2. Managers should take the initiative to gain the trust of their subordinates. Employees are vulnerable groups in enterprises, and their fear and hierarchy make them unwilling to approach managers actively. At this time, managers should take the initiative to go deep into the front line and approach employees, listen to their voices and communicate with them attentively. Employees will never open their hearts to a manager who is on the top, never goes deep into the scene and keeps his distance from employees. When communicating with employees, we should think from the standpoint of employees, that is, we should have the concept of "altruism" and think and solve problems from the perspective of employees. Even if the ultimate responsibility lies with employees, employees will understand the intention of managers and accept it calmly. Many managers of Japanese enterprises can put themselves in the position of subordinates and employees. The Japanese believe that it is the responsibility and obligation of managers to constantly solve the pain and troubles of employees, including work and life.
3. Managers should care about employees and dare to take responsibility. Caring for employees is not reflected in the slogan of "people-oriented" and the slogan of "helping employees", but in action. There are problems between managers of some small and medium-sized enterprises and employees in their departments. When reporting to the boss or superior leader, they first shift the responsibility to their subordinates and find a bunch of reasons for themselves. Department employees will be praised for their achievements and show their good management. Such a manager certainly can't gain the trust of employees. A real manager should be a manager who dares to assume his own management responsibility when his subordinates have problems. When subordinates take the initiative, the main credit lies with subordinates. In this way, managers who dare to take responsibility, care for their subordinates and are not greedy for merit will be really entrusted with heavy responsibilities by their bosses or superiors, and employees will sincerely support them. This phenomenon is very common in Japanese enterprises, and it is definitely the department manager who is criticized for the problems of department employees. Most managers of Japanese enterprises are sincere in this respect, not superficial. When the author (Meng Xianglei) was working in a Japanese-funded enterprise, several employees in a department heard that their subordinates were worried about washing clothes, so they bought him a washing machine out of their own pockets. We can't expect our superiors to be Japanese, but Japanese companies show concern for their employees. Japanese enterprises have a perfect welfare system to care for their employees, such as welcome party, farewell party, holiday gifts, shopping vouchers, fitness cards, housing provident fund, various insurances and so on.
4. Be honest with others. Mencius said: "a loyal person is also a heavenly way; If you think sincerely, you will learn from others. "Honesty is the core of Confucianism, and it is also the principle of life that we have been pursuing for thousands of years." The "sincerity" in Japanese culture is deeply influenced by China's traditional culture, and it is also fully reflected in Japanese enterprise management, such as Kōnosuke Matsushita's "sincerity". In Japanese enterprises, it is common for bosses or managers to bow to their subordinates to apologize for their mistakes, but it is rare in our China enterprises. What we are used to is that when employees make mistakes, their superiors scold them, and when employees make mistakes, their superiors refuse to admit their mistakes or even blame them.
5, heart-oriented, pay attention to the guidance of employees' mentality. Japanese enterprises emphasize "education-oriented" and stimulate employees' sense of ownership by guiding the same value orientation, thus establishing a long-term trust relationship with employees. Chang Zheng Consulting believes that the main means of training employees in Japanese enterprises are "mental cultivation" and "skill transfer", and "mental cultivation" is the fundamental. Japan's famous "Matsushita Social Training" is a model of spiritual training. Spiritual training is an arduous long-term project, which requires constant and unremitting efforts. Only when ideas are rooted in the hearts of employees and put into practice can they succeed, rather than staying on the surface. When the Long March consulting team was teaching in an enterprise in Zhejiang, they collectively recited the essence of "parchment" every morning. According to the boss, it has been five years. During the training, we randomly selected several old employees to recite. As a result, none of them can recite it completely, and few people can recite a paragraph. Therefore, it is difficult to cultivate the mind, but it still needs the efforts of all small and medium-sized enterprises.
6. Employees should change their mentality and work for themselves. Only relying on the unilateral efforts of the boss or manager, employees can't establish a trust relationship with the indifferent. While improving working standards, welfare guarantee system and paying attention to employees' mental cultivation, employees should also actively change their mentality and work attitude with a healthy, optimistic and upward attitude, so that they can at least work for themselves and even reach kazuo inamori's expectation of "making employees fall in love with their work", so that the establishment of trust relationship between enterprises and employees will naturally come.