How should you control your subordinates and employees? The successful experience is: you should hold Zhong Kui's sword with a mother's hand. That is to say, you should usually be caring and humane to your subordinates, but when your subordinates make mistakes, they must be severely punished and never soft. In this way, we can unite our subordinates, give them a sense of trust in the company, and work towards a common goal.

1. Learn to praise subordinates

【Social Rubik's Cube】

Even in the best, most loving, and purest of relationships, sycophants or compliments are indispensable, just as anointing oil is indispensable to make the wheels slippery.

—Leo Tolstoy

The reason why encouragement and praise can have a profound impact on people's behavior is that it satisfies the needs of people's self-esteem, attaches importance to the role of praise, and appropriately praises subordinates, which is one of the effective management methods of leaders.

There is a chef who is good at cooking roast duck, but his manager is stingy with a compliment, which makes the chef feel sad. One day, a guest found that the roast duck had only one leg and complained to the manager. The manager was very angry and asked the chef to explain what was going on, and the chef smiled and said, "Our duck is originally a leg!" The manager naturally didn't believe it, and the two came to the backyard together, only to see the ducks lying on the ground resting, only one leg was exposed, the manager slapped it, and the ducks were so frightened that they hurriedly ran away! The manager said angrily, "Don't they all have two legs?" The chef was calm: "Manager, that's because you applauded, they showed their other leg!" That's when the manager understood what the chef meant.

Everyone needs praise and spiritual encouragement, and a person always wants to understand the results, quality, and social feedback of his work as soon as possible after completing his work.

A compliment will bring a satisfying and pleasant emotional experience, give people encouragement and confidence, and make people keep doing this way and keep trying.

At the same time, people need to adjust their behavior by understanding the feedback as soon as possible. Consolidate and carry forward the good aspects, and overcome and avoid the bad aspects. If the feedback is not timely and things change, the praise will not have much effect.

Generally speaking, high-level needs are difficult to satisfy, and praise is partially satisfied. It is an effective intrinsic motivation that motivates and sustains initiative and motivation to act. Of course, as a means of encouragement, it should be combined with material rewards. Behavioral science research suggests that the effect of material encouragement will decrease with the time of use, especially if the income level increases.

There is a story of a golden banana that is quite instructive. In the early days of Foxboro, a life-threatening technological transformation was urgently needed. Late one night, a scientist took a prototype that actually solved the problem and broke into the president's office. The president saw that the idea was so ingenious that it was unbelievable, and he thought about how to reward it. He rummaged through most of the drawers of his desk and finally found something, so he leaned down to the scientist and said, "Here's for you!" What he had in his hand was a banana, but it was the only reward he could have at the time.

Since then, the banana has evolved into a small "golden banana" – a unique pin – the company's highest reward for scientific achievement, which shows the importance that Foxboro places on timely praise.

Not only major scientific and technological achievements should be rewarded in a timely manner, but also the small achievements of subordinates, the boss should also pay attention to them and encourage them in time. The marketing manager of Hewlett-Packard in the United States, in order to express his gratitude in time, actually gave a few pounds of bags of fruit to a salesman to encourage his achievements. A "one-minute manager" at another company advocates "one-minute praise". That is, "if the subordinate does the right thing, the boss will praise him, and clearly point out what he did right, which makes people feel that the manager is happy with your achievements and shares the joy of success with you on the same front." Take a minute in total." The manager's experience is that helping others generate good emotions is the key to doing a good job. It was with this motivation in mind that he practiced "one-minute praise". This has a threefold meaning: first, praise should be timely; the second is to praise accurately, not vaguely; The third is to share the joy of success with his subordinates.

Timely praise is a means of positive reinforcement, which can enable employees and subordinates to quickly understand the reaction to their behavior, which is conducive to consolidating achievements and moving forward. Some supervisors like to quietly observe other people's achievements, "store" them, and then find out when the time is right to "mention" or reward them, and the effect has been diminished by more than half. We should accept the revelation of the "golden banana" and praise it in time like the "one-minute manager". Savvy leaders are good at using praise to motivate their subordinates, so that subordinates can be used by me, no matter in which way, praise can be called the least cost, the most profitable management technique, so, if you can, praise your subordinates more, you will find yourself more loved for it.

2. Be skillful in blaming subordinates

【Social Rubik's Cube】

Criticism should not be blindly complaining, denouncing it in its entirety, or ruthlessly attacking and outright denial, but should be instructive, constructive, and encouraging, blowing the south wind, not the north wind.

—Emerson

Treat subordinates with clear rewards and punishments, praise them in time when they perform well, and blame them when they make mistakes. However, when blaming employees, it is also important to maintain their self-esteem and motivation, and try to avoid causing a backlash from the other person.

To blame employees for being just right, leaders should pay attention to the following aspects:

(1) If an employee makes a mistake in his work, he must not be blamed in public.

Everyone loves face, if you blame your subordinates in public, it is equivalent to losing his face, then even if your blame is very reasonable, he will not be convinced.

There was a company commander with a very hot temper, once when organizing recruit training, he found that a certain platoon was slow and the preparations were in a mess, so he called the platoon commander out and scolded him, but he didn't expect the usually taciturn platoon commander to stand up to him in front of everyone: "There are general problems in training, why are you only staring at our platoon!" Afterwards, the two chatted once, and the platoon commander said: "I didn't do a good job last time, if you were scolding me in private, then I would never say it, but you shouldn't scold me in front of so many people!" If I lose face, how will I manage the recruits in the future? ”

Criticizing a subordinate is for him to correct his mistakes, so you have to choose a way that is acceptable to him. If you criticize him loudly in a crowded place, it is not to urge him to correct his mistakes, but to vent your grievances.

(2) Blame is the negation of others, and the negation is different in severity. In view of this, there is a need for differentiation. Severe rebuke is the worst form of communication, and the words spoken are like a tree that has been cut down, and it is difficult to undo it.

Some employees often lack motivation and lack initiative in their work due to their own reasons. It will not help you to accuse them of the need to mobilize their initiative, and the initiative must be stimulated from within them. Accusations against them can only be subtle and superficially motivating.

If he likes to raise flowers, he can connect his work with flowers, which can arouse the enthusiasm of the staff and make him work seriously and enthusiastically. Not only that, but this method of motivation can also induce a sense of responsibility in employees, which is precisely the premise of doing a good job.

In this way, the staff will be convinced and happy to accept your reproach, because his efforts will be recognized and his enthusiasm will be recognized.

