Do it, and you'll be able to lead your team

Chapter 4 How to evaluate, the team members are willing to accept

Objectively and accurately communicate evaluation results

When the leader communicates the results of the annual evaluation to the team members, no matter whether the results are good or bad, he must not use ambiguous, vague or circle-wrapping expressions, and he must speak directly when he has something to say.

Originally, the purpose of conveying the evaluation results to the team members was to enable him to grow better in the future and let him realize his own strengths and problems that need to be corrected.In short, the purpose of evaluation is to let him develop in a better direction.

Therefore, leaders need to accurately communicate the evaluation results to team members.If the evaluation result is relatively poor, which may be far lower than the member's own expectations, the leader may be embarrassed to speak up.However, if the leader prioritizes the feelings of the members because of face, he may use ambiguous and ambiguous expressions to convey the evaluation results to the other party.However, doing so will not help members grow better, nor will it be beneficial to future work.Failure to point out problems directly will be detrimental to individual members and the entire team.

Ambiguous expressions often cause the other party to misunderstand and even become proud, which is really harmful but not beneficial.

Therefore, when the leader communicates the evaluation results to the team members, he must be aware of "direct expression", "accurate communication" and "future-oriented expression".

Many leaders mistakenly think that communicating the evaluation results to team members is telling them the scores "A", "B", "C" or "1", "2" and "3".However, it is meaningless to just tell the other party "bluntly" and "accurately" the "result".

As a leader, you must first tell the members why he got such an evaluation result, and then discuss with him which aspects can be developed in the future and which aspects need to be corrected. In this way, the work of conveying the evaluation results can be considered as real. .

As mentioned earlier, at this time, the leader needs to combine the goals of the company and the team with the work content of the members, and convey the results of the evaluation to him.

Communicating evaluation results is a valuable communication opportunity between leaders and members.Clever communication methods can give members a clearer understanding of the organization's vision and goals, thereby further stimulating his enthusiasm for work.

Tips for bringing a team:

Rational truth-telling coupled with reasonable suggestions can help team members grow better in the workplace.

Leaders give credit to team members

Working in a team for a long time, you will experience various situations, sometimes the work goes smoothly, and sometimes there will be mistakes.Only a leader who always implements the principle of "The credit belongs to the team members, and the mistakes are my responsibility" will everyone be willing to work with him, and the team members under him can also achieve greater growth.

When I was young, I met a great leader.When I was working under him, I once made a mistake because of my negligence, and this mistake was discovered by the customer and complained to us.

And my leader, whether in front of the client or after the client left, never blamed me for that mistake.He always said: "Because I didn't check carefully, I made mistakes and caused losses to customers. I am very sorry!" The leader took all the responsibility for the mistakes.

At that time, I had two thoughts in my mind.First, it was obviously my mistake, and I will never make such a mistake again in the future, and I must be serious and responsible for my work (compared with directly criticizing me, it makes me feel more uncomfortable if the leader has suffered and apologized on my behalf); second, I I want to be a leader like him in the future.

However, this sentence is easy to say, but it is difficult to do.Later, when I was a team leader, I once blamed the member in charge of the work when I encountered a work error, and when faced with customer complaints, I also shifted the responsibility to my subordinates.Looking back and thinking about that experience, I really feel that I was too immature, and I feel very regretful about my inappropriate actions.

Not a few leaders blame their team members for their mistakes in front of clients or their bosses.Such a leader takes the work of the entire team as "his job" when things are going well, and then shifts the blame onto team members when things go wrong.Please think about it, who would want to work with such a leader?

"Achievements are the result of Mr. A's hard work", and the credit should be given to the team members.And the fault, even if it is just a typo, "is also my dereliction of duty as a leader."Only a leader with such a broad mind can rally the entire team around him and move forward bravely towards a common goal.

Tips for bringing a team:

It is really not easy to lead the team to experience, but once it is done, the team cohesion will exceed your imagination.

Praise is timely, specific, and heartfelt
When leaders evaluate the work of team members, "praise" and "praise" are very effective methods.Because everyone hopes that others will recognize their own value. When people are praised and praised, they will work harder and want to make greater and more contributions to the team.

However, empty and general compliments like "You are very good" and "You are very good", but it is difficult to make people feel sincerity. "Praise can make subordinates grow", now this has become a method of cultivating talents recommended by various business books and magazines, so many leaders have begun to use praise as a weapon.However, if it is just empty words of praise, it will be seen through by subordinates immediately—"The leader is just praising me on the surface according to the theory."The result will be counterproductive.

There are several modes of clever praise methods.

It can be roughly divided into "thank you", "moved" and "respect".When the leader really feels that a member has done a good job at a certain point, he can use the following ways to praise or praise.

When using the "thank you" method to praise someone, simply saying "Thank you!" is enough.

The "moving" praise method is to express the moving of yourself, your boss or customers, such as "I am so happy that you can do such a good job", "the customers are very moved and say that they will let you serve them next time".

