In management, you often encounter this problem, that is, your trusted subordinates are very capable, but have done things that upset you and made mistakes. What should you do?
At this time, there is no way to directly punish the employee, because direct punishment will make subordinates resent, and highly capable employees may work more passively, and the gain will not be worth the loss.
But if you don't deal with it, it will encourage his behavior and he will make the same mistakes even more. What should I do?
01
Check and balance
If you are really capable and trustworthy subordinates have made mistakes, then at this time, you need to train other subordinates and let this subordinate check and balance with the capable subordinates.
For example, if you have a subordinate who trusts and likes and is more capable, you usually like to beat others and win over your cronies. If you leave it alone, then he will gradually form a huge influence and will Have your strength overhead.
At this time, if you directly punish the subordinate, then there will be a gap between you, and the contradiction will become bigger, and you will even be used by others. If others make irresponsible remarks in front of this subordinate, he may betray you.
Therefore, we cannot directly punish, but cultivate a person who can check and balance him.
02
Skew frame
At this time, if you train people who are able to check and balance subordinates with strong ability, you will inevitably have conflicts with those with strong ability. At this point, you only need to pull the side frame.
Of course, this still has to be justified. For example, if you train B to check and balance A, because A has formed gangs, B will attack A. At this time, you can support B. At this time, A will spread resentment to B, and will inevitably turn to you, and you can use the contradiction between A and B to prevent A from forming cliques.
In this way, you can not only ensure that A will not conflict with you, but also make A realize that it is wrong to form gangs by yourself.