(3) When people are blamed, they feel unhappy. But the forest is big, there are all kinds of birds, there is a special kind of person, who is reproached but "chic", no matter how you criticize, he just lets it go, does his own thing, and is still the same.

There is a manager who is shrewd and capable, and his team of cadres are also very good. But not long ago, his secretary was transferred because he moved elsewhere, and he was replaced by a recent college graduate. This new female college student is slow and sloppy, often handing over printed materials without sorting them out, and her desk is also messy. Three months have passed in the blink of an eye, and her problems are still the same. Moreover, this girl only treats any criticism and blame as the wind in her ears. Later, the female manager decided to change the way she blamed and praised her whenever she found her good.

Unexpectedly, this method worked quickly, and in just ten days, the girl was much better. A month later, a very remarkable work has been achieved.

It can be seen that blaming this kind of staff should attack from another angle, using praise to make them change their faults, and then increase the overall efficiency of your leadership.

It is certainly best not to blame the staff in public. However, each leader has his or her own personality characteristics, and some leaders are more likely to be impulsive, especially when they see that the staff has made a more serious mistake and seriously affects the whole, they may not be able to hold back the anger in their hearts and scold the staff in public. At this time, it is as if "lost a sheep". In order to prevent further "losing sheep", it is necessary to take immediate measures to "make up" so that the side effects caused by your impulse are minimized.

A manager who is grumpy and meticulous about his work will be tempted to point out the situation if he sees a department manager who is irresponsible or dissatisfied.

Although the manager did this for work, the department manager also knew in his heart that the manager was not scolding him alone, but it was not a taste in his heart after all.

Afterwards, the manager calmed down and knew that he was too impulsive, and later explained to his subordinates that the department usually works very well, but because of this situation, there are some small mistakes, but the work results are still considerable.

As a result, the manager immediately carried out the work of "patching". After he got off work that day, he sent someone to find the department manager and said: "I wronged you today, first of all, I blame me for being too impulsive, not understanding the situation very well, and I blamed you inappropriately, please forgive me." However, the work of your department still needs to be improved, and I believe you can do it. ”

A few words comforted the department manager's heart, and at the same time there was a sense of trust, and no matter how big the grievance was, it flew out of the clouds.

As the saying goes: "Slap someone and then give a sweet date", although you can't easily "slap a slap", but since you have already "beaten", the effect of giving or not giving "sweet date" will be very different. If you lose a sheep, this is not a way to do it, and when you impulsively blame your subordinates in public, you might as well try this method.

The most taboo thing to blame subordinates is that the criticism is inaccurate, and the confrontation that is inconsistent with the facts is most likely to cause disgust, so before blaming the subordinates, we must make all the facts and situations clear. Speak with a reason.

3. Impress people with tolerance

【Social Rubik's Cube】

Treat the people with leniency, treat people with forgiveness, and gentlemen too.

- Lin Kui

In fact, sometimes the superior does not have to pay substantive things to the subordinates, but as long as they express themselves and have a certain attitude, they can give the subordinates the greatest satisfaction, and they will be grateful to the boss and serve them more loyally.

During the time of Emperor Wen of the Han Dynasty, Yuan Ang once served as the prime minister of Liu Bi, the king of Wu, and he had an affair with his concubine from the history. After Yuan Ang found out, he did not leak the matter. Some people use this to scare Congshi. The one who has been in history has fled in fear of sin. After Yuan Ang learned the news, he personally led people to chase him back, gave him a concubine, and still relied on him as much as in the past.

During the reign of Emperor Jing of the Han Dynasty, Yuan Ang entered the dynasty as Taichang and was ordered to envoy to Wu. King Wu was planning a rebellion against the imperial court and wanted to kill Yuan An. He sent five hundred men to surround Yuan An's residence, but Yuan Ang was unaware of the matter. It just so happened that Sima, who served as a lieutenant in the army besieging Yuan An, bought 200 stone of good wine and invited 500 soldiers to drink it happily. One by one, the besiegers were so drunk that they collapsed to the ground. That night, Congshi quietly slipped into Yuan An's bedroom, woke him up, and said to him: "You run away quickly, King Wu will behead you as soon as it is dawn." Yuan Ang asked, "Why did you save me?" The lieutenant Sima said to him, "I am the one who stole your concubine in the past!" Yuan Ang was shocked, and quickly fled from Wu and escaped.

During the Warring States Period, the king of Chuzhuang rewarded his ministers with drinking, and at dusk, when the wine was drunk, the candle was extinguished. At this time, a minister coveted the beauty of King Zhuang Meiji, and because he drank too much, it was difficult to control himself, so he took the opportunity of the darkness and chaos to seize Meiji's sleeve.

Mei Ji was startled, struggled to break free with her left hand, and grabbed the tie on the man's hat with her right hand, and told King Zhuang: "Just now when the candle was extinguished, someone pulled the placket of my clothes, and I tore off the tie on his head, and now I still hold it, hurry up and take the fire to find out the man with the broken tassel." ”

King Zhuang said: "It is my fault that I give everyone wine and let them drink and be rude, how can I insult no one in order to show a woman's chastity?" Then he commanded the men on his right and left, saying, "Everyone will drink with me today, and if he does not tear off the tie, it means that he has not drunk it all." More than 100 of the ministers tore off the ties of their hats and drank with enthusiasm until they were happy.

After three years, the state of Chu fought with the state of Jin, and one of the courtiers often rushed to the front, and finally repelled the enemy and won the victory. King Zhuang was amazed and couldn't help but ask him, "I usually don't have any special favors for you, why do you work so hard when you fight?" He replied, "I am the one who had the tassel on my hat ripped off that night." ”

From here, we can see not only the magnanimity and foresight of Yuan Ang and the King of Chu, but also the superb art of their mastery of controlling their subordinates.

Coincidentally. In 199 AD, Cao Cao and the most powerful northern warlord Yuan Shao refused to Guandu, Yuan Shao had 100,000 people, and the soldiers were good enough to eat, while Cao Cao's troops were only one-tenth of Yuan Shao's, and he was short of food, so he was obviously at a disadvantage. At that time, many people thought that Cao Cao would definitely be defeated this time. Cao Cao's generals and many ministers who remained in the rear base area of Xudu secretly wrote letters to Yuan Shao, preparing to return to Yuan Shao once Cao Cao failed.

