course, information needs to be pmitted by means of Jian channels.

(4) a gentleman is honest, but a villain is always worried.

To be objective and fair in your work and to be magnanimous in your heart, you will not be afraid of other people's arguments.

Because justice is in the heart.

You can't get everyone to be satisfied with yourself or be able to meet your own requirements.

However, as long as enough people can do that, that is enough.

The only thing left to do is concentrate all of your energy and do what you should do.