Can You Manage Your Ambitious Subordinates?

Anyone who wants to motivate and motivate everyone should start with understanding his psychological motivation. This is the source of everyone's motivation. Otherwise, all your methods and evaluations may be biased, ineffective or even counterproductive.

Let everyone have their own prairie, have their own value to reflect, your organization will naturally be on the road to success.

How to put people in the right place? Excitation He started knowing his psychological motivation and set him a good place.

Motivation starts with insight into motivation.

　　 Research: "strong desire for power" is more leadership.

People usually think that employees are very consistent with the goals of the organization, so they do not need to pay attention to people's psychological motivation. Psychologist David McClelland and his colleague David Burnham disagreed.

They believe that managers have three important motivations in their work: achievement needs, power needs and affinity needs. People can be divided into different types according to different motivations and the strength of inhibition. Those who have strong power motivation and inhibition, and weak affinity motivation managers are usually the best. Their direct subordinates have a stronger sense of responsibility. They can see the goals of the organization more clearly and are more team spirit.

What factors make or motivate a person to become an excellent manager?

Most people think that they want to be able to do things more efficiently and efficiently. But in fact, because of their commitment to self improvement, they always want to do more things on their own. At the same time, we hope to get external evaluation and feedback in time. However, the reality is that managers can not accomplish tasks alone, and because of empower others to do so, it is impossible to get personal feedback soon.

Psychologists have studied the management of some large American enterprises. The conclusion is that managers at the top of the company must have strong need for power and actively establish their influence on others. However, this need must be guided and controlled so as to bring benefits to the whole organization in which managers are situated, rather than to enhance the personal power of managers. Besides, the need for power of top managers should be greater than that of people who want to be welcomed.

　 Managers need "little ambition".

At all times and in all countries, successful "ambitious masters" are numerous. They have exerted their power to the extreme. They have also achieved others and organizations in accomplishments. Why do people still have strong intentions for people who have strong desire for power? The answer is very simple. People prefer people like themselves. This is also the reason why managers usually do not want to be confused with employees, but managers often feel that they feel different from each other. Because similar psychological motivation, it is easy to form similar values, consciousness and behavior, and naturally more speculative.

In fact, only those who have desires for power are more likely to have power, just as people usually say that only those who love money are more likely to become rich.

Li Yong is an enterprise. Sale Executive director. The transformation from a business star to a manager has changed a lot in his duties. He can no longer participate in the sales of the first line. His bonus and commission depend entirely on the performance of his subordinates. After six months of promotion in Li Yong, the company started the mid year summary, while the assessment and evaluation of Li Yong was not satisfactory, especially the staff's evaluation of Li Yong was beyond imagination. In the eyes of his subordinates, Li Yong was unwilling to empower him and always participated in sales (though he did not compete for performance), so he could not see his subordinates' performance, and seldom gave them encouragement or criticism. This is no big deal for the 80 or 90 employees who grew up in praise. {page_break}

When the boss finds Li Yong's talk, he is also suffering from agony. His employees are not diligent, do not learn, or use their brains. In the final analysis, the boss found that Li Yong was more concerned about self actualization and timely evaluation. In order to achieve better performance, he naturally pays close attention to personal matters. His delegation is relatively small. It also naturally causes team morale to go down and enter a vicious circle. Although Li Yong worked hard, he could not get the approval of his superiors and subordinates. He himself was also depressed.

Obviously, Li Yong is a typical example of a strong desire for achievement but a lack of power. He is not suited to be a manager. In reality, such managers must be in the minority, and even the management can not perceive his "harmfulness", not only to the team, but also to the manager himself.

Then, if a person's "achievement needs" can not make a good manager, then what motivation is important? Psychologists have concluded that over 70% of the managers in morale are more motivated than ordinary people. And "power motivation" is not the act of giving orders, but the desire to have strong influence. The most important determinant of morale is not whether managers' power needs exceed their achievement needs, but whether their power needs exceed their welcome needs. Nearly 80% of good managers have stronger power needs rather than popularity. Among the bad managers, only 22% of them have stronger power needs. They are easy to become "compatible managers". A strong motivator can not be a good manager, because an affinity manager usually has a tendency to appease offenders, which makes others feel unfair to himself.

