Old Wang Neng understands Lao Zhang's problems. Because the old employees dare to resist Lao Zhang, it must be because Lao Zhang did not integrate into the company and did not gain the trust of the boss.
At this time, no matter who parachuted in, if you can't win the trust of the boss, not only the old employees resist and challenge, but also the possibility of being resigned is very high.
Lao Wang came into contact with Lao Liu, a professional with an annual salary of one million, and also encountered such a problem. After Liu parachuted into a company, he wanted to start reform, which eventually led him to leave.
Therefore, in the workplace, for airborne troops, if you want to gain the trust of your boss faster, you must do the following:
1, first make achievements that can be taken out or shown off. Anyone who parachutes into a new company, what the bosses want to see most is whether your ability is as good as that in the interview. If you can solve a problem in a short time, your boss will trust you; If you can't solve a problem that the boss can see in a short time, you will soon be ignored by the boss. Perhaps, the probation period will be very difficult.
Ms. Liu, who has just parachuted into a company as a recruitment director, has also encountered the rejection of old employees, but Ms. Liu is psychologically clear that as long as she can win the trust of her boss in a short time, other old employees will obey. At this time, Ms. Liu took the "disobedient" team and recruited two core positions for the company in less than a month, which won the satisfaction of the company HRVP and the company CEO. After that, two "disobedient" old employees also obediently obeyed.
2. Constantly show your loyalty to the boss. Loyalty is what every boss wants to see in the current workplace. For smart employees, they never express their loyalty through flattery, but support their bosses at meetings. Support your boss when others object; Others talk about your boss privately, you take the initiative to avoid or speak well of your boss, and so on. This seemingly ordinary operation is more effective than your flattery.
At dawn, after parachuting into a company, I heard someone talking about his boss (team leader). He didn't express any views or opinions. I was about to leave when I was stopped by the company's "big mouth" and talked about my boss together. Li Ming thinks from the boss's standpoint and talks about many benefits of the boss. The next day, the news reached the boss's ears. The boss gave a special performance at the meeting, and within a month, the company's "big mouth" resigned. ...
3. Pay attention to the details that bosses pay attention to. Details determine success or failure, and the boss pays more attention to details. As professionals, especially airborne soldiers, we must pay attention to the details, especially the details that bosses pay attention to. For example, when your boss is in a meeting, he will ask questions about the specific data of other employees or the details of the plan, and if you want to do it, you must make detailed data. As long as the boss asks, you must answer the question.
Xiaohua parachuted into a company as an operation manager. At the first meeting, Xiaohua found that his department director always likes to pursue specific details in the meeting, and sometimes he takes out a calculator to calculate.
Xiaohua saw this scene and judged that the boss paid special attention to data and details. Xiaohua pays special attention to details and data in her work. Every time it is Xiaohua's turn to report his work, the boss is very satisfied.
For people in the workplace, after gaining the trust of your boss, you should organize your own team and start dealing with those old employees who don't obey or resist you. How? Lao Wang suggested that when you join the company, you should:
1, appease the old employees first, and divide some old employees. You can't fire all the old employees. If you fire an employee, not to mention the boss, even the company HR may not support you, and you are really the only one in the end. What should I do at this time? Lao Wang Jian suggested that some relatively obedient old employees should be appeased first, so that they can become people who support you. In this way, divide the old employees. Why does Lao Wang suggest this? Because, in the workplace, when interested parties will certainly support others. You have to give benefits to those who support you. What benefits? This is simple, praise publicly, arrange core work and so on.
2. Promote some old employees who support you. The second step is to promote and support your old employees at work, so that these people can become your loyal supporters. For example, at work, you will definitely meet employees who support you and have relatively good performance. You can promote them. If you really don't meet people who perform particularly well, you can "help" them grow up, so that they will appreciate you and become your most loyal supporters. For a team, if you promote a new person, other employees may not be convinced. What should you do next? Look at the third point.
3. Recruit some new employees, discourage some old employees, and play the role of killing chickens and respecting monkeys. After parachuting into a team, when you are qualified to promote employees, it means that you have won the trust of your boss and the support of HR, and it is also the time for you to start a company smoothly. At this time, don't forget that there are employees who are not convinced. For employees who are not convinced, you start to recruit some new people to speed up the flow of fresh blood in the company. In other words, start discouraging and expelling some people who don't support you or are not convinced. Don't fire too many people. 1-2 is enough and can be used as an example. When you get to this point, you find that many members of the team support you. This was done by a general manager of a foreign-funded enterprise airborne. When he settled down, he fired two senior executives of the company. Some other senior executives left their jobs voluntarily, while others turned from disobedience to obedience.
4. Recruit reliable people who have followed them. When you stand in a team, it doesn't mean you have authority, and no one works under it. The marketing director of a company parachuted into a company. Although it is stable, there are still people doing things down there. ...
What you have to do at this time is to recruit some brothers who follow you to join your team. One is to complete the performance better, and the other is to supervise the disobedient employees. When you do this, the risks you face appear. What are the risks? The big boss's distrust of you began. What you have to do at this time is to do your job well and don't engage in interpersonal relationships. As long as you continue to do your job well, your boss will still support your work if you don't trust him. Lao Wang wants to say that in terms of support, don't demand too much trust. What you have to do is to do the project well and make your personal brand more valuable. It doesn't matter where you jump ship.
5. Clean up Tatars, crack down on small gangs and establish their own authority. In the last step, you should help your big boss clean up the company's thorns, partly for the sake of better company culture, but also to establish your own authority and build your own personal brand. In the workplace, don't say that your executives don't want personal brands. You also need a strong personal brand.
Write it at the end
The workplace is not home, but rivers and lakes. Being in Jianghu means having Jianghu status, and Jianghu status is your personal professional brand. With a personal professional brand, no matter where you parachuted, the employees supported your work with appreciation, so you wouldn't encounter so many unhappy things caused by parachuting.
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