The "respect" praise method can say "can you teach me next time", "it seems that I really can't do to your level". (By the way, even young members with junior qualifications still have a lot of respect for us in their work. Leaders must be good at discovering these shining points. I often say to my subordinates: "I am as young as you At the time, I couldn’t think of an idea like yours.”) Tips for bringing a team:

Praising others is not an easy task, and bad praise will have a counterproductive effect, so it must be from the heart and divided into levels according to the actual situation.

Leaders should combine the language of praise with the specific work of members, and should express their praise to members in a timely manner, preferably on the spot.The best way to recognize the value of a team member's actions or work is to praise them in a timely manner when they do a good job or make progress.

When you discover the shining points of team members, as a leader, please don't be shy and express your praise boldly.And, try to be as timely, specific, and heartfelt as possible.

Indirect praise, build a good reputation for the team members
As a leader, in addition to direct praise, you can also praise him while the person is away.Such indirect praise will eventually reach the ears of the person concerned, and the result will definitely greatly stimulate his enthusiasm.

"Praise from people around you" is helping the person establish a "good reputation".

Specific methods of indirect praise, for example, in front of many outsiders, praise the person concerned based on specific work, saying: "She completed that work. When I worked with her, there were many moments that moved me" or "In ... In terms of work, he can be said to be unmatched in our company", etc.

For one's own work achievements, if you always promote it by yourself, it will become showing off and bragging, which will only have a counterproductive effect on establishing a good reputation.At this time, it is time for the leader to come out and play a role. The leader should help team members publicize their achievements.Consciously and constantly praising your members in front of others is the best way.

"I heard that Mr. A is very good at...." "Yeah, I heard that too." Like this, making Mr. A's deeds the topic of everyone is to help him establish a good reputation.It is the responsibility of a leader to help his team members establish a good reputation in the outside world.

Moreover, when the leader praises his team members behind his back and reaches the ears of the parties involved, the parties will definitely be touched. Enthusiasm into the new job.

In this way, a virtuous circle is established in the whole team. The leader helps the team members establish a good reputation in the outside world, stimulates the enthusiasm of the members, and makes better achievements, which can improve the image and reputation of the whole team. Word-of-mouth has also brought the team one step closer to the goal.

Tips for bringing a team:

Praising the team members is actually praising the team and yourself as a leader, so that the team members, yourself and the team have entered a virtuous circle and serve multiple purposes.

Leaders Shouldn't Nag

Leaders should communicate more than compliments to team members.

No matter what kind of leader you are, in the process of working with team members, you will definitely encounter times when the members' work fails to meet your expectations.At this time, the leader will inevitably say "you should do this" or "just work harder in that direction".

There are even times when the leader sees a member making obvious mistakes or disobeying instructions, the leader will be furious, and he can't wait to criticize him: "What the hell are you doing!?"

When encountering such a situation, the leader must control his emotions, calm himself down, give priority to the mood of team members, and not blindly criticize the other party or put forward his own opinions at will.

Generally speaking, in the process of members' work, the leader should try to raise as few opinions as possible.Even if you want to make a comment, you can only give a maximum of one comment at a time.

If the leader has several things that he can't stand, he should also rank them in order, and only mention the most important one.Other opinions, wait for the next opportunity to put forward.Otherwise, putting forward a lot of opinions at once will cause "indigestion" to the other party.

In addition, turning over old scores like "you have made the same mistake before" is absolutely prohibited.Because this is just a preaching to vent emotions, it is not good for the growth of the other party.

When the leader enters the "preaching mode", there must be a line of words that keeps appearing in the minds of those being preached, that is "please spare me"!
It can be seen that nagging and preaching not only makes it difficult for the other party to accept their opinions, but also will be labeled as a "mother-in-law", which will make the leader's prestige among team members plummet, no matter how sincere the leader's attitude is. , how correct the opinion is.

Tips for bringing a team:

If there is a lot of dissatisfaction with the work of the team members, only one opinion is raised each time, and I will raise it next time I have a chance.

The more we think about a person, the more we want to say to him.This is the reason why the father's speech at his daughter's wedding is usually very long.

However, the more you value a person, the more concise and focused you must be when conveying ideas to him.

no need for cheap sympathy
The leader will decide his treatment and position allocation according to the performance of the team members.During this process, some leaders tend to be emotional and say: "In this way, he is too pitiful." However, when leading a team, such words as "poor" must never be said.

Because "poor" is just a judgment based on subjective feelings.

If a leader thinks that a team member is in a "poor" situation and treats him relatively favorably, then it will bring "poor" results to other members, which is extremely unfair.

For example, at the time of year-end summary, a member has received the lowest evaluation for several consecutive years. If the leader considers him "poor" for this reason and raises his evaluation to show appeasement, then, from From another point of view, it will definitely lower the evaluation of one or some other members relatively.In this way, wouldn't those members who were "received" be "poor"?
As another example, an individual on the team was given the opportunity to work abroad.However, the team leader and the personnel department privately judged that "he is newly married, and if he goes to work abroad alone at this time, he and his wife are too pitiful" before consulting him.So he gave this opportunity to others.Just imagine, if he himself knew the truth, how would he feel in his heart?
There is another example that happened to me in reality. When a team leader was considering his successor, a strong candidate was a female subordinate who had just returned to work after maternity leave.However, someone around her made a suggestion and said: "If she is the team leader, she will be very busy, and the child will be left unattended, and it will be very pitiful." However, after consulting her own opinion, she readily accepted this. task, because there are old people in the family who help take care of the children.

