Why are the post-95s unhappy with your management?

To play the value of a young team, we must act from three perspectives

Recently, in the “My Boss Don’t Know Me” program, a manager complained: “In 2019, I recruited 9 post-95 employees, and then some people left the job. In the end, only one was left. In 2020, she recruited A group of post-95 employees, none of them left.”

In this situation, perhaps many managers have deep sympathy:

Some young people have problems at work. If you kindly remind a few words, the other party thinks you are targeting him.

Some young people get emotional at every turn, talking about their resignation all day long, all kinds of depression and collapse.

I obviously wanted to help them with good intentions, and wanted young people to progress and grow, but the other party just didn’t appreciate it.

I have been very confused about this question. Until recently read a “humble advice” Professor MIT Sloan School Schein came to understand the original to ask questions out of the 95 managers on communications staff.

If we want to solve this problem, we must avoid the following three misunderstandings, Enjoy:

Why are the post-95s unhappy with your management?

01 Misunderstanding, a  domineering president, you must give me results

I have met a leader before, who is handsome and tidy. At first glance, he is the type of “dominant president”.

He may also want to develop in this direction, so he usually does what Huang Xiaoming said in “Chinese Restaurant”: “Don’t you think, I want me to think.” Especially strong, let us listen to him in everything, not ourselves. Call the shots.

But on the other hand, he himself didn’t want to contribute.

To put it bluntly, on the one hand, he wants to pretend to be “dominant president” and all kinds of “pretend garlic” on weekdays. On the other hand, he doesn’t want to pick garlic personally, so let us think about it for ourselves, and if we encounter problems, we need to give him a plan.

This is not the ability to “dominate president”, but get the disease of “dominate president”.

Once, a post-95s newcomer encountered a problem reported by customers. Because I was too anxious, I didn’t think about the plan and went directly to the leader to report.

When describing the problem with the leader, the other party became impatient after hearing a few words, and said: “I don’t want to listen to nonsense. I only want the result of this matter. How do you want to solve it?”

I did not want to advance because, when a new person, that is, froze in place, do not know the spade, the result was reprimanded meal leadership. After that, the people under us reached a consensus with each other, and it is better to do more than to do less. Some problems happened, but we didn’t see them all.

This kind of stifling employee communication enthusiasm, Professor Schein also mentioned in his “Humble Consultation” book:

“Some managers often say, don’t come to me with problems that don’t have solutions, but if employees are not even qualified to ask questions, no one will give feedback.”

I can understand that many people have a hard time becoming managers, and they definitely want to be powerful. But for the post-95 employees, they don’t eat this set.

Work is not drama, employees can simply does not exist independent simultaneous solution of the problem of decision. If managers do not allow feedback, it is tantamount to stifling the enthusiasm of employees.

Many post-95 employees are not difficult to manage, but many managers, for their own sake, do not give them a chance to express themselves.

This point became the fuse that caused the problem.

Why are the post-95s unhappy with your management?

02  Misunderstanding 2 A  clear sense of boundaries, and everything is done in the right way

Readers and I once complained that his leadership had no “human touch.”

One day, because he didn’t bring an umbrella after get off work, he caught a cold after being caught in the rain. The next morning, I felt tired and couldn’t get up, so I wanted to call and ask for leave from the leader.

As a result, the leader said: “Isn’t it just a cold? I can keep working if I have a cold. Why can’t you come?”

In this way, the leader did not approve any leave, so he had to get up on his own, lavishly, and took a taxi to the company.

At work, because the cold was so uncomfortable, the readers couldn’t lift the energy at all, and fell asleep on the table after a while.

As a result, the leader came out again at this time, took an empty mineral water bottle and threw it on the reader.

This move suddenly caused public outrage. Although everyone didn’t say anything on the surface at the time, many people subsequently switched jobs.

Many managers regard maintaining a sense of boundaries as a means of maintaining their power. There is nothing wrong with the work, but if it is unhumanly tough, then it is sick.

To solve this problem, we can refer to the two-level relationship theory proposed by Professor Schein.

He pointed out that in the workplace, the state of the manager’s business affairs belongs to the first-level relationship . It is that they don’t know each other well, but they treat each other as companions on the bright side and maintain a polite “professional distance” at work.

This level 1 relationship does not require managers to worry about too much, but it can’t make the team cohesive.

The principle that excellent managers follow is to develop a two-level relationship with their employees.

Mainly reflected as:

Acknowledge each other’s personal relationships, apart from work, we are still friends.