　 Power is not always selfish.

Maybe you think it's a bit of a sounding voice. But in fact, the power motivation of good managers is not directed at seeking personal power, but to better serve the organization and achieve organizational performance oriented.

At the same time, people with strong desire for power and strong control usually have stronger organizational consciousness. They are easily promoted by others and take on more positions. They have the desire to serve others and are more temperate. Just like psychologists found, excellent managers score highly in two aspects of power and inhibition. Therefore, the desire for power is an indispensable trait of good managers.

The study also found that the importance of power in management has been belittled by fearful individualism. But in fact, management is a game of influence after all. Advocates of democratic management require managers to care more about employees' personal needs instead of asking managers to help employees complete their work.

Therefore, if executives find your managers interested in power games, don't worry too much that they will be independent. On the contrary, the power driven managers will inspire the morale of their subordinates rather than blow their confidence.

Feng Kai is a sales manager of a company. Although he is indifferent, it does not affect his influence. Because at the critical moment, he always brings the team back to safety. In particular, a while ago, when the company merged with a peer company, the team was caught in a merger and split position. Feng Kai's efforts to save the team from the company's position in the company. Although employees also have some opinions about Feng Kai's independence, it is not a good thing for organizational efficiency. No swinging policy and floating direction makes people work very simply and efficiently. Feng Kai's boss realized the problem and reminded him that he must have moderate flexibility: to be a leader, he should also be a good mentor and coach.

Power does not mean "doing nothing" but means more responsibility and overall view: how to achieve organizational goals, how to better mobilize the enthusiasm of participants, and how to turn power into a beneficial tool for achieving performance? The essence of rights is responsibility, which should not be high sounding, but true faith and action. Only the boss who has this belief will win the respect of his subordinates and help him achieve his achievements. Such power will naturally be extended to leadership. Even if he no longer uses or possesses power, it will also affect others, even his whole life.

This is the best power owner. If you can turn power into real leadership and influence, you will succeed.

When you professional manager When the power motive is strong, and temporarily unable to give him power, what should the manager do? {page_break}

　　 How to achieve high quality ambition

As a business manager, how can you see where your manager wants to go? Try some of the questions that psychologists set up: how much time it takes to perfect things, or further improve work efficiency (achievement needs); how long it takes to build and maintain friendly relationships with others (affinity needs); how long it takes to consider exerting influence on others (power needs). The answers to these three questions can directly reflect the tendency of their motives.

So, how should managers manage and motivate managers with strong desire for power?

　　 Let power equal power.

The power given to the outside world will be overdone or overruled, and only the right to have non conferred power can be a long-term and motivating factor. But people with strong demand for power often ignore this truth.

The reason why people value power is that the power can bring themselves the platform to realize their ideas. But if there is no power, we can realize our own ideas and values. Do people still greet power? The answer is self-evident. If managers can set up an atmosphere in which everyone can be a leader in a team, then the power will no longer be so popular. Just like many times, people buy cars and luxury houses only partly to prove their abilities. As a manager, you have to be the one who waken the dream - the influence is your real power, to practice your inner strength! Of course, this requires a subtle process.

In many foreign companies, people seldom call titles, but usually they call English names and names. They seem to have no elders or inferiority. In fact, they send a signal to employees: everyone is equal partners and colleagues, and posts represent only your responsibilities.

Like in millet Inside the group, there are no jobs except seven founders. So everyone is working at the center of things. People's mentality is usually not suffering from unfairness and injustice. If everyone is the same, engineers are all product designers for customers, so that people will forget a lot of distractions. People's power motivation will gradually change into achievement motivation, or will naturally eliminate people with strong motivation. When it comes to self value and how to improve products become the first requirement, the achievement motivation at that time will naturally create more creativity and vitality for the organization.

