How to Manage Your “Careerist” Subordinates?

How many managers have never been in such a dilemma? They like employees with little ambitions and expect them to create performance, but they dare not give him enough development space and power. One day they will leave. So, how to motivate an employee with a strong desire for power? How to let then their grassland in the enterprise?

This requires not only the mind of the manager, but also wisdom. If you want to make good use of and motivate anyone, you must start by understanding their psychological motivation, which is the source of everyone’s work motivation. Otherwise, all your methods and evaluations may be biased, ineffective, or even counterproductive.

Let everyone have the grassland they can ride on, and have the value that they want to obtain, and your organization will naturally be on the road to success.

How to put a person in a suitable position and how to motivate him? Start by understanding  psychological motivation, and give a good position.

Motivation starts with insight into motivation.

Research: “Strong desire for power” has more leadership

People usually think that if employees are in good agreement with the organization’s goals, there is no need to pay attention to people’s psychological motivations, and performance is naturally formed. Psychologist David McClelland and his colleague David Burnham disagree with this view.

They believe that managers have three important motivations in their work: achievement needs, power needs and affinity needs. People can be divided into different types according to different motivations and the strength of restraint. Follow WeChat “Sales Director” to learn about sales skills. Managers with strong power motives and restraints, as well as weak affinity motives, are usually the best. Their direct subordinates have a stronger sense of responsibility, can see the goals of the organization more clearly, and are more team spirited.

What are the factors that make or motivate a person to become a good manager?

Most people believe that it is the achievement need to hope that they can do things more perfect and more efficiently. But in fact, due to their commitment to self-improvement, they always want to take care of more things by themselves. At the same time, I hope to get external evaluation and feedback in a timely manner. However, the reality is that managers cannot complete tasks alone, and because they authorize others to do it, it is impossible to get personal feedback quickly.

Psychologists have conducted research on the managers of some large American companies, and their conclusions show that the top managers of the company must have a strong need for power and actively establish their own influence over others. However, this need must be guided and controlled, so as to bring benefits to the entire organization where the manager is located, rather than to enhance the personal power of the manager. In addition, the need for power of top managers should be greater than their desire to be welcomed by others.

Managers need “small ambitions”

There have been numerous successful “careerists” in ancient and modern times, both at home and abroad. They have exerted their power to the extreme, and while they have achieved themselves, they have also achieved others and organizations. But why do people still have a lot of references to people who have a strong desire for power? The answer is actually very simple. People prefer people like themselves. This is also why managers are usually unwilling to mingle with employees, but there are often heroes between managers. Reasons for the feeling of sympathy. Because of similar psychological motives, it is easy to form similar values, consciousness, and behaviors, and it is naturally more speculative.

Maybe you think it’s a bit high-sounding. But in fact, the power motive of excellent managers is not oriented toward seeking personal power, but oriented toward better serving the organization and achieving organizational performance.

At the same time, people with strong desire for power and control usually have a stronger sense of organization. They are easy to get other people’s recommendation and thus take up more positions. They have the desire to serve others and are more restrained. Just like the findings of psychologists: good managers score high on both the desire for power and inhibition. Therefore, the desire for power is an indispensable characteristic of good managers.

The study also found that people have been using terrible authoritarianism to devalue the importance of power in management. But in fact, management is an influential game after all. The advocates of democratic management require managers to pay more attention to the personal needs of employees, but they do not require managers to help employees complete their work.

Therefore, if business executives find that your managers are interested in Game of Thrones, don’t worry too much that they will be dictatorial. On the contrary, managers driven by power will boost the morale of subordinates, rather than undermining their confidence..

Power is not “doing what you want,” but it means taking on more responsibilities and overall view: how to achieve the goals of the organization? How to better mobilize the enthusiasm of participants? How to turn power into a beneficial tool for achieving performance? The essence of this is responsibility. This should not be a high-profile, but real belief and action. Only the boss with this belief will win the respect of his subordinates and help him achieve performance. And such power will naturally be extended to leadership, even if he no longer uses or possesses power, it will still affect others, even his life.

This is the best power holder. If you can turn power into real leadership and influence, you will succeed.

What should the manager do when your professional manager has a strong motivation for power and cannot give him power temporarily?

How to be a high-quality careerist

As a business manager, how can you insight into which aspects of your managers have high desires? Try a few questions set by psychologists: how much time should you spend thinking about making things more perfect, or further improving work efficiency (achievement needs); How long to consider establishing and maintaining friendly relationships with others (needs for affinity); how long to consider exerting influence on others (needs for power). The answers to these three questions can directly reflect the tendency of his motivation to some extent.

So, for a manager who has a strong desire for power, how should the manager manage and motivate him?

Let power equal influence

The power conferred by the outside will expire or be invalidated, and only the real power that is not conferred is the element that can last and motivate people. But people who have a strong need for power often ignore this truth.

