Leaders should not take care of everything, but sometimes adopt the strategy of "watching the fire from the other side" and let their subordinates solve their own problems in order to improve their abilities.

Subordinates hope that their leaders will not only have outstanding talents, but also have excellent strategic planning and decision-making ability, have the demeanor of a general, be lenient with others, be strict with themselves, not be partial, not to hold on to others' mistakes, but also to be humane, but also to play an exemplary role in work.

As a leader, you need to master the good use of harshness and emotional input. If you are too harsh, your subordinates will think that you are unkind and lack understanding, resulting in rebellious psychology, negative slacking, and unwilling to do results; Excessive emotional input will make you appear weaker and lack the deterrent power you deserve, and your subordinates will not carry out your orders or instructions effectively or even turn a deaf ear.

There is a lot of work you give to your subordinates to complete, and you can't have the energy to ask them one by one, so the results are often not consistent with your expectations. As long as things work out and don't mess up, then it's necessary for you to be appreciative.

Keane is a manager at a securities firm in New Jersey, USA. Although he is very young, his business performance is better than that of many operators who have been in the securities industry for many years, and his subordinates are also shrewd and capable of completing their own business well. Keane's job is to coordinate the deployment and do a good job in the macro grasp of the entire company. Many companies tried to poach his assistants from his side, but none of them succeeded, and they seemed to be glued together as a cohesive group.

So, are he and his assistants more capable than others in the securities industry? We can tell the details from Keane's own account:

"A lot of people think that our employees are very good, but that's a big mistake, and a lot of times, these stunned guys make a mess of the work they've been given, and the customers are very unhappy with them, and I have to put down my job to fill the hole for them. Sometimes I think, what am I doing here? It was a thankless effort, and I even wanted to fire them, but in the end I held back my temper.

Don't think I'm going to forgive them for that, I'm going to criticize them so badly that I'm going to say they're useless. But I'm still going to give them the work to do, and I'm still going to do it to their old clients. You have to take care of the trouble you cause, that's the principle I instilled in them. If anyone feels that they can't do it, then they can quit, and I won't stop it. I will give them my praise and compliments when I see fit. As for material rewards, I'm also good at it, I let them choose for themselves who should receive material rewards, and their election results tend to be roughly in line with my imagination. ”

Therefore, when dealing with subordinates, don't be too accommodating to them, but adopt the practice of watching the fire from the other side, and let them make up for their own mistakes and correct them.

"Watching the fire from the other side" means that when those who often make something out of nothing and play right and wrong, when others have contradictions and conflicts and fight with each other, they can adopt the attitude of "sitting on the mountain and watching the tiger fight" and "the fisherman profits". Once both sides lose and the situation develops in their favor, they take action and easily achieve their goals.