The art of leadership: forget blame you?

Being convinced people to focus on solving problems, rather than busy blaming others.

A CEO, angry and asked: "this is who is responsible?" the question that a chemical company in the Conference room a dark cloud looming. The company has just lost a customer, and snatched the customer who is the President of the former employer. He was very angry. Present managers seem restless, but the President went on to say: "I want to find out the mess of this thing, and so I find this person, I will let him bad. "When the program manager to leave the room, it was said:" I think we are going to prepare my resume. ”

Hang on

The President is eager to find directions for making big client companies lose the culprit, and then blame fully pushed to them, but to do so are counterproductive, because his subordinates in the next few days, only busy shifting of responsibilities without trying retrieve this customer. If the President fails as a learning experience, and take this opportunity to find a company in need of improvement, then they may be learned from failed for some lessons.

Forget the blame

A few years ago, I had a small manufacturing company serving as sales manager. One customer refuses to pay the Bill, but I was informed in accordance with the company on the side of the message will soon apply to the Court for failure. In discussions with several managers, I decided to close down in the company before they get back some of our goods. The customer is responsible for management of warehouses, he agreed with their employer does not have to pay for goods returned to us, and because he was going to quit, so willing to help us.

Everything is carried out in accordance with our plans, we moved back to value from the warehouse were raised. I was fortunate to be able to reduce the loss of so many, but unfortunately, I do not know these goods has been this customer mortgage to the Bank, so we have to take these goods also go back, but also the burden thus do the costs of the lawsuit.

I remember when I would tell the boss the night before, I had to write a good resume, prepare juanpugai walk, but than I expected, is that the boss does not say anything, but when I told him that the company may suffer losses, he did not even blink your eyes.

When I report after boss looked at me and said: "well, this thing here, now to do something that would allow companies to make money. "His words I have a great impact on me within the next six months for the company paying the best, but the company was set over the maximum turnover and profits. This boss strategy is very simple, that is to blame a subordinate no benefit, rather than to focus on how much money the company losses, it is better to focus on building confidence and future.

Blame the negative impact of staff

Don't blame the people who do wrong is very difficult for one thing, but the maturity and far-sighted people to solve the problem. Accused itself damage than the problem itself hurt because blame will make staff morale, harm but no good. Here is the blame may cause negative effects:

· Blame not sure hit.

· Blame not repair will cause harm.

· Blame not settle will create complex.

· Blame instead of solidarity will be divisive.

· Blame not smile causing displeasure.

· Blame not forgive be denial.

· Blame not building will cause destruction.

Don't put the question to me

In a workshop, a young manager told me that when he took over a new sector of the problems encountered. This sector was represented by a person who likes to blame staff management, subordination are reluctant to make any decisions. I asked him how to handle this situation, he said he put together his subordinates, and tell them to identify at least one solution to the problem, then tell him. He said: 「introduction a lot of people are shocked both required and afraid. 」 And the beginning of the results is very poor. He said: I immediately found 「introduction of many subordinate issues no longer have to ask me, I had hoped that they figured out the solution to the problem. 」 But he later discovered that his subordinates do not dare to ask him with questions.

So the Manager again convened his subordinates, and then he said to them: 「introduction I don't want to order something that wouldn't blame you, but I do not want you to provide a perfect answer, I just don't want you to rely on me to complete your work. 」 Thereafter, the Manager and his subordinates to address issues that have drawn up a number of basic principles. He told them that they don't need to find the right answer, but as long as the recommendations of the proposed work. When their faith, and began to make recommendations, they provide the correct answer rate increasingly high.

More Fortune

· Let the subordinate knew that the blame will only be counterproductive. Let your staff know that temporary fail, and you're committed to exploring all options.

· Establish the basic principles of risk, tell your subordinates, thoughtful ideas and solutions if not success will not be penalized or criticism, and is considered a valuable learning experience.

· In most cases, the blame is not mature practices. Only in the end this is constructive behavior, can be really successful and happy.

· Give subordinate enough encouragement and information so that they know the company's expectations, so they will believe your leadership, and believe that they can meet those expectations.

· Those who carry out reasonable adventure, but it failed as heroes, remind them of George · Burns (George Burns, United States

Veteran actor) philosophy of life: life's goal is not to make mistakes, but as few mistakes!