After more than half a year of refusal, Cao Cao adopted the strange plan of the strategist Xu Yu and attacked Yuan Shao's granary, turning the tide of the battle and defeating Yuan Shao in one fell swoop. While Cao Cao was cleaning up the paperwork he had collected from Yuan Shao's barracks, he found the letters of his subordinates. He didn't even look at it, ordered it all to be burned immediately, and said: "At the beginning of the war, Yuan Shaobing had enough food, and I was worried about whether I could protect myself, let alone other people!" ”

In this way, those who have been double-minded have all been relieved, which has played a very good role in stabilizing the overall situation.

Cao Cao's hand is indeed very clever, and he has gathered back the forces that have begun to centrifuge. However, people who don't have a little bit of grace won't do that.

Some people are just trying to show favors to those they want to woo, especially to those they think they are going to use. In fact, the most important thing to win people's hearts is to target the psychology of the other party. The most effective way to win hearts and minds is to give respect to the lowly in status, to give property to the poor, to provide assistance to those in need, to give opportunities to job seekers, and so on.

Officials should not only show favor to their subordinates, but also show them their generosity and forgive their subordinates' mistakes as much as possible, which is also an important means of entrapment. As the saying goes: "Adults don't care about villains", "The prime minister can hold the boat in his belly", so for those things that have nothing to do with the overall situation, you can't compare with your subordinates. You must know that being tolerant and generous to your subordinates is a means of creating a centripetal effect.

4. You might as well joke with your subordinates

【Social Rubik's Cube】

Whether or not to laugh is a measure of whether a person can adapt to their surroundings.

– Jay Levin

Some leaders hate their subordinates making jokes about themselves, and they don't joke with their subordinates, they think that they are maintaining their own majesty, but in fact they are just making their image more cold. Appropriately joking with subordinates will make the boss appear amiable and less condescending, which is more conducive to the development of the work.

The big names in modern American business are receptive to other people's jokes, and some of them are not only happy to accept teasing, but also good at reciprocating jokes with courtesy. Bosses with a sense of humor even treat other people's jokes with appreciation. In their opinion, joking means liking. Here are a few common jokes: "If he hadn't worked hard, he wouldn't have achieved what he is today?" You know, his boss doesn't have a daughter. ”

"Those people make fun of the boss too much, even the appearance has to be teased. I couldn't make fun of the boss because I felt like the boss didn't have anything. ”

"The boss said that he was empowering people, and in my opinion, he was shirking his responsibility."

This kind of boss joke may help you shorten the distance between your relationships, not only with your co-workers, but also with your boss. It's no wonder some people say that the best way to communicate is to have your boss laugh with you. If you meet a boss with a lot of humor, you can say, "I'm almost squashed, either my shoulder touching someone's wheel or my head touching someone's spear." Who wants to work in that position? ”

He might reply to you like this: "Okay, I'll give you a promotion, and I hope you are satisfied with this last half month of work." ”

Some experts believe that when telling jokes, they often use rhetoric to express the true meaning, so jokes are often exaggerated. In real life, if you are a leader, you should pay attention to:

(1) When others joke or make fun of you, whether you like the other person's humor or not, try to laugh with everyone to show the humorous demeanor of a leader. For example, an old clerk said, "The manager has agreed to take a day off on my silver anniversary. He was so generous that he even reminded me not to trouble him every 25 years. ”

(2) When laughing at yourself, don't be self-centered. Use humor to show your understanding and concern for your subordinates to encourage their optimism. "The manager was really good, he asked us to be on time and not be late, and the solution was to provide 50 parking spaces for only 100 employees."

(3) Be moderated with jokes. In order for the work to run properly, it is impossible for you and your subordinates to spend a lot of time in endless jokes. Too much joke can also make people feel sluggish and bored. In general, a joke between a superior and a subordinate should be conducive to the progress of the work, otherwise it will be a boring joke.

In the eyes of a wise leader, the achievements of his subordinates are also his achievements. If you use humor to encourage others, as a result, you can entrust great responsibilities to others, reduce your burden, so that you can take the initiative and be more free to exert your innovative spirit, make achievements in your career, and achieve greater achievements.

It should also be noted that in the long course of life, anyone will make mistakes in their work, and many mistakes lie in sticking to the rules and losing the enterprising and adventurous spirit. But on the other hand, it is mistakes and mistakes that can make us understand ourselves more accurately, and thus produce a stronger sense of self-confidence. Only those who are aware of and accept the mistakes they have made can be considered to be truly aware of their own abilities. Admitting one's mistakes may be a risk, and many people are unwilling or unable to do so. But the risk is worth trying, and admitting your mistakes before others may cause you to lose something, but you may gain a little more. Because the act of admitting your mistakes proves that you are an honest person, although some people will think that this practice is "stupid", but more people will understand your criticism or accusation. If you use humor to show your own shortcomings and mistakes or conflicts at work, you may form a relaxed and cordial emotional exchange between you and your subordinates, and establish a good working relationship in mutual understanding, polite and friendly conversations. When a leader must not only be dignified, but also have affinity and human touch, a rigid face may not be able to gain support, and appropriately joking with subordinates can often receive extraordinary results for winning over and controlling subordinates.

5. Subordinates can also be friends

【Social Rubik's Cube】

People are lonely because instead of building bridges, they build walls to enclose themselves.

—Emerson

The relationship between superiors and subordinates is determined by the needs of work, and this relationship is far less stable than that of friends, and if you can successfully turn the relationship between superiors and subordinates into a friendship relationship, you will have mastered the important arteries in interpersonal coordination.

So, what is the difference between a friend relationship and an ordinary superior-subordinate relationship? If it is American that superiors and subordinates do not interact in their spare time outside of the eight-hour period, the traditional Japanese master-apprentice relationship can penetrate into each other's lives and is very humane.

Li Bing, a business manager at a joint venture company, is an avid rock climber. Once, in a large-scale rock climbing event held by a club, I met Zhang Jian, an employee of the business department, who turned out to be a rock climbing enthusiast, and they chatted a lot together that day. Since then, they have formed a strange relationship, in the company and out of the company, as friends: in a few months they climbed several famous rock faces on the outskirts of the city, and they also planned to drive together to climb outside the city during Golden Week. Both of them enjoy the relationship, and they work together more tacitly.

