Trust you will not be unfamiliar with, the combination of carrots and sticks, hitting one slap and then giving a date, every day in Chinese enterprises internal performances countless realistic cases. Whether traditional governance or modern governance, it seems that this "flip hand cloud cover hand rain" method is enjoyed by many managers. Many leading guides teach us: we must not go straight, but take a turn, or make an angle, never go straight, otherwise, either hurt feelings, or lose face, or create estrangement. In their view, "the shortest distance between two points is a straight line" is said to those who do academic work. They think that what makes sense theoretically and logically does not necessarily work in management. They interpret Deng Xiaoping's reform policy of "feeling the stones to cross the river" as "regardless of the process, only look at the result; regardless of the mechanism, all look at emotion; regardless of the method, all depend on determination". Under such strategic guidance, some enterprises have become "performance first, principle second", "result first, system second" in terms of personnel use. As long as they can create performance, no matter how the person is, they can be used first. In the eyes of some managers, the reason why the method of combining carrots and sticks, hitting one slap and then giving a date works is not based on the shaping and cultivation of people, nor based on the company's system and culture, nor based on long-term performance, but simply for short-term performance. Thus, "playing Tai Chi" has become the most enjoyed management art for leaders, just like Wu Jingzhong, the head of the Tianjin Military United Station in "Buried", he shared the "art of being a boss" with Yu Zecheng: the instructions and management to subordinates should not be clear, but "ambiguous", let subordinates guess, let subordinates compete for power, should not be too enthusiastic, nor too cold, only in this way can the boss "sit steadily in the command tent". Therefore, many "good employees" often mention a reason in their resignation interviews: every time they hit one slap and then give a date, I always don't understand whether I did it right or wrong in some things, because the leader always praised me first, and then immediately criticized me, I really don't know how to do it next time. I don't want to be "used" anymore (I'm not someone else's tool), I don't want to guess what the leader wants anymore (did I do it right or wrong), I don't want to suffer from "mental harm" (no standard, the leader sometimes says I did it right, sometimes says I did it wrong, this will lead to mental confusion in the afternoon), finally, I want to give the company a suggestion, can't the certain leader not adopt an "ambiguous" attitude in management? This will hurt the employees! Finally, the "good employee" votes with his feet - choosing to leave. This is similar to some situations that often occur in love: A young talented Mr. D has lofty ideals, kind heart, and abundant talent, winning the favor of countless beauties, and even some girls actively pursue this excellent man. But this young talented Mr. D feels that Miss A is very good, despite not being his type, but it's hard to refuse; He thinks Miss B is also very good, but the only problem is that she speaks little, but since she warmly invites him, it's hard to refuse; He feels that Miss C has the best personality, speaks the most, is well-educated, and is his type, so they should continue to interact and grow. Thus, while carefully kindly Mr. D interacts with these three girls, one day, Miss A suddenly scolds him as a liar Inner Mongolia Erdos Talent Network, because she thinks Mr. D is also interacting with Miss B and Miss C, if he had directly told her he didn't like her from the beginning, it would have been better; Miss B also scolds him as a liar, because she thinks Mr. D is also interacting with Miss A and Miss C, if he had directly told her he didn't like her from the beginning, it would have been better; Miss C also scolds him as a liar, because she thinks Mr. D is also interacting with Miss A and Miss B, since he said he liked her, why does Mr. D still respond differently to the kindness of Miss A and Miss B Inner Mongolia Erdos Recruitment Network, instead of refusing? If we say Miss C is equivalent to the "good employee" in Mr. D's heart, Mr. D neither gets the satisfactory Miss C, nor escapes being scolded by Miss A and Miss B, eventually earning himself a nickname of "rich kid + public lover" (here meaning sarcasm), but still hasn't found his other half. This is why many companies cannot retain "good employees". When a company, employees do not know what kind of behavior is "black" and what kind of behavior is "white", under the situation where there is no distinction between good and evil, the so-called corporate culture and system, from the perspective of employees, loses its reference and standard for behavior. This ambiguity in systems and culture, plus the ambiguity in leadership style of corporate leaders, leads to the final departure of "good employees", and high employee turnover rates are normal. The "Tai Chi" management style of leaders, on the surface, neither hurts employees' feelings nor damages face, but precisely this apparent "impartiality" makes it difficult to achieve true "harmony". All leaders know that compared to average employees, which costs more in management, and which creates higher performance for the company, once a company is full of mediocre employees, the company's "high performance" becomes nonsense Inner Mongolia Chifeng Recruitment Network. Therefore, either be enthusiastic, or be cold, but please don't be "ambiguous" to employees; either focus on people, or on matters, but please don't lump people and matters together; either criticize and correct, or encourage and praise, but please don't praise first when criticizing, and criticize first when praising! The biggest cost in management is ambiguity. Once all employees need to guess what the leader wants, office politics become unavoidable, and the "art of being a boss" often forces "good employees" to leave. Please stop using the methods of managing 60s and 70s employees to manage 80s and 90s employees. As "public transparency" increasingly becomes their belief, the Three Kingdoms-style "strategy" management art, and the Water Margin-style friendship management approach have become outdated. Finally, I want to ask, as a leader, will you still choose to manage employees "ambiguously"? This article comes from: From the magazine placement strategy of the new BMW 7 series, see how enterprises do magazine marketing - _260+www.zp-nmg.com Seven major golden laws of brand strategy management _1866+www.zp-nmg.com 2010 annual summary of bank business department _5149+www.zp-nmg.com