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By William Xu

如何管理90后

September 2019

如何管理 90 后

这篇文章的标题原本是“如何管理 90 后”。但是写着写着,我将其修改成“如何与 90 后相处”。因为我发现,我所熟知的管理方式对 90 后并不适用,他们的学习对象并不是我们,或者说也不该是我们,而 是同辈中的精英。

70 后成长环境
  • 爸爸付了半年的工资(3500 元)申请安装一门电话
  • 读大学时,386 的电脑要 10000 多,是极奢侈的东西
  • 拨号上网,按分钟收费,巨贵,收个邮件立马下线
  • 腰间别个传呼机就很神气,到处找公用电话回电听留言
  • 30 岁之前,没有坐过飞机


  • 那个时代,尽管科学技术有很大进步,
    但是信息和资讯仍然相对匮乏,知识的了解绝大部分来自书本,报纸。
90 后成长环境
  • 笔记本才取代了台式机,手机、iPad 又取代了笔记本
  • 最痛苦的是手机没电,比这个还痛苦的,是木有 Wi-Fi
  • 父母辛苦工作一年赚十几万,网红一天赚几百万
  • 走路、上班、公交、地铁,全部是“低头族”
  • 看电影、玩游戏都是英语原版,甚至小小年纪足迹遍布几大洲


  • 随着网络的普及,网速的提高,网上信息应有尽有,
    孩子对信息的了解绝不比家长少。

那如何互补呢?

第一步:淡化权威,积极聆听

90后个性鲜明,敢于表达自己的想法,遇到和上级观点不一致时,他们往往“不甘示弱”。在这种情况下,如果上级以“权威”压人的话,往往非但起不到作用,反而有可能“自取其辱”。

建议的做法是管理者降低其控制欲,积极聆听员工的要求和想法,以“寻求达成目标的最优解”为目标,探讨各种可能的方案。这样往往更能实现管理的目标。

第三步:提升自己,方能服众

90后敬佩的是有能力的人,而不是有权力的人。只有你能在实际工作方面,展示你能力的强势,才更容易获得他们的“支持”。

因此,管理者需要不断学习,“全面发展,学有特长”,在某个领域最好能够出类拔萃,成为“头部”人群。这样才更容易让员工服气。

第二步:充分授权,强化边界

在管理90后的过程中,相信很多人都和我一样,碰到过这种情况。你花费大量口舌,将一项工作的第一步,第二步至第n步都详细告知给员工,然而,你还不放心,再发书面邮件给他重申每个步骤及注意事项。“然并卵”,等他交作业的时候,完全和你的要求“不一样”。因为,他觉得自己这么做“更好”。相信你当时一定是崩溃的。

90后的想法大都是“既然交给我,我会给你最好的答案”,强烈希望管理者充分授权,并且给予其足够的发挥空间。

在这种情况下,我的建议是给予有明确边界的充分授权,强调结果的KPI(比如粉丝的增长数量、销售额增长等),而非过程等操作步骤。并共同确定定期回顾等里程碑。

第四部:善用团队,约束个体

90后非常自我,但是自尊心和好胜心很强。

有时,当你很急要交一个项目时,你希望大家能加班,赶进度,然而此时团队中的某个关键成员想要请假去XXX,这时候,你有两种选择,一是同意,那么可能会造成项目进度的影响,另一种是拒绝,员工可能会接受不了,进而影响未来的关系。

那么怎么做会取得更好的效果呢?我总结的心得是,你让他自己和项目团队说。无论团队最终同意或是反对,你都尊重团队的做出的决定。在这种情况下,当员工将他人也作为一个考虑进来时,做出的决定会是一个更理性的选择。