Many people who stand in the position of managers probably think that today's young people don't like this kind of human relationship. But that's just the self-righteous perception of these managers. Young company employees are certainly eager to find ways to get closer to their bosses, but unlike before, they prefer to find ways to build that relationship in the company rather than meet in a tavern for a drink. In other words, I want to communicate like friends through work. Since their superiors did not understand their thoughts, they mistakenly assumed that these young men only needed a ruthless relationship with their superiors and subordinates by refusing to interact with them for eight hours. It can be seen that this kind of boss has a preconceived assumption from the beginning that young people hate to associate with him. Affected by this, the relationship between superiors and subordinates is naturally not very harmonious, and the boss always adopts a hands-on attitude when guiding young people. In fact, they should have more guidance on young people. Once they give guidance seriously, they find that young people are unexpectedly willing to listen. Young people don't hate the experience of their bosses coming forward. Further, they would like to hear their bosses talk about how they have passed five hurdles and how to go through the work experience of Maicheng. Because the boss didn't understand this, and because he was afraid of face, he consciously or unconsciously put on a face on his subordinates. Due to the estrangement of the boss, it is not convenient for the subordinates to chase too closely, so they can only stay away, and the gap between them is getting deeper and deeper. This is the reason for the recent gap between the upper and lower levels of the company. If the boss is a little more open-minded. The problem is solved.

First of all, you need your boss to grasp what your subordinates are interested in and what they want to learn from you? What are you interested in when you go to the bottom? The first is the issue of work. There should be a frank exchange of views on work issues of direct relevance. If you are in Europe or the United States, you can resort to law just by taking up eight hours of work to talk about work. Of course, there is no need to worry about this in Japan, but you should not just talk about this topic in your conversation.

The second is the situation of the company in question. This is not just the case within the department. If the company has a wide range of business, it is likely that the subordinates will want to know about other departments. It's so easy to get into a big company, why be a frog at the bottom of a well? However, too many bosses devote all their energy to completing the production targets of their own departments, and are completely ignorant of the job functions of other departments, and suffer from departmental autism. As subordinates, they want to know the future development direction of their company, and they are very interested in how the company will play their own skills. However, many bosses are dizzy every day to complete the production targets, and naturally cannot answer the above questions, which makes it difficult to communicate.

The third is something outside the company. Bosses who don't communicate in this area equate the company with society. Their eyes can't see the outside world. How can such a boss become a teacher and friend to his subordinates? The outside world is much bigger than the company, and not understanding society means that individuals are lacking in ability. In other words, if a boss is unable to communicate with his or her subordinates on social issues, it is an indication of his or her low ability to live in society. Young people often think of workaholic bosses as boring, and they want to see a side of their boss outside of work. Those who only know how to work overtime even on weekends and are at a loss when it comes to retirement are indeed difficult for people to feel their personal charm.

The subordinates also want to know about the dreams that the boss desires to realize, the changes in the outlook on life, and so on. If the boss can't communicate with his subordinates about life and death, love and hate, the distance between the two will inevitably increase.

If there is a good exchange and communication between each other on the above contents, there will definitely be trust between the superiors and subordinates, and the subordinates will be satisfied with getting friends, and even if they have a little opinion, they will do what they are told to do for the sake of their friends' face. Every leader may have encountered several problems with subordinates, and some of them are constantly in conflict with subordinates, if the leader can try to understand his subordinates and not limit them to less than eight hours, and even develop some personal friendships with subordinates, then these problems will be solved.

6. Hold Zhong Kui's sword with a loving mother's hand

【Social Rubik's Cube】

A female duck occupies a pond and she says to the osprey in the pond, "You are all my children, I will take good care of you, and you should also give me ten fish a day as a sign of filial piety!" "The mother ducks are really nice to them, grooming their feathers every day and giving them enough food. But an osprey had a dangerous thought: "Why should we hand it over to the mother duck when we have caught fish so hard?" So he swallowed the fish he had caught that day. The angry mother duck pecked at almost all of her feathers and starved her for three days. Of course, the osprey had to be content with the care of the "mother duck", and the pond calmed down again.

Controlling subordinates is a complex science, too strict with subordinates will cause them to rebel, too lenient to subordinates, and not conducive to management. Therefore, for subordinates, they should hold Zhong Kui's sword with a mother's hand, and combine grace and power, leniency and severity.

A mother's hand and a mother's heart are what every operator should have. For their subordinates and employees, they should maintain and care. Because, they are your fellow travelers, and even your dependence. Moreover, only in this way can they unite and achieve their goals together.

Charlie Allen, owner of Waiki Medi USA, was named America's Best Boss in 1995. On what basis was he elected? One is that he holds annual sales meetings in the Caribbean or Hawaii in the United States every year; Second, he cares very much about the suffering of his employees and can listen carefully to the company's employees to tell them about their difficulties and troubles. Once the employee has something going on at home, he will give him a certain amount of time off to take care of the family affairs. Because he can breathe and share the same fate with employees, he is deeply loved by employees. After the customers arrived at his company, they saw that the company's employees were in a happy mood and had a sense of trust in the company, so the company's benefits have been very good.

Wada strives to create a positive, pleasant, and upward internal environment, mainly using the method of loving customers first and foremost employees. At the end of the 50s, 800 Companions proposed to borrow 20 million yen to build dormitory buildings for employees, but the bank refused on the grounds that building houses for employees could not create benefits.

However, Mr. and Mrs. Wada persuaded the bank to build a first-class staff dormitory in Japan at the time, citing the reason that they cared for their employees and their talents and worked hard to make profits for 800 companions.

For those single employees who live a group life away from their parents, they love to make do with their meals, and Wada Kazu is always like a loving mother, personally formulating recipes every week and making fragrant and delicious meals for employees.

In terms of marriage, he also cares about them like his own children, and he has been a matchmaker for 97 employees, of which more than half of the double employees are 800 employees.

The second Sunday in May is Mother's Day, and Kazu Wada thinks that young people who live in staff dormitories away from their parents must miss their parents very much when they get into the bed alone at night. Therefore, she specially prepared mandarin duck chopsticks and chopstick boxes for the parents of single employees. When parents receive gifts from their children on Mother's Day, they not only send a letter of thanks to their children, but also to the company. Some employees cried and said, "Parents are so happy! I know, filial piety to parents, although parents are happy, but only when parents are happy, children are the happiest. ”

In order to strengthen the education of employees, in addition to the daily pre-shift meeting, we also conduct practical education once a month. Spiritual education in practical education includes entrepreneurship, loyalty and filial piety, dedication, etc. Wada knew that honoring his parents was the basis for living in harmony with others, and turned his sincerity to his parents into obedience to the leadership of his superiors. Because I can honor my parents, I can respect my superiors. That's why he always teaches his employees to respect and love their parents.