Tips for bringing a team:

Although compassion is a good thing, it is not suitable for leading a team. Fairness and objectivity are more important here.

In this case, if subjective "sympathy" is used as the standard of judgment, it may appear that it temporarily helps the person concerned, but from the results, it will bring negative effects to the people around or the person concerned.Therefore, cheap sympathy is not necessarily good for anyone.

All in all, judgments must be made on an objective and calm basis.

If you can't explain the reason, don't blindly promote
Seeing team members who are working hard, leaders will always have the idea of ​​​​"I should give him something in return" emotionally.Especially when that member has worked for many years and is approaching the promotion period, the leader wants to promote him even more.

However, the more this is the case, the more leaders should keep a clear head and use objective facts as the standard of judgment.

If you feel that a member of your team is working very hard, the leader wants to reward him, and if you really promote him because of personal feelings, it may be able to temporarily stimulate the other party's work enthusiasm and loyalty to the leader, but otherwise On the one hand?It is likely to hit the enthusiasm and loyalty of other members around.This is something that leaders must always remind themselves of.

Furthermore, such a promotion is also a temporary incentive to the client. As time goes by, the gratitude in his heart will fade, and after getting used to the current position, the enthusiasm for work will gradually disappear.It can be seen that the incentive effect that the leader hopes to get will not last for too long.

Of course, I am not saying that exceptional personnel changes such as "extraordinary promotion" must not be implemented.As long as a clear explanation can be made based on objective facts, exceptional personnel changes are also allowed.

For example, "He has made remarkable achievements in... work, so I want him to challenge this position, so I decided to make an exception and appoint him as ××." As long as you have a convincing reason, you can make an exception for promotion. (If the person being promoted cannot perform the job well as expected, then let him give up the job and replace him with someone else who is capable.) , then he will definitely have problems in his new position, and he will have to adjust personnel urgently at that time, which will be troublesome.

It would be an unfortunate outcome for him, for the team, and for the company as a whole, and the leader who promoted him would be accused of favoritism.

It can be seen from this that favoritism in personnel matters is a very harmful thing.

Tips for bringing a team:

Promoting people needs to be fully considered, and it will be more troublesome when you find that you have made a wrong choice.

Make up for "unfairness" with correct ratings

In a team, most of the work is concentrated in the hands of capable people, so that other people with the same salary are very idle.As soon as the off-duty time comes, it can be clearly seen that some people are still immersed in their work, and there is no suspense to continue working overtime, while some people have already packed up and can rush out of the company at any time.

From the point of view of getting off work, it is quite unfair in the company.And those who were assigned more jobs were sure to complain as well.Suppose you were a leader and they came to you to complain, what would you do?

It is often said that work is inherently unfair, and it appears to be so.

When encountering this situation, the leader should use the correct evaluation to make up for the "unfairness" in the work.

However, if at this time, the leader praises his work with personal feelings or the intensity of the other party's requirements, then it is typical to put the cart before the horse.

Evaluation should be carried out objectively based on results.Some people who have made achievements in their work receive lower treatment just because they are junior or young. For such people, their willingness to work and satisfaction can be improved through praise; Good performance, but now there are no results. For such people, criticism can be used to urge them to make progress.In this way, objective and accurate evaluation becomes a tool to achieve "fairness".

On the other hand, just because someone never works overtime should not lower their evaluation.Some people always leave the company as soon as the end of working hours, and some female employees even leave early to take time off to take care of their children. However, many of these people have outstanding achievements in their work.I know quite a few people like that.Although some female staff leave early to take care of their children, they will get up to work again at night after the children fall asleep.Therefore, the superficial and formal work attitude cannot be used as the main basis for evaluation.

There are also some people who attend all the meetings and often work overtime in the company until late at night in order to become "familiar" with the leaders. Of course, as for what they do overtime and how efficient they are, there is no way to investigate.Leaders cannot give them a higher evaluation just because they have a good impression of them.

By the way, the evaluation basis I mentioned - "results" refers to the ability to be exerted.

Although some people have abilities, but they don't take the initiative to display them, they cannot be included in the objects of praise.Moreover, people cannot be evaluated simply on the basis of "numbers".Some people happen to be assigned to a team with good performance, but he personally plays very little role, so when evaluating him, specific issues must be analyzed in detail.Although some people's team performance is not good, but he is responsible for the most difficult job. At this time, the leader cannot lower his personal evaluation on the basis of the poor performance of the team as a whole.

Based on objective facts, accurately evaluate the work results of team members and put forward guiding suggestions for his future work. This is the meaning of evaluation.Don't be annoyed, let me reiterate that different evaluation methods will make a huge difference in the enthusiasm of team members.

Tips for bringing a team:

To evaluate team members, we must look at both "results" and the conditions for their work.Try to evaluate as fair as possible to keep the team members consistently motivated.

(End of this chapter)