The reason why people value power is that power can provide a platform for them to realize their ideas. But if people can realize their own ideas and values ​​without power, will people still be so greedy for power? The answer is self-explanatory. If managers can establish an atmosphere where everyone can be a leader in the team, then power will naturally not be so sought after. Just like many times, when people buy famous cars and luxury houses, some of the factors are just to prove their abilities. As a manager, you must be the one who wakes up the person in your dreams—influence is your real power. Practice your internal strength! Of course, this requires a subtle process.

In many foreign companies, people rarely address job titles, but usually use English names and first names. It seems that there is no elder or inferiority, but it actually sends a signal to employees: everyone is an equal partner and colleague, and the position represents only you. Responsibilities assumed.

At the same time, it will also make employees realize that your influence and leadership will be greater than any power. Everyone can have equal opportunities, get the affirmation and support of the team, and get higher salary and honor, and this kind of power is the most reliable.

When power loses privilege

Just imagine, when power means more hard work, no longer a privilege and a halo, but just a need to take on more responsibilities, how many people still greedy power? And those who still choose power, we have reason to believe He is a person with higher career ideals. Psychologists believe that power is a basic motivation for people’s actions and interactions. In order to survive and develop better, people must effectively establish various social relationships and make full use of various value resources. Therefore, this requires people to effectively influence and restrict their own value resources and the value resources of others, which is the fundamental purpose of power.

Therefore, in order to make full use of the various value resources of the collective so that it can represent the will or interests of the collective, this has stronger abilities and moral requirements for leaders. But why in some teams, everyone is working overtime every day, and the result is still not doing well? Don’t think that your employees are not good enough, but usually the manager does not consider how to “do less”. Because, when everyone is tempted by more things, naturally they can’t concentrate. Such as too many job title ratings, job promotion, etc., not only will not allow employees to do a good job, but also make them more profitable. For example, some companies abandon the 360-degree assessment partly because they hope that employees will not focus on interpersonal relationships and focus more on performance.

As a corporate executive, can we create this kind of “things first” corporate culture? In a sense, it can determine the strength of the power motives of managers and employees.

Insight into his psychological motivation

As a manager, you need to evaluate the employee’s attention to achievement, affinity, or power, and the degree of restraint that it shows.

American psychologists once conducted a survey to find out the leadership style of managers. They divided the different processing results into six management styles, namely, “democratic”, “affinity”, “leading”, “instructive”, “compulsory” and “dictatorial”. Then ask the manager to comment on the effect of each style, and choose a style they like.

Among them, one way to judge the work efficiency of managers is to ask their subordinates. The survey asked at least three subordinates of each manager based on six indicators. These indicators are: the number of rules and regulations that the boss requires to abide by; how many responsibilities they feel are given; the importance of departmental performance indicators; Subordinates get more rewards or more punishments; the organizational clarity of the department; team spirit. The managers with the highest scores on subordinates’ morale (organizational clarity score plus teamwork score) are considered the best managers, and they have the most ideal motivational model.

But in our daily management, how many managers regard these two aspects as the focus of their work? How many people care about morale? And this clearly reflects the maturity of managers. Psychologists have given the standard of management maturity, which is of great reference value: junior managers rely on the guidance and strength of others; those in the second stage are mainly interested in autonomy; those in the third stage think Control others; in the fourth stage, there is no selfish desire and hope to serve others unselfishly.

It can be seen that the maturity of managers will determine the intensity of people’s desire for power. Therefore, this is why more mature managers, managers with rich experience and experience, are more likely to win the favor of employees.

Dare to authorize him

As a manager, please understand the expectations of your subordinates. You should not only pay attention to what and how much you can give, but also pay attention to how much he accepts. Give him what he doesn’t want, no amount of it will help, and it will even have a counterproductive effect. At the same time, managers should pay attention to the real value that subordinates’ work motives may bring, instead of always thinking “why does he want? Too greedy?” As a manager, your small team leader is the most important execution And how to communicate effectively with him and understand what he wants and what you can give, it is easier to obtain positive results.

At the same time, some executive-level managers may not be able to be promoted to a high position, but in this position he can do very well, so let him be authorized to do things. When he discovered that there are so many things and challenges in this position alone, would he still love power so much? Most successful leaders have one thing in common, that is, they try to limit their scope of work. In other words, a successful leader must be the one who can make the most of the abilities of his subordinates.

Therefore, it is necessary to carry out a conscious power shift from the beginning of the management, which will bring the center of power closer to the grassroots, and it is easier to stimulate the enthusiasm of the subordinates. Just like the lower the center of gravity of an object, the better its stability. Like a tumbler, is its principle inspiring to the leader. Sometimes, the power to do things is more attractive than the power of position. .