Subordinates must also be treated harshly, and this severity is based on the basic characteristics of human beings. Some people do not need the supervision and scolding of others, and they can consciously do a good job, strictly abide by the system, and do not make mistakes. But most people are lazy and dislike hard work, like to pick easy jobs, pick up cheap things, only others are often behind the supervision, put pressure on him, will be cautious to do things. For this kind of person, it can only be strictly disciplined and not relaxed for a moment.

Of course, it is very important for managers to be lenient and decent in management. Especially in the face of principles and systems, it should be even more uncompromising and extremely strict; For those who have violated the rules, they should raise Zhong Kui's sword and cut it down fiercely, and they will not be tolerated. Of course, in a gentle and deliberative manner, subordinates should be guided to do things automatically and spontaneously. When a subordinate makes a mistake, he should immediately and severely correct him, and further actively guide him to the right path, and must not be perfunctory. Therefore, if a boss overindulges his subordinates, the order in the workplace cannot be maintained, and good talents cannot be cultivated. In other words, it is necessary to form a public opinion that makes employees fear the director, the director fears the minister, and the minister fears the public. In this way, everyone can be strict with themselves, in order to establish a complete work system, and the work can progress smoothly. If you take care of the world too much, it will cause social defects.

"Whether employing people or training talents, one hand must be like Zhong Kui holding a sword, and the other hand is as gentle as a mother, so that you can be lenient and decent, so as to be respected by your subordinates." This is Panasonic's management experience.

When an employee's performance deteriorates, the sensitive supervisor must look for the cause of the phenomenon, if not due to work-related factors, then it is likely that the employee's personal problems are disturbing his work. Some supervisors either ignore this phenomenon by saying "it's not my responsibility", or by telling their employees to cheer themselves up, or they will walk away.

In any case, if the supervisor wants the employees to care about the company, then the manager is first and foremost concerned about the employees' problems, including the personal problems of others. As a result, the above approach can be said to be a breeze, but it does not improve the performance of employees. A more reasonable approach should be to discuss with the employee and try to help him face and deal with the problem, so as to improve the work efficiency.

The shrewd leaders are all heroes of Liyuan, they know when to sing "black face" and when to sing "white face", they know that only when "black face" and "white face" are well matched, can the play sing brilliantly.

7. Be a smart mediator

【Social Rubik's Cube】

As long as we make our business more cohesive and attractive, the flow of talent does not have to worry about turning into the loss of talent. Batches of outstanding talents will naturally follow.

- Talleylan

As a leader, you may often encounter conflicts between subordinates. You can delegate authority to your subordinates without asking about specific matters, but you have to deal with conflicts between subordinates and coordinate their relationships.

Don't think that the contradictions of subordinates are just minor problems, and the two sides will naturally reconcile after the matter has passed.

The manager of the supply and marketing department of a company was so anxious that he broke out in a cold sweat, because a payment could not be paid for a long time, so he could not explain to the customer, he thought that the financial manager must be obstructing it, so he quarreled with the financial manager. The financial manager was also very angry: the bank credit contracted, and he was also very anxious if he couldn't borrow money, so why should he be angry with the supply and marketing manager! The two fought openly and secretly for a few days, and the company's boss intervened and made up the payment. However, the matter is not over: the two managers have formed a feud and always make things difficult for each other, and the employees have divided into several factions to attack each other, and the originally good company has actually become a plate of scattered sand!

Conflicts between subordinates are definitely not a trivial matter, and leaders must mediate in a timely manner to avoid conflicts intensifying and affecting the normal operation of the enterprise. So how can leaders effectively adjust?

(1) Righteousness. This method is mainly used in conflicts between subordinates who want to protect local interests. An important characteristic of modern socialized large-scale production is the strict division of labor. It also brings with it an inevitable drawback, which is the lack of mutual understanding among the various professional divisions. When various departments want to protect their own interests, they are prone to conflicts. When such a conflict of interest occurs, business leaders should put both sides of the conflict on a higher level, fully understand the grand process of the entire company's production and operation, and familiarize them with other areas of the situation.

For example, the supply and marketing department was accused by the customer for missing the delivery date, so the production department blamed the efficiency of the production department, and the production department was unable to do so, complaining that the delivery time in the contract signed by the supply and marketing department was too harsh, and the two sides had a quarrel. In this case, the leader of the enterprise should let the two sides of the conflict know the situation of the other party, he should let the production department know the plight of the supply and marketing department, and the leader should also let the supply and marketing department know the plight of the production department and the reasons for not completing the task on time. After understanding the overall situation of the enterprise and the situation of the other party, it is not difficult for the two parties to sit down calmly and negotiate a solution, in fact, when both parties put the overall interests of the enterprise first, the anger in the heart will completely disappear.

(2) Compare hearts to hearts. In the conflict of local interests, most of the mistakes made by both sides of the conflict are to consider themselves and take themselves as the center, rather than being considerate of the other side. The best way for them to understand each other and be considerate of each other is to let them each consider the problem from the other's point of view; The business leader who mediates the conflict first calls the production manager: "What would you do if you were to be the sales manager?" Then he asked the sales manager, "If you were asked to be the production manager, what would you do?" It is conceivable that when they really put themselves in the other side's shoes and plan for each other, the two sides may immediately shake hands and calmly negotiate a positive solution to the conflict.

At the same time, the method of exchanging positions between the two parties is a panacea for resolving emotional conflicts. For example, a salesman goes to the accounting office to withdraw money, and because he thinks the accountant is too slow and hurts others, the accountant refuses to pay in anger, so the emotional conflict affects the work. The solution is for both parties to give way to each other, with the salesman withdrawing money from the accountant, who pays quickly, and examines his mistake of retaliating with official duties.

In this way, both sides will understand each other and quickly realize their respective mistakes.

