Introduction: Every leader has experience as a subordinate, but not every subordinate can become a leader. Instead of thinking about how to become a leader, first think about how to be a good subordinate. Before becoming a general, you must first be a good soldier.

Every person is not a born manager; everyone will inevitably have experience as a subordinate. The most common situation is that we have to play the dual roles of superior and subordinate simultaneously. Many employees complain about how their superiors do not sympathize with them, how stingy they are, etc., but never think about whether they themselves are qualified as subordinates.

Today I read a blog post, roughly about a capable director of the president's office who was initially valued by leadership, but later clashed with the vice president of group administration, and eventually was forced to leave. After reading it, I felt quite emotional. With the intensification of talent mobility among enterprises, one can choose the enterprise, but not the leader, so there is a higher demand for employees' adaptability and professional quality. This is the author's personal experience. At the end of the article, the author also said that many of his actions at the time were not necessarily appropriate, and many things were not either/or; it was entirely possible to have both. Being a competent subordinate requires two aspects of quality: professional competence and professional ethics.

Most professionals place great emphasis on improving professional competence, but know very little about professional ethics. And when problems arise, in the vast majority of cases, they are problems of professional ethics. As a good subordinate, besides having certain professional abilities, what other aspects should one pay attention to?

First, the sense of obedience.

As the name implies, management and being managed are about one being the order issuer and the other the order executor. If the manager's words are ineffective or not taken seriously, or if the managed do not obey management, then the most basic organizational principles will be destroyed. The education we receive or the general rhetoric is that we listen to whoever is reasonable, but that is just superficial talk. Who has the final say is determined by position and power, not by reason. I think every employee should have at least a basic understanding of this, but the reality may not be so. We may be forced to obey orders, but we may not be convinced internally. At this time, we need a good attitude.

In many cases, unhappiness at work is not caused by conflicts of interest, but more by conflicts of concepts or ideas. Incompatibility of ideas easily leads to contradictions. In such cases, we need an objective understanding and rational treatment. Differences in ideas are perfectly normal. Mutual understanding is best; if not, mutual tolerance is needed. If tolerance is impossible, then there is the question of who has the final say. The answer is obvious: the superior has the final say. Therefore, lacking a sense of obedience is entirely self-inflicted unhappiness, and the hidden dangers are quite significant.

Second, the sense of carrying the sedan chair.

Carrying the sedan chair for one's superior is the duty of a subordinate. The metaphor of carrying a sedan chair may have a somewhat servile connotation, but here it is very appropriate and vivid. The relationship between superior and subordinate is also a team, although few subordinates like their superiors. Sometimes we tend to go to extremes in some aspects. For example, when dealing with superiors, we either easily develop a servile complex or a hostile complex, thinking that the superior is blocking our way. The normal relationship between superior and subordinate is mutual support and assistance. When treating superiors, one should respect and support them, so as to form a revolutionary friendship. Acts of undermining should not be done. Carrying the sedan chair is precisely an opportunity to reflect one's own value and should be seized.

Third, the sense of integration.

There is a saying: "Truth is not clear without debate." But in fact, some things are not meant to be discussed but to be practiced. Poor communication with superiors, differences and deviations, in most cases, are only due to different starting points and perspectives, but the goals and fundamentals are the same. So in such cases, if we do not consider the superior's thoughts and act arbitrarily, we will not have good results. If we completely follow the superior's requirements without compromise, it may not work or may cause new problems. If explaining and communicating with the superior has no effect, then how should we act? This is the key to testing the professional ethics of a subordinate.

In such cases, we need to talk about a sense of integration, which is a process of integrating different ideas and refocusing on the goal. Why do I say this? When we disagree with our superior, we develop a sense of separation, focusing on trying to prove who is right and who is wrong. Once the superior uses power to suppress, the subordinate feels wronged or thinks they are correct, but also does not know how to respond. At this time, the most dangerous move is to fight with the superior, which is useless and causes deviation from the goal.

The so-called sense of integration is to refocus our vision on the goal we expect. The methods can be different, but the goal must be consistent. Differences must be in methods, not in goals. To achieve the goal, we need to choose the most effective way. In this regard, we should understand what the superior cares about. Then package the method and proceed with execution.

Differences and contradictions are only differences in methods, and all roads lead to Rome. Methods are the least important, so we need to focus on the goal and seek common ground while reserving differences. In addition, it is not enough to let go of oneself; the superior has concerns, and we need to package to cater to them. As a competent subordinate, one needs to do the following: first, act in accordance with reason to achieve results; second, act in accordance with emotion to satisfy all parties. If you succeed in your actions and satisfy people, you will have a good way out, and your career prospects are self-evident.

In addition, if you or your colleagues like to comment on your superior's shortcomings from time to time, or if you think your superior is inferior to you, then I suggest you carefully read the following:

As a subordinate, you are not qualified to evaluate your superior. The position of your superior is determined by the superior's superior, who seeks suitable managers according to the requirements of the position. At the same time, as the superior of your superior, his judgment should far exceed that of you, the subordinate's subordinate. If your superior, no matter how subordinates evaluate him, can complete his performance management indicators on time every year, it should show that he is excellent. Therefore, casual chat after meals can only be a way to pass the time, not a basis for judgment.

When looking at people, we should be comprehensive and objective. Many of us are used to comparing our own strengths with our leader's weaknesses. Even if the leader really has some shortcomings, if these shortcomings do not affect the performance of his job, they cannot be considered as the leader's shortcomings. In fact, in today's real life, everyone's personality, educational environment, and growth experience are different. Therefore, we can only evaluate your leader from a positive and objective perspective, which is meaningful.

Do not mistakenly think that if you together drive your leader out of the management position, you will have the opportunity to replace him. In fact, from a management perspective, if your superior leader performs poorly, it is generally considered that the entire department is poor, not that the leader is poor, and that you, as a subordinate, are very excellent. The company will transfer a leader from another department to take over, rather than promote a cadre from a group of relatively poor subordinates.

As a subordinate, you must always remember that only by cooperating well with your superior to carry out work and doing the department's work well together can your superior have the opportunity to be promoted, and then you also have the opportunity; or, your ability is recommended by your superior or directly discovered by the superior's superior, then your opportunity comes. Therefore, as a subordinate, you should always think about helping your superior. Because only by being a qualified subordinate can you have the opportunity to become a leader. Even if your superior has some low-level mistakes or shortcomings, you should actively fill in and help, silently support, because only by helping him succeed can you have the opportunity for further development. Therefore, "To be an excellent leader, first be an outstanding follower."

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