In your day-to-day work, it's hard to maintain a good situation, and maybe just when you're about to breathe a sigh of relief, a dilemma suddenly arises. It will catch you off guard and be jaw-dropping. Experienced leaders, on the other hand, are relieved by:

First, how to deal with the phenomenon of constraints. Increasing the transparency of a leader's activities can effectively reduce many distractions, thereby reducing the probability of constrainment. Increasing the transparency of leaders' activities is aimed at reducing the gray phenomenon in leaders' activities and is therefore measured. "Excessive" or "inadequate" will likewise cause unnecessary trouble and induce new passive blockages.

Therefore, it is necessary to increase the transparency of leaders' activities. It gives the masses a "bottom" of the leader's activities, thereby reducing the factors that hinder the leader's activities. It has made the leadership work openly under the supervision of the masses, digested the constraining factors that may arise after the decision has been made and incorporated into the process of supervision, and reduced the situation of being constrained by others in the course of implementation. It satisfies the self-esteem and democratic rights of the led, and reduces the complexity of the leader's work.

Originally, some constraints could be resolved as long as the leader took the initiative to communicate before they occurred, but because the leader did not do a good job, it led to some unnecessary disagreements and put himself in a situation of resistance. It can burden leaders and lose themselves; Others try to cover up their mistakes, leaving them unstoppable. In such a situation, it is impossible for the leader to work boldly, and it is impossible to boldly correct the mistakes of his subordinates. In this way, not only will the leader lose himself and his hands and feet will be bound by mistakes, but it is also likely to form a bad atmosphere in the unit that dares to make mistakes, and the leader will be powerless in the face of this situation.

Second, how to ensure that the rules are reasonable. Rules are made by people, but often the rules are one, but they turn around and trap people. In other words, when the rules were first formulated, people racked their brains to come up with them, but after a period of time, they became out of touch with the actual needs, resulting in all kinds of defects. It will take a considerable amount of time and effort to amend them, and people will continue to stick to the rules and fall victim to them.

In short, a supervisor must always pay attention to whether his or her own rules are unreasonable or unrealistic. Once such a situation is discovered, it is necessary to show courage and carry out reforms in spite of difficulties, and this point must not be overlooked.

Third, how to deal with "internal strife". The reasons for the sudden resignation of a large number of employees may be due to: unfavorable rumors spread within the company; The head of a department pulls his subordinates to change jobs; There are fierce factional struggles within the company; A supervisor did not do his job well, causing his subordinates to resign one after another.

For the first item, the leader must first identify the source of the rumor and plug it. For example, a staff member of the accounting department found that the company was losing serious money, and notified his colleagues to find another way out. Or it is rumored that the boss emigrates, intends to sell the company, etc.

After blocking the rumors, you should immediately explain the actual situation of the company to the employees, such as the company's performance last year was not good, but it is still confident in the future, and the company has sufficient funds, so it will not lay off employees, etc., to reassure people.

If it is the second item, for some important supervisors to leave, he should be required to ensure that the company's customers or employees will not change jobs for a certain period of time, so as to ensure that the company can continue to operate normally.

As for the third item, in the case of factional struggles, it is necessary to summon the leaders of the factions, severely reprimand them for their personal struggles, and reiterate that if the situation does not improve, the leaders of the factions must be removed from their posts.