(3) The golden mean. In many cases, both sides of the conflict have their own reasons, but they have different opinions, and it is difficult to clearly determine who is right and who is wrong. At such times, compromise and coordination are good solutions, and the "golden mean" advocated by Confucius can be used as a reference. For example, on the issue of certain institutional reforms in enterprises, enterprises are divided into "radicals" and "conservatives". The radicals accused the conservatives of being conservative, and the conservatives accused the radicals of being reckless, and the two sides clashed views. While both sides have a reasonable point of view, they both have their own biases. As the top decision-maker of the enterprise, you can neither pull one faction to fight the other, nor can you punish both, and the smart way is to point out: "Whether it is a radical view or a conservative view, they have their value in the development of the enterprise." ”

In the society or enterprise, all kinds of trends of thought have their status, and the direction of society or enterprise is not to move in the direction of any kind of thinking, but in accordance with the direction of their conformity, the direction of this movement is a compromise product, as long as the various thinking reaches a balance, the society or enterprise can move forward steadily.

Therefore, all kinds of opinions and ideas have their place in this society, and their arguments and post-conflict compromises will lead to moderation. This conciliatory and compromise approach to conflict resolution kills two birds with one stone.

First of all, it not only exposed the bias of the views of both sides, but also did not dampen the enthusiasm of the other side.

Second, it enables both sides to see the rationality of the other's viewpoint and the rationality of its existence, eliminates the emotion of being happy only when the other side is defeated, and creates a lively and lively situation in which a hundred schools of thought contend.

(4) Create a relaxed atmosphere. In the aftermath of a conflict, there is prejudice and hostility between both sides of the conflict, so when adjusting, the first thing to do is to ease the atmosphere, and it is important to choose the occasion and the timing. Conflict resolution and conflict mediation do not necessarily have to be in meetings, and sometimes it is better at the dinner table, club, living room at home, etc. On the former occasion, the atmosphere is more serious, and both sides of the conflict will be in a state of tension, with a defensive mentality at every turn, and as soon as they are poked in the sore spot, they will immediately become tense and intensify the conflict. In an atmosphere where the atmosphere is relatively relaxed, the two sides of the conflict are not guarded, and it is easier to listen to each other's opinions and mediate the opinions of the others, and it is easier for them to understand each other. As the arbiter of conflicts, one should not have a straight face like a judge, speak in a businesslike tone, with appropriate humor, and in some occasions there are no disadvantages. If at the table, banquet, may wish to borrow the function of wine and cigarettes, wine and cigarettes are often the medium to ease interpersonal relationships, sometimes a glass of wine down, the distance between people will immediately shorten a lot, "a glass of wine to hold heroes" is also the truth. Sometimes, the power of a glass of wine can withstand an army and make a million soldiers retreat without a fight, let alone a small conflict between people?

(5) Pay attention to leave steps for both sides. In people's conflicts, there is a situation that often happens: both sides of the conflict know their mistakes (or one party realizes their mistakes), but they can't save face, so they have to fight hard and not give in to each other. At this time, the enterprise leader, as the arbiter, should pay attention to the steps of both parties to avoid causing deadlock. For example, a warehouse director has a conflict with a product quality inspector, with the latter criticizing the former for being sloppy and the former complaining about the latter's nitpicking. After analysis, the arbitrator believes that the quality inspector is reasonable, but in order to give the warehouse director a step, the enterprise leader can take part of the responsibility, for example: "In the past, the quality problem was not paid attention to, and there was no strict written system, so it caused conflicts, and as a business leader, you have to bear some responsibility, but this time I hope you still act according to the standards of the quality inspector, how about it?" This not only clarified right and wrong, but also saved face for the warehouse director, and the tone of discussion used later, how could the warehouse director not push the boat down. In addition, before mediating a conflict, leaders must pay attention to finding out the causes of the conflict and prescribe the right medicine, otherwise it will only be self-defeating and further intensify the conflict.

8. Put down your shelves

【Social Rubik's Cube】

A person's growth and career achievements are inseparable from the nurturing of the people, the cultivation of the country, the support of elders, the cooperation and support of colleagues, students and even families.

- Shi Qingyun

There are often some leaders who are good at putting on an official show, and they show a high-minded and unacceptable attitude at work and even in daily life, maintaining a considerable emotional distance from the people around them and their subordinates.

Mr. XX is the Chinese manager of a large joint venture company, and this gentleman's shelf is too big to be extraordinarily large. The junior staff greeted him and ignored him, and the company's middle and even senior managers greeted him, and he just said "um" indifferently. His face was always cold, and even managers who were only one level below him felt that they were much lower than him. When the board of directors transferred him away at the beginning of the year, his subordinates almost bought firecrackers to celebrate, and during the period when this gentleman served as general manager, the company's performance did not regress, but it did not grow much, which was considered futile. In fact, if this gentleman can put down the shelf and actively mobilize the enthusiasm of employees, he will not necessarily be able to achieve greater achievements.

In fact, many leaders do not deliberately want to put on a show, but they do not pay attention to the psychological changes and mood fluctuations of their subordinates, and fail to adjust their behavior in a timely manner, and as a result, they are misunderstood by employees as having a fight.

A survey shows that one-third of those who are reluctant to approach the leader do so because the leader has a large shelf; Seventy percent of the people believe that if the two sides have a big shelf, you will be able to appreciate the taste of "being overwhelmed by the cold in a high place" and that the main responsibility for the disharmony lies with the leadership, which is very telling. A person who has just stepped into a leadership post is more likely to attract attention, and everyone is observing and analyzing whether he is competent, how capable he is, how his ideological cultivation is, whether his speech and demeanor are appropriate, and how he handles the relationship with his subordinates. People who lack sufficient confidence in their own experience and abilities will form a psychological pressure to think that others will disrespect and despise them. As a result, the new incumbent does not know how to adjust his psychological distance. They often come up with a rebellion in their behavior - superficial majesty, which may be seen by others as a shelf. On the other hand, new leaders who have a sufficient estimate of their own abilities and experience have the conditions and opportunities to give full play to their talents, and they are more concerned about how to work and how to put their plans and ideas into practice. Emotional communication with everyone is often neglected. It will cause people to have a negative psychological reaction, thinking that you are "putting on a show".

People who have been in leadership positions for a long time, due to their busy work, are likely to cause embarrassment and disgust to their subordinates in some places that they do not pay attention to. When some leaders come to talk about work with their subordinates, they sit there like a Buddha, neither invite them to sit down, nor stop the work at hand, or hum perfunctorily, which gives people the impression that the impact on people's emotions is very bad, and people with self-esteem will try to avoid contact with you. Therefore, we must not ignore these seemingly insignificant small behaviors, although politeness and relationship are sometimes only a sentence or two, but not only win the mutual cooperation in work, but more importantly, the ideological and emotional communication and mutual trust and respect.

