Talent development is a crucial part of organizational growth. Some say competition among modern enterprises is essentially competition for talent, highlighting the importance of talent cultivation. However, in reality, many supervisors believe that talent development is solely the responsibility of the HR department and has nothing to do with them—this is utterly wrong. In the discovery, cultivation, and application of talent, line managers at every level bear even greater responsibility and have a more direct impact. Yet, due to insufficient awareness, many supervisors often make two mistakes in their work: laissez-faire and abandonment.
Don't let go: Laissez-faire is the greatest distrust; once people are "let go," they will "drift." Some supervisors claim to trust their subordinates, handing over work and then ignoring it, letting 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 "let go," they will "drift." Especially when facing major challenges or tasks, people often hesitate and retreat. At such times, leaders must push forward and intervene in detail, not let subordinates go. For example, during the development of the solar micro-kitchen, I went to the front-line workshop several times a day to confirm the progress of the previously set plan and identify issues. Sometimes when on business trips, no matter how tired I was, I would 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 stage-by-stage achievements; I enjoy the process. Second, to promptly identify problems or new innovation points and optimize immediately, saving time and avoiding detours.
Don't abandon: Use people's strengths, complement their weaknesses, and the iron camp can have non-flowing soldiers. Excellent leaders typically use people's strengths and complement 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 complementing weaknesses," such a leader is a "chronic talent killer," because ignoring subordinates' weaknesses and letting them go may turn these weaknesses into "fatal wounds," ultimately destroying the talent. At the same time, "only using strengths without complementing weaknesses" makes subordinates feel they are only contributing without growing, leading to internal imbalance and turnover. "Iron camps have flowing soldiers," and many leaders worry about turnover. In fact, complementing weaknesses is the way to capture employees' hearts. Because the person who knows you best is yourself, but you are also the one who dares not face yourself. They know their shortcomings but are embarrassed to say them directly, so they feel confused and conflicted, urgently needing someone to help or 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 doesn't take responsibility, the addict will resent them but can't say it, because the addiction is their own bad habit, and quitting is their own business—how can they ask others to manage it? Employees often feel inferior about their weaknesses and sense crisis, but they don't dare speak openly. Therefore, forcing them to correct bad habits and complement their weaknesses is the responsibility of every manager. 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 unimaginable work passion. Such a leader can truly lead troops well and make the team cohesive and unbreakable.
Lead by example: Leader demonstration often yields twice the result with half the effort. As the saying goes, "subordinates follow the example of superiors." Often, whether a task can be pushed forward depends on the supervisor's personal demonstration. If "cadres" only talk but don't act, the team's work atmosphere will certainly not be good. Over the years of entrepreneurship, I have always advocated a "front-line culture"—"take off the suit and put on work clothes"—to achieve twice the result with half the effort. For example, Himin Company advocates saving every penny of the company's money. To implement it thoroughly, the best way 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 be extravagant? In addition, leaders leading by example often give subordinates confidence because you are their "backbone," and this effect is very powerful. During the development of the solar micro-kitchen, everyone was uncertain about the outcome, and various distractions could shake morale. At such times, the boss, as the project leader, must lead by example and be hands-on to keep the team confident. I remember during that period, I went to the workshop at least three times a day—morning, noon, and evening—sometimes spending most of the day there. Improving a little every day, making progress every day, we managed to develop the micro-kitchen from nothing, from bulky to portable. In the process, subordinates gained growth and accumulated confidence. Now they can basically complete tasks independently.
Make decisions, not flatter. Leaders must dare to make decisions, know how to make decisions, and make them firmly and accurately. Now many supervisors don't dare to make decisions for fear of responsibility, but they are good at flattering. This is absolutely not allowed! Supervisors should not flatter but make decisions! Again, using the solar micro-kitchen development as an example, the project team's two engineers (Yu Jiawu and Yu Xili) are senior engineers, excellent in technical innovation, but it was their first time managing a team. Initially, they didn't dare to make decisions. Even with good ideas, they waited for me to decide. Without my decision, things dragged on, slowing project progress. Later, I strictly required them to make decisions and be resolute. Of course, from not daring to dare to being able to make decisions, they made many mistakes and took many detours, which is normal. But as leaders, if they lack the courage to make decisions, they are unqualified. Fortunately, after more than a year of practical training, these two "old fish" (Yu) have grown into excellent supervisors.
Appreciate, but don't lower standards. Appreciate your subordinates and their strengths, but don't lower your requirements for them. Strict high standards are not only responsible for your own work but also for the growth of subordinates. Many supervisors mistakenly think that appreciating subordinates and strict standards are opposites. Either they are harsh and never appreciate, or they only see strengths and think everything is fine, letting go without high standards. In fact, low standards by 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 developing the habit of high standards is also an improvement for supervisors themselves, and in turn, it earns subordinates' admiration and appreciation. So, while appreciating others and yourself, strictly demand yourself and others. Only then can the team have sustained upward momentum and harmonious cohesion. Such a leader is a good leader.
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