It can be divided into three categories: giving birth to their parents, helping their relatives and friends, teachers, classmates and colleagues, and social friends of the country and nature.

Don't expect a person who doesn't know how to be grateful to his parents to be grateful to his superiors;

Don't expect a person who doesn't know how to thank his superiors to thank his subordinates;

Don't expect a person who doesn't know how to be grateful to his subordinates to be grateful to the unit;

Don't expect a person who doesn't know the gratitude unit to be grateful to the customer;

On the purpose of gratitude:

Subjectively for others, objectively for yourself. Now others get their own pay and get satisfaction; Next, I got the pay of others, and others were satisfied. The present person and the next person may not be the same person.

According to the different motives of gratitude, gratitude can be divided into spontaneous actions and actions taken to get something.

People who have no sense of gratitude don't need to return anything given by others. Spontaneous gratitude comes from a sense of gratitude, thinking that everything others give you is not deserved and needs to be repaid.

On the classification of gratitude:

Grassroots staff counseling is done every day, managers counseling is done every week, and executives counseling is done every month.

Turning respect into action is gratitude, including: being anxious for colleagues' urgent needs, such as doing things that colleagues (especially peers) need or require in advance; Think more about colleagues' ideas, for example, always consider problems from the perspective of colleagues (especially superiors and subordinates); Take the initiative to share for colleagues and do what colleagues (especially superiors) want to do or want to do for colleagues.

According to the degree of gratitude, it can be divided into the following three categories, and the order from big to small is as follows:

For a win-win situation, the result is to benefit others and benefit themselves.

In order to win-win, the result is self-interest and no harm to others.

For unilateral needs, the result is to harm others and not benefit themselves.

On the results of exchanging gratitude:

Be grateful to others and benefit yourself.

Gratitude is a good way to resolve contradictions, and gratitude is a good medicine to eliminate accumulated grievances.

As trees are, so are fruits. Conversely, if you want melons, plant melons, and if you want beans, plant beans.

The strongest ability comes from responsibility, the biggest motivation comes from gratitude, and responsibility and gratitude are the magic weapons of self-strength.

? Complaining is the beginning of death, and gratitude is the cornerstone of success? . Conversely, if you want to succeed, you must learn to be grateful.

With the help of relatives and friends, the guidance of teachers (masters) and the input of leaders, what kind of gratitude we give today will be rewarded tomorrow.

General method steps of investing in subordinates:

It can be divided into three stages: reminding, teaching and doing demonstration actions, which vary from person to person. It's the first time I find out where there is a problem with the reminder, I tell him what to do if he doesn't do well, and show him if he doesn't do well.

Just to remind you, it is not appropriate to follow up after reminding. If it is not enough, talk about it step by step. If you don't tell or help you when you come up, it is not conducive to cultivating employees to think positively. After a long time, they will form the habit of dependence.

Don't do it in one step, or you will be criticized for not doing it well once. This is easy to hit employees and hurt their self-esteem. Too many times, it is easy to form resistance and affect investment acceptance.

Method of judging subordinate investment:

When there are opportunities for study or training, do you think of your subordinates and create conditions to persuade them to participate?

When subordinates encounter difficulties, whether they appear in time to give encouragement and help them succeed;

When subordinates don't work hard, can they find guidance in time to help them out of the trough?

When the lower level is depressed, whether it is timely to find cold and warm to help it recover;

When it is found that subordinates have outstanding performance, whether to do positive incentives does not depend on things, which can help others draw inferences and let more subordinates learn to share;

When it is found that the subordinates are doing something wrong, it is not practical to give guidance to them, so that more subordinates can learn and share;

When it is found that subordinates have done something wrong, whether to give negative incentives does not depend on the matter itself, which can help others draw inferences and let more subordinates share lessons;

When subordinates make all-out efforts, the result is still a problem, whether to stand up and take responsibility for subordinates;

In short, being a leader is like being a brother and a parent. Is a life of anxiety, a life of conscience! Practice is better than precept. Lead as many people as you can (that is, how many people you can invest).

About the relationship between superiors and subordinates:

Maintaining the relationship between superiors and subordinates is a responsibility, not a power.

The bond between the superior and the subordinate is gratitude, not emotion.

The key to maintaining the relationship between superiors and subordinates is the future, not the immediate interests.

Gratitude between superiors and subordinates is tolerance, persistence and selfless dedication.

On the gratitude of superiors to subordinates;

Incentive is the main means to invest in subordinates.

Investment in subordinates is an idea, a method and a habit-forming action.

The best way for superiors to be grateful to subordinates is not to give anything, but to be strict with themselves.

Always doing things that are conducive to the career development of subordinates is the unchangeable truth of being a successful boss.

Learning to be grateful to subordinates is the basic skill of being a superior, and it is also a shortcut to build a team and establish leadership.

To gain the respect and follow-up of subordinates, we must first have talents, and then invest talents in subordinates.

The main responsibility of superiors is to guide and help subordinates to improve, which is the result of life work (such as investment counseling). First, people have the ability to improve their skills, and then people submit things.

The main criterion for the success of investing in subordinates is whether the skills of subordinates are improved, and the form of expression is whether the immediate income is improved and whether there will be greater income in the future.

On the gratitude of subordinates to superiors;

Grateful superiors can win opportunities and investments.

Grateful superiors can win greater opportunities and investments.

Grateful to superiors can win more people's goodwill.

Gratitude is the accumulation of resources and a magic weapon to strengthen oneself.

Based on the feelings of leaders, the degree of gratitude of subordinates to superiors can be divided into: relief, peace of mind, worry, worry, worry, sadness and so on.

The outstanding performance of subordinates who reassure their superiors is that they can not only do the work arranged by their superiors, but also exceed their expectations, including time, quality and quantity targets. On this basis, they can also take the initiative to share their worries for their superiors and try their best to broaden their minds.

The outstanding performance of subordinates who reassure superiors is that they can complete the work arranged by superiors well, including time, quality and quantity targets, form a safe impression or brand in the minds of superiors, and the submitted results can be exempted from inspection.

The outstanding performance of a subordinate who reassures his superiors is that he can do the work arranged by his superiors well, including time, quality and quantity targets, and can achieve about 90% without causing trouble, forming an impression in his superiors' minds that this matter reassured him.

The outstanding performance of subordinates who worry their superiors is that they can complete the work arranged by their superiors under the guidance of their superiors. If the superior doesn't ask, there may be unexpected problems, including delay, failure to finish at first, trouble and fraud.

The outstanding performance of subordinates who give trouble to their superiors is that they must have superiors who can share their worries and have patient guidance to carry out their work. In this process, once you don't get what you want, you may fall down at any time, leaving yourself helpless.

The outstanding performance of subordinates who worry their superiors is that they must have the follow-up guidance from their superiors before they can carry out their work. In this process, unexpected problems may occur at any time, including desertion, trouble, cynicism and so on.

The outstanding performance of subordinates who worry their superiors is that no matter how their superiors arrange follow-up guidance, they all work according to their own ideas. There are good and bad grades, but you can't pay less, or you are full of anger.

The outstanding performance of subordinates who make their superiors sad is that they will go all out to arrange their work as long as they are willing to do it. If you don't want to do it, or if it's not good for you, you'll have to deal with it at most. No one can stop you if you want to do it.