In addition, leaders should be careful not to lose their temper, which can easily damage the relationship with their subordinates and widen the distance between them and their subordinates.

Zheng is a self-made boss who has done a lot of business, but his relationship with his employees is not good, because he is too short-tempered, and scolding employees does not save face at all. The employees privately said that the boss must have been too angry when he was a wage earner, and now he is angry with them. An old friend of Zheng sighed when he saw how he treated his employees, "Your temper is too big, you can put on a show, do you want to be the boss in the garbage heap?" Later, Zheng really tasted the consequences of his bad temper: his right-hand men left him one by one, he found that he had nothing to command anymore, and his career took a sharp turn...... He apologized to all the employees and said that he would never lose his temper again in the future, and he did this, and the employees who had gone away in the past slowly returned, the company was more united, and the career has successfully come out of the trough.

When getting along with your subordinates, never lose your temper, a bad temper will scare away your subordinates, and a bad temper will isolate yourself.

Some leaders can't control their temper, and their subordinates do something wrong, or when they criticize their subordinates, the other party has a bad attitude, so they immediately scold. As a result, when he was extremely angry, he said many things to his subordinates that hurt his self-esteem, but regretted it afterwards. At this time, it is not so easy to ask the other party for forgiveness. Subordinates always expect their leaders to treat themselves with the virtue of tolerance, but they often don't really forgive others for their mistakes. Even though he said the words of forgiveness, he was still thinking in his heart: "This guy, scolding me so badly, is it so easy for you to call me to forgive when you are angry?" Even in my mouth, I want to forgive each other, but subconsciously I still want to haunt it. When encountering the right time, the antipathy towards the other party will be reflected, so when the leader interacts with his subordinates, he must pay attention to his emotions and not lose his temper with his subordinates at will, so as not to damage the relationship with his subordinates. It is best for the leader not to put this kind of thing on the official frame, because it is most likely to make his subordinates disgusted and hinder the successful interaction between the leader and his subordinates.

9. Let go and let your subordinates do it themselves

【Social Rubik's Cube】

The fox was ordered by the tiger to go to the farmhouse to steal bacon, but the fox was just about to leave when the tiger called him back: "Do you know how to succeed?" I'm really worried! The fox patted his chest and said, "Of course you can!" I—"Forget it! The tiger interrupted the fox, "Tell you! Don't go through the gate when you get to the farmer's house, go in from the fence of the vegetable garden, walk to the door and look to the right, there is a path, you can see a pile of corn along the path, hide behind the corn for a while, and then steal the bacon under the eaves when no one is around! The fox did as the tiger told him, but when he got to the corn he fell into a newly dug trap, and the fox died.

Many leaders are not at ease with their subordinates working alone, and they must explain the work to their subordinates step by step, which is really not a good habit, you should let go of your hands and let your subordinates do it themselves, so that they can continue to improve.

There are two large construction companies in a city, A and B. The boss of company A is paternalistic, everything is planned for the employees, as long as they do it step by step, and in the past few years, the company's employees rarely make mistakes. The situation of Company B is just the opposite, the boss always delegates power to his subordinates as much as possible, so that the subordinates can adapt to local conditions, and the subordinates do make several mistakes, but fortunately they are corrected in time, and the boss still trusts the employees as always. In 2004, the city had a major municipal project to be tendered, and companies A and B were the most promising contenders. Company A arranged everything properly, not even letting go of a tiny detail; And what about Company B? As usual, the boss let his subordinates deal with it collectively. At the bidding meeting, there was an accident, the municipal office attached a request, and the representative of Company A was in a cold sweat and desperately used the phone to contact the boss in Hong Kong; After making an assessment, the representative of Company B signed the contract without asking the boss for instructions, and as a result, Company B won the bid and Company A was defeated.

Company A failed by tying its subordinates too tightly, and their subordinates were like a robot that could only execute commands, and they could not deal with emergencies when they encountered them. However, Company B knows how to delegate power to its subordinates, giving them the space to play freely, and allowing their subordinates to work boldly.

As a leader, you have to let your employees plan their own plans, you don't have to ask about everything, you have their own minds, and it's important to figure out the difference between what people get and how they get it. More importantly, give employees the freedom to decide for themselves how best to achieve the results you ask them to achieve. Of course, you can't completely separate the "what" and "how" of your employees. Employees are also involved in deciding what goals to achieve, even though it is ultimately the leaders who are ultimately responsible. It's also impossible to decide on an employee's goals without considering how they approach it. But as a leader, you don't interfere too much with your employees to do their jobs, just let them do it. Only in an environment where goals are clear and there is ample freedom to achieve them, can employees make the most of their talents. If you set their goals and set a lot of rules and regulations for them, then of course they lose the initiative to act. Therefore, it is necessary to cultivate employees to have their own minds and give full play to their wisdom.

In real life, leaders aren't always in the right position to make decisions. When they make decisions, they must fully rely on the information and advice provided by their employees. So, it's more practical to respect employees and let them make certain decisions and let them take some responsibility.

Of course, as a leader, you should also draw a line when you respect your employees, because there are some decisions that cannot be made. For example, they should only be allowed to make decisions that are within their area of responsibility, and not those that affect other departments. They can decide how to maximize their work and how to conduct training in the company's funding plan, but they do not have the right to decide how to dispose of certain systems and office equipment of the company.

To be honest, respecting employees is also a challenge for employees. They must be held accountable for their own decisions, and there is a difference between giving advice and making decisions. Sometimes, you may just need to provide the employee with the information and then they will make the final decision, which is quite correct if you think of this as a help to the employee. When employees encounter difficulties, it is feasible to make suggestions and solutions to them, and whether they will be accepted or not is entirely up to them. If your suggestion is mandatory, the decision seems to be yours, but you are subtly shifting your responsibility. So don't encourage your employees to come to you when they have problems, otherwise, you will be burdened with too much advice and decision-making, and you will become an outdated "all-purpose" leader. When an employee walks up to you with a problem, you can't make a decision as soon as you open your mouth because sometimes only employees can make decisions, especially those that are within their area of responsibility.

If you're going to check that your employees are on the same page, it's best to step away for a while and let them do their own thing. Many people may have had this experience, and when you leave, they will sigh with relief and start to feel truly free, thankful that they can finally do the work they are interested in.

