1. Treat incompetent subordinates with tolerance. As the saying goes: No one is perfect. If subordinates make any mistakes or make mistakes at work, as a leader, you must handle it carefully to avoid hurting their self-esteem and making them feel embarrassed and uneasy. When this happens, it's best to talk to them privately, praise them for their good performance, point out areas where they currently need to improve, and help them figure out how to improve. When a leader does this, subordinates will often be grateful to the leader for not hurting their face in public, stimulating the mentality of gratitude, repaying kindness, and making up for one's mistakes, turning incompetence into strength.

2. Inspire subordinates who cannot be motivated with a caring heart. The main reason why some subordinates are ineffective in their work is that the leaders do not pay attention to communicating with them, do not reuse or value them, so they become discouraged, break things down, and the leader points east, while others tend to the west, and they often get into trouble with the leader. If the leader pays attention, Create an atmosphere of "you are an outstanding talent, I respect you, and I will try my best to help you" and let your subordinates know that you value his work, care about his work, and value his existence. Then the subordinates will be easily motivated and try their best to complete the tasks assigned by the leader. When dealing with tasks, you need to pay attention to two issues when treating incompetent subordinates with attention: first, pay attention to praising the strengths of incompetent subordinates in front of colleagues in the unit; second, pay attention to explaining in front of your own leaders that it is precisely because of the full cooperation of these subordinates Only then can the work be completed better. In this regard, subordinates will feel that their leaders will not ignore their loyalty and bury their hard work, and they will consciously make improvements in future work and be more conscientious.

3. Use a sincere heart to influence your incompetent subordinates. Some subordinates think that they are incapable of doing their job, their own quality is not high, and they do not get along well with their leaders. It seems that they will never get ahead under a certain leader, so they give up on themselves. Therefore, when the leader told him that he couldn't do it, and when the leader prohibited him, he would not stop. Although he did not have a direct conflict with the leader, he often had secret conflicts with the leader behind his back and acted against him. Sometimes at work, I know that I have done something wrong, or that there are adverse consequences for doing so, but I still go my own way with the idea of ??"I don't expect to be promoted anyway. As long as I don't make a big mistake, no one can do anything about me." In this regard, leaders should not turn a blind eye and let it go. Instead, they should communicate with these subordinates at any time and influence them with a sincere heart. As mentioned above, there was a subordinate who appeared to be obedient in front of the leader, but secretly made slanderous remarks. Many of his words that were detrimental to the leader's image reached the leader's ears, but the leader laughed them off. Once, at a work dinner, this subordinate took advantage of his drunkenness to accuse and abuse the leader in public. The leader knew that he was drunk, so he personally sent him home. When his lover saw his drunken husband, he was personally helped back by the leader of his unit. The family was shocked and apologized on behalf of her husband. The next day, the subordinate found out that he had lost his temper after drinking and was ashamed to see his leader. After some time, the subordinate's lover fell ill and was admitted to the hospital. The leader took someone to the ward to visit. This incompetent subordinate was influenced by the leader's sincere heart, abandoned his previous prejudices, and devoted himself to his work wholeheartedly.

4. It is necessary to use fair and strict competition and elimination mechanisms to spur subordinates who are not working well to be kind and gentle. It has also been proven to be a relatively effective method in practice, but it is not a panacea. . Tolerance and influence towards subordinates who do not work well cannot turn into condoning mistakes and protecting backwardness. Especially in the current era of deepening the reform of the cadre system, vigorously promoting institutional reform, and diversion of agency personnel, leaders should not treat subordinates who do not work well. At this time, in addition to having a bodhisattva heart, you must also have an iron hand. To be specific, it means: setting clear job goals, treating everyone equally, conducting strict assessments, cashing out rewards and punishments in a timely manner, using the rigidity of the system to correct the inertia of those who do not work well, and establishing and improving the appointment system and The competitive employment and elimination system breaks down the job barriers, identity and level boundaries within the unit, and regularly conducts job competitions and job competitions. It also arranges waiting, rotation and diversion for those who do not perform well, and activates the creative vitality of subordinates through a fair competition mechanism.