Talent development is a vital part of organizational growth. Some say competition among modern enterprises is essentially a competition for talent, highlighting the importance of talent cultivation. Yet in reality, many supervisors believe that talent development is solely the HR department's job, having nothing to do with them. This is utterly wrong—in discovering, cultivating, and applying talent, frontline managers actually bear heavier responsibility and have more direct impact. Due to insufficient awareness, many supervisors often make two mistakes in practice: laissez-faire and abandonment.

Management is Like Leading an Army: Rules Matter Most

1. No Laissez-Faire: Laissez-faire is the greatest distrust; once people are left alone, they drift.

Some supervisors claim to trust their subordinates, but after assigning work, they ignore it and let them do as they please. In the end, their "full trust" results in complaints and distrust from subordinates, or even project failure. In fact, laissez-faire is the greatest distrust. Blind "trust" without inspection and supervision is actually a fig leaf for the supervisor's dereliction of duty, and it is the root cause of talent being buried or lost. Because once people are left alone, they drift.

Especially when facing major challenges or tasks, people tend to hesitate and retreat. At such times, leaders must push forward and intervene in detail, not leave subordinates to their own devices. For example, during R&D, I visit the production floor several times a day to confirm the progress of the agreed plan and identify issues. Sometimes when traveling, no matter how tired I am, I still call the responsible persons to listen to reports and give suggestions. Such frequent intervention may seem like "distrust" of subordinates, but on the contrary, I absolutely trust my team to complete the work—in fact, they often exceed expectations. I do this for two reasons: first, to share the joy of their incremental achievements; I enjoy the process. Second, to promptly identify problems or new innovation points and optimize immediately, saving time and avoiding detours.

2. No Abandonment: Use Strengths, Compensate for Weaknesses; Even a Fortress of Iron Can Have a Steady Stream of Soldiers

Excellent leaders typically use people's strengths and compensate for their weaknesses. Everyone has strengths and weaknesses. If a supervisor only sees employees' weaknesses and abandons them, such a leader is a "true talent killer." If a supervisor "only uses strengths without compensating for weaknesses," such a leader is a "chronic talent killer," because ignoring subordinates' weaknesses and leaving them unaddressed may turn those weaknesses into "fatal flaws," ultimately ruining the talent. At the same time, "only using strengths without compensating for weaknesses" makes subordinates feel they only output to the company without personal growth, leading to internal imbalance and turnover.

"Iron camps, flowing soldiers"—many leaders lament staff turnover. In fact, compensating for weaknesses is the way to win employees' hearts. Because the person who knows you best is yourself, but you are also the one least willing to face yourself. Employees know their shortcomings but are embarrassed to speak up, so they feel confused and conflicted, urgently needing someone to help them, even push them. For example, a drug addict knows drugs are bad and certainly hopes someone will force them to quit. If the person responsible for helping doesn't take responsibility, the addict will resent them but won't say it, because addiction is their own bad habit and quitting is their own business; how can they ask others to intervene?

Employees often feel inferior about their weaknesses and sense crisis, but they dare not speak openly. Therefore, it is every manager's responsibility to push them to correct bad habits and compensate for their weaknesses. If a leader makes subordinates feel that you not only don't abandon them but also help them improve their shortcomings, they will be full of confidence and burst with incredible work passion. Such a leader can truly lead troops well and build a cohesive team that cannot be broken.

Lead by Example: Demonstrative Leadership Often Achieves Twice the Results with Half the Effort

As the saying goes, "what is above, is below." Often, whether a task can be advanced depends on the supervisor's personal demonstration. If "cadres" only talk but don't act, the team's work atmosphere will certainly be poor. Through years of entrepreneurial experience, I have always advocated a "frontline culture"—"take off the suit and put on work clothes"—to achieve twice the results with half the effort. For example, at Himin, we advocate saving every penny of the company. The best way to implement this thoroughly is for the boss to lead by example. Every time I travel on business, I never stay in star-rated hotels and am reluctant to fly first class, unless the host covers travel and accommodation. I remember the first time I flew first class was when the United Nations invited me to give a lecture, and they booked it. On regular business trips, I stay in budget hotels like 7 Days Inn or Home Inn. So when the boss is so frugal, how can our sales staff feel comfortable being extravagant?

Moreover, leading by example gives subordinates confidence because you are their "backbone," and this effect is very powerful.

Make Decisions, Not Flattery

Leaders must dare to make decisions and make them well. Only when decisions are correct can they be firm; only when they are accurate can they be resounding.

Now many supervisors dare not make decisions for fear of responsibility, but they are very good at flattering. This is absolutely unacceptable! Supervisors should not flatter; they should make decisions!

Appreciate, but Keep Standards High

Appreciate your subordinates; they have their strengths, but do not lower your requirements for them. Strict high standards are not only responsible for your own work but also for subordinates' growth. Many supervisors mistakenly think that appreciating subordinates and maintaining strict standards are contradictory. Either they are harsh and never appreciate, or they only see strengths and think everything is fine, so they let things slide without high standards.

In reality, low standards from leaders reflect their own low level, resulting in low requirements for employees. They don't believe they can do high-standard work, nor do they believe subordinates can. But "human nature is to strive upward"—everyone wants to improve and make things better. Holding every employee to high standards and cultivating the habit of high standards actually improves the supervisor themselves and, in turn, earns more admiration and appreciation from subordinates.

Therefore, while appreciating others and yourself, you must also strictly demand yourself and others. Only then can the team have sustained upward momentum and harmonious cohesion, and such a leader is a good leader.

Source: Benchmark Lean

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