Make a commitment not to undermine the joint efforts of both parties.

Be honest with each other, show your true side, and don’t pretend.

And now many 95 employees care about the level 2 relationship. They are very loyal and creative. But they are also human beings, not machines, and need respect, not exploitation. 

Why are the post-95s unhappy with your management?

03  Misunderstanding three:  self-confidence, hesitation to subordinates

There was a time when the company asked me to supervise a new project. To put it bluntly, it was to assist the young people born in 1995 to prevent them from causing trouble.

When attending the meeting, I found that these young people were anxious to each other, and their words were choking. Before the last one finished speaking, the next was anxious to interrupt.

I saw how this works, and I won’t be able to fight for a while! Then, between their speeches, I said:

“The most important thing for a meeting is to clarify the problem, and then get the results. To ensure the effectiveness of communication, don’t worry, you can wait for others to finish before speaking.”

Although they echoed my point of view at the time, they really did not interrupt interruptions as required. But on the second day, they were still the same, their tit-for-tat posture, they almost beat the table and fell to the bench.

When I pointed out the problem again, they still responded with very polite words and thank you all. But on the second day, it was still the same.

Professor Shain has also experienced this failure of manager intervention. He said:

If managers directly point out where employees have done wrong, they will violate the principle of team guidance, which is to observe behavior but not criticize.

Because of criticism, managers can focus too much on the phenomenon caused by the problem, but as a result, they ignore the real cause of the problem.

When a problem has occurred, blindly criticizing employees will only intensify the contradictions between superiors and subordinates, and will not help solve the problem. I lacked consideration at the time, and it was also past experience that made me too confident.

The implication of what I said to them is that your actions are inappropriate and terrible. This kind of criticism will definitely make them feel uncomfortable.

If I can be patient and guide them to think about the effects of each meeting, and use this chaotic state to compare it with an orderly state to highlight the difference in efficiency, maybe it is another result.

Also because I had “closed the door” in the early stage, I did not continue to intervene in the subsequent implementation of the project, but to observe on the sidelines.

After learning about their specific situation, I realized that the reason why this group of post-95s are tit-for-tat during the meeting is that they are too eager to do this project.

Because we all know that innovative projects have a high probability of failure. Every step forward, any decision may be lost. That’s why they are extremely nervous and emotional all day long.

In fact, to be honest, at first I thought this group of young people were “Shrimp Soldiers and Crab Generals” and couldn’t make any big moves. Therefore, my support for them is relatively limited, and I have to hesitate for a long time each time.

But with the in-depth observation, I have to say that although sometimes their ideas are very strange, they can really tinker with new things, and they are quite useful.

After that, I also began to let go of my prejudices and cooperate with these young people. Whatever they need me to do, I will support them. I don’t need them, and I don’t follow them.

In the end, this project was really done.

Why are the post-95s unhappy with your management?

04To  play the value of a young team, we must act from three perspectives

To avoid the above three misunderstandings, managers should focus their perspective on cultivating relationships with young employees.

But because many managers are post-80s or post-90s, maybe we don’t know the young people very well, and we don’t have time to learn related skills. What should we do?

In this regard, the humble consultation 3C model provided by Professor Schein can help us solve the problem:

1. Curiosity, to understand the real situation of employees

For young employees, we need to maintain a sincere curiosity if we want to keep their hearts open while listening.

Only by focusing on them and being curious about them from the bottom of my heart can we maintain the motivation to listen to our employees.

2. Commitment, prepare emotionally to help others

When communicating with employees, take a human touch. If you are not ready to help employees, do not accept employees’ reports and requests for help if you are in a bad state.

When we adjust and decide to start communication, we need to do our best to help them, replace indifference with enthusiasm, and let employees feel your warmth.

3. Caring, must be personalized

Treat employees, don’t put on airs. Be like a friend, talk to people. Even though the positions are different, all around us are young people of flesh and blood.

To gain the support of young employees, managers must use empathy and understand their feelings; use a caring attitude to break the ice with them; and treat them as their own with respect.

With these three points, the young people’s abilities have been brought into play, the team has cohesion, and the effect is naturally 1+1>2 in the end.

So it’s not that post-95 employees are useless, it depends on how managers use them. It’s not that post-95 employees are not easy to manage, it depends on how you manage.

Hope this article can be helpful to you.

Posted by:CoinYuppie,Reprinted with attribution to:https://coinyuppie.com/why-are-the-post-95s-unhappy-with-your-management/
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