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No matter what leaders intend to do, without the response of followers, they are destined to fail. However, in reality, leaders and followers often find it hard to keep in step. In this distracting material world, leaders often lament that there are too many temptations and it is too difficult to find trustworthy employees. In this era that advocates individuality, employees with strong personalities and self-righteous attitudes also give supervisors headaches.
Increasing evidence shows the role of managerial charisma in leadership; charisma can turn differences into motivation.
- How should senior supervisors manage employees with "strong personalities"?
Solution: If a supervisor feels that an employee has a strong personality, the supervisor's own personality is often relatively weak. The employee, on the other hand, has strong self-esteem and some ability but is self-righteous. For employees with "strong personalities," supervisors can adopt two strategies: one is to change the employee's strong personality by using softness to overcome hardness. The other is to use only the employee's abilities but not their character, gradually "taming" the tough employee through a "management by objectives" strategy.
- Employees are easily tempted by external offers. How can we improve their resistance to temptation?
Solution: Employees are tempted not only by money; they may have gained some respect in your company, but not necessarily been given important roles. If the employee's value orientation differs from the company's, it is inevitable that they will have new ideas. If employees work for you, it is difficult for external forces to tempt them. If they work for money, there is no other way but to raise their salary. If your managerial charisma is greater than the appeal of money, using managerial charisma to eliminate external temptations is the most reliable approach.
- It is too difficult to find trustworthy employees nowadays. Is there any way to quickly identify employee loyalty?
Solution: If you say it is too difficult to find trustworthy employees, the boss is likely distrustful of all employees, has low trust, and is somewhat "paranoid." To quickly identify employees, the boss must first have the ability to understand themselves. How can you know others if you do not know yourself?
- How can we make employees who talk a lot but do little "do more and talk less"?
Solution: The management philosophy in Yu the Great's flood control is to reward the good and not criticize the bad. Negative incentives often hurt employees' self-esteem, and to protect themselves, employees will spend a lot of time and energy defending themselves. To transform "talk-more-do-less" employees into "do-more-talk-less" ones, you should reward and encourage those who "do more and talk less" and reduce criticism and punishment for those who "talk more and do less." Once "do more, talk less" becomes the team culture, those who "talk more and do less" will either become "do more, talk less" or naturally leave the team.
- If employees with different abilities are managed and assessed with the same goals, low-ability employees may lose motivation; if different goals are used, high-ability employees may feel discouraged. What should be done?
Solution: Internal competition mechanisms often make the strong stronger and the weak weaker. A team cannot use two sets of standards. In reality, there are both weak and strong members. It is advisable to let the strong lead the weak, using the concept of "the strong helping the weak" to build "strong-weak integrated" groups, turning confrontation into mutual assistance.
- Can "managerial charisma" be used to manage employees who do not follow reason, emotion, or law?
Solution: Employees who do not follow reason, emotion, or law actually emphasize their own version of "reason, emotion, and law." They are likely dissatisfied with or distrustful of their superiors. For such unconventional employees, "managerial charisma" should be used, but not the ordinary kind. Otherwise, it will not only be ineffective but also dangerous. This requires managers to work harder to improve their own managerial charisma.
- How can supervisors help employees with average ability but who are very "self-righteous" to be realistic and work steadily?
Solution: Self-righteous people often have average ability but care a lot about face, have strong self-esteem, are often aloof, and tend to look down on people and things. If the manager is relatively strong, they will often see the negative side of such employees. These employees usually have a particular skill and desire specific requirements from their superiors rather than being constantly suppressed. For them, less criticism and blame, and more encouragement and praise, giving them opportunities to grow, so that their abilities better match their positions, is the basic strategy to promote their improvement. It is also an opportunity for superiors to enhance their own managerial charisma.
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