Praise subordinates must be fair and just

지난달

Managers praise employees, which is also a reward that employees expect. Managers' praise is actually a kind of spiritual reward to employees, which of course also needs fairness and justice.

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Because some managers can't get rid of the shackles of selfishness and prejudice, they praise the employees they like, but they can't see the achievements of the employees they don't like, and even attribute the collective participation to themselves or an employee, which often causes dissatisfaction among other employees, thus intensifying internal contradictions. Such managers not only fail to sum up experience, but also fail.

To praise employees fairly, managers must do the following:

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1.Praise employees with shortcomings. Some employees have obvious shortcomings, such as poor working ability, discord with colleagues, contradiction with leaders, etc. These shortcomings are generally hated by leaders.

In fact, people with shortcomings need praise more. Praise is a kind of power, which can promote employees to make up for deficiencies and correct mistakes. The indifference and disregard of leaders will make these people lose their motivation and strength, which will not help solve the problem. People often think that people who are praised by leaders should be people who don't have many shortcomings. If they are praised by leaders, they should get rid of their own shortcomings, which can be consistent with the praise of leaders. Colleagues can't give their opinions after reading them.

2.Praise employees who are better than themselves. In modern society, there are all kinds of capable people, and there are also many employees in many units who are "meritorious". Some employees surpass managers in some aspects, thus putting managers in an unfavorable situation. Small-minded managers can't tolerate these people, and they can't praise these strong people or those who exceed their strengths, which is unfair.

3.When praising, we should have a good sense of proportion. It is common for managers to make friends with employees, and each manager has several proud employees, who are not only happy in work and cooperation, but also have similar interests. Praise such employees to be impartial, to grasp the discretion, not to praise too much, and not to dare to praise.

If the leaders praise too much, they will praise as soon as they have achievements, and praise a few words as soon as they are happy. Love is beyond words, and it is easy to cause dissatisfaction among other employees. It's not so much towards the employee you like as hurting him. Some managers are afraid that others will see that they are closely related to an employee, so they dare not praise them. This is also a wrong way, which will affect the enthusiasm of employees.

4.Don't attribute the collective credit to one person. The work achievement of the unit is often the crystallization of the wisdom of the employees and the collective leadership, and is the result of concerted efforts. It is unfair to praise the collective when evaluating merit and reward.

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When some leaders report to their superiors, they often attribute the collective credit to an employee they favor, which is unwise. Other employees may give back such information. If this leader is at odds with his superiors, his superiors may investigate and collect evidence, which will reveal the truth sooner or later. Therefore, when managers praise employees, they must grasp the discretion and be fair, just and reasonable.

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