At the same time, it will make employees realize that your influence and leadership will outweigh any power. Everyone can have equal opportunities to win the support and recognition of the team, and get higher salary and honor, and such power is the most reliable.

　　 When power loses its prerogative

Just imagine that when power means more hard work, no longer privileges and aura, but just a kind of responsibility to bear more responsibilities, how many people will be greedy for power? And those who still choose power, we have reason to believe that he is a man with higher career ideals. Psychologists believe that power is a basic motivation for people to act and interact. In order to better survive and develop, people must establish various social relations effectively and make full use of all kinds of value resources. Therefore, it requires people to have an effective influence and restriction on their own value resources and the value resources of others, which is the fundamental purpose of power.

Therefore, in order to make full use of the collective value resources and make it represent the collective will or interest, it has stronger abilities and moral requirements for leaders. Why is it that in some teams, everyone is working overtime every day, and the result is still bad? Don't think your employees are not good enough, but usually managers do not consider how to do things less. Because when everyone is tempted by more things, they can't concentrate. Too many job titles, job promotions and so on will not only make employees work well, but also make employees more aggressive. Some enterprises will give up the 360 degree examination, part of the reason is that they do not want to focus their attention on interpersonal relationships and concentrate more on performance. {page_break}

As an executive of an enterprise, is it possible to create this kind of "enterprise first" corporate culture? In a sense, it can determine the strength of managers and employees' power motivation.

　　 Insight into his psychological motivation

As a manager, you need to evaluate employees' attention to achievement, affinity or power and the degree of inhibition they show.

American psychologists have conducted a survey to clarify the leadership style of managers. They divide the different processing results into six management styles: "democratic", "affinity", "leading", "guiding", "compulsory" and "independent". Then the manager is asked to comment on the effect of each style and choose a style that he likes.

One of the ways to judge the efficiency of managers is to ask their subordinates. According to the survey, at least three subordinates of each manager were questioned according to six indicators. They were: the number of rules and regulations required by supervisors; the number of responsibilities they felt; the importance of departmental performance indicators; the number of rewards for subordinates or the number of punishments; organizational clarity of departments; team spirit. Managers with the highest scores in the morale of their subordinates (organizational articulation score plus team spirit score) are regarded as the best managers and have the most ideal motivation mode.

In our daily management, how many managers regard these two aspects as the focus of work? How many people are so smart? This also clearly reflects the maturity of managers. Psychologists give the standard of management maturity, which is of great reference value: the primary managers rely on the guidance and strength of others; the second stage is mainly interested in autonomy; the third stage wants to control others; in the fourth stage, there is no selfish desire, hoping to serve others selflessly.

It can be seen that the maturity of managers determines the strength of people's desire for power. Therefore, this is why more mature managers, managers with rich experience and experience are more likely to win the favor of employees.

　 Dare to authorize him.

As a manager, please understand the expectations of your subordinates. You should not only pay attention to what you can give him, but also how much he accepts. Giving him what he does not want will be of no avail, or even counterproductive. At the same time, managers should pay attention to the real value of their subordinates' work motivation, instead of always thinking "what is he want to do? Too greedy." as a manager, your small team leader is the most important executor, and how to communicate with him effectively, understand what he wants and what you can give, you will be more likely to get positive results.

At the same time, some competent managers may not be promoted to high positions, but in this position he can do well, so authorize him to do something. When he finds out that there are so many things and challenges in this position, will he still adore power? Most successful leaders have one thing in common, that is to limit their scope of work. That is to say, a successful leader must be a person who can make the most of his subordinates' abilities.

Therefore, from the beginning of management, conscious power should be moved down, which will make the center of gravity closer to the grass roots and more easily arouse the enthusiasm of subordinates. The lower the center of gravity of an object is, the better its stability, like tumbler, is its principle enlightening to leaders? Sometimes, the power to delegate to him is more attractive than position power.