Many people feel nervous when they get along with their bosses. They always want to make their boss happy but don't know how to do it. Similarly, when their boss leaves, they are able to devote themselves to their work and entertain themselves. Without a leader present, they are better able to make decisions.

As a leader, you can step away from your employees for a while and try to give them some room for self-development. That way, when you come back, you'll be amazed at how satisfying the staff has been in your absence. Leaving employees is the best way to test a leader's success. If you've been able to train people to do what you envision, if you've made them really take responsibility, if you can let them do their own thing, then when you leave, everything can be done just as well.

As a leader, you only need to show the way for your employees, and that direction shouldn't change in three weeks or three months. Even if something goes wrong, your employees should handle it as well as you do. Of course, if it's a very serious problem, they can't do it on their own and must report it to you.

When you leave, the employees may be a little unaccustomed to you, or they may miss you a little. When you come back to them, they will focus on showing you what they have achieved. So your return becomes an opportunity for them to express themselves and prove your authority. One of the laws of business management is that the more freedom you give your subordinates, the more successful they will be in what they do. So leaders should learn to let go of their subordinates, of course, provided that the subordinates you choose must be capable.

10. New officials have a lot of knowledge when they take office

【Social Rubik's Cube】

Public relations is 90 percent effort plus 10 percent publicity, plus the process of being recognized.

- Yan Feng

Promotion is a gratifying thing, but how to "kick the first three kicks" after promotion is a bit troublesome. Don't just focus on "burning the fire", but also pay attention to being "burned".

After hard work, coupled with good opportunities, you bid farewell to your former colleagues and rose to become a new official, then your situation is a little awkward, how to get along with your old colleagues, is one thing you must do well.

We used to be a very good pair of colleagues, usually eat together, talk and laugh with each other, but one day, the boss suddenly announced that you will be promoted to the head of this department, and you are pleasantly surprised, you find that your former good colleagues are looking at you with hostile eyes. Although you are their boss, you don't dare to give orders casually, and your subordinates obviously don't respect you, and it is clear that everyone is still not used to your change of status, and you are suddenly above them because of their jealousy, they want to demonstrate against your new boss, so they turn a deaf ear to your instructions, and worst of all, they no longer treat you as a friend and fire you from their small circle. In the face of such complex interpersonal relationships, you don't need to worry too much, as long as you deal with the person in question with the right attitude, all difficulties will be solved.

As the saying goes, "be a man with your tail between your legs". In fact, you must be like this to be an official, as a "new official" who has just taken office, you should understand the truth that "water can carry a boat and also capsize a boat", without the support of your subordinates, you are bound to do nothing. Therefore, after taking office, no matter what other people's attitude towards you is, no matter what others say about you behind your back, you must have the extraordinary measure of "generosity can be tolerated, and the world cannot tolerate things", do not have any bad feelings towards anyone, and do not have to worry about your subordinates, otherwise, you will lose the hearts of the people! You should be proactive, say hello to everyone, and have lunch together...... Let everyone know that you are still the same friendly person you used to be, that it is not your fault that your boss has promoted you to a higher position, and that over time, everyone will accept your new identity and be willing to cooperate with you.

Everyone wants a promotion and a raise, and if your boss does promote you, then the colleagues you used to talk and laugh with will become your subordinates, and you can tell them to do things at will. You may feel overwhelmed by such a sudden change, especially if you are not promoted and will be angry with you, see you as an enemy, and be reluctant to cooperate with you. In fact, this is also human nature, as long as you use a little skill, everyone will definitely accept you and will not always oppose you.

When you receive a promotion notice, be sure to restrain your joy and tell your colleagues that you thank them for their cooperation over the years and hope that they will continue to assist you. At the same time, invite everyone to have a meal, make the atmosphere easy-going and relaxed, and it will be easier to work in the future; But don't throw a big feast, that will only show you impetuousness.

If you are transferred to a new position, at the beginning of your tenure, you may have many new plans, but it is not wise to put on the attitude of a new officer. You might as well start by asking him, "How did you do in the past?" After he explained clearly, you said, "I don't think the problem is big, let's continue to do it the old way for the time being, and we will study it again after a while." This shows that you respect what others are doing without losing your own majesty and unique opinion.

Whether you're dealing with a new colleague or an old partner, you need to be mindful of what you say and do, and stay humble. In addition, after taking office, you should try your best to "mingle" with everyone and make everyone feel that you are their fellow travelers. As the saying goes: "The water is clear without fish, and the people are clear without friends", only by "seeing people and talking about people, and talking about ghosts" can you be recognized and accepted by all kinds of people.

In the novel "The Siege of the City", Mr. Qian Zhongshu once had a wonderful description of Gao Songnian, the president of Sanlu University, who was cunning and proficient in the world:

Gao Songnian studied biology and knew that "survival of the fittest" was a matter of course. His conceit is best adapted to the environment, to whom, on what occasion, and what to say. In the old novel, when it comes to "200,000 forbidden army leaders", it is always said that he is "eighteen kinds of martial arts, and everything is fine"; As the principal, Gao Songnian knows everything about the three colleges and ten departments in the school - this "pass" is like the "pass" of "smooth train" and "smooth stomach", and a few words of façade go straight from the ear to the mouth, and do not stay in the mind at all. Today, the Political Science Society is holding its inaugural meeting, and I respectfully invite you to give a speech, and he will talk freely about international relations, comparing fascism with communism, and in the final analysis, China's current political system is the best. Tomorrow, when the Literary Research Society holds a party, in addition to saying that poetry is "the soul of the nation" and literature is "a tool for psychological construction," he also encouraged all of you to be "India's Tagore, Britain's Shakespeare, France's-Russell" (which sounds like "Lusu", meaning Rousseau), Germany's Goethe, and American-American writers are too many." At the orientation meeting of the Acquired Physical Society, he had nothing to talk about at that time, and he could only call out a few relativity sounds, which caused Einstein, who was separated by the ocean, to have a fever in his right ear and sneeze. In addition, he would make small talk with military instructors and say "Fuck it!" or two. The instructor was so surprised that he was like-minded. If a few acquaintances have a casual meal and there are women, of course he will laugh and be proud of the waves, and he will adapt to it......

In the end, Jiang is still old and spicy, and the newly appointed new official can learn from the strategy of the university president.

But if someone refuses to eat hard and insists on going against you, then you have to take tough measures to "change people without changing your thinking", and you must not let him shake your majesty. In this way, with one hand soft and the other hard, you can "level" your subordinates and let you succeed as a "new official".