眼(yan)看后(hou)(hou)80和(he)90后(hou)(hou)已經成(cheng)(cheng)為(wei)就業大軍中的(de)主流，他(ta)(ta)們(men)受(shou)社會(hui)不公的(de)摧(cui)殘、受(shou)不負(fu)責任的(de)教育體(ti)系殘害(hai)，受(shou)人口政策和(he)結構(gou)的(de)影響，擁有(you)(you)自身的(de)特點和(he)個性。面對這樣的(de)員工，企(qi)業領導者如(ru)何領導他(ta)(ta)們(men)成(cheng)(cheng)為(wei)一(yi)個不容忽視的(de)問(wen)題。那么企(qi)業應(ying)該(gai)如(ru)何有(you)(you)效引領后(hou)(hou)80和(he)90后(hou)(hou)呢？
一、管理者本身首先要(yao)變(bian)(bian)(bian)，如果守著一成(cheng)不變(bian)(bian)(bian)的老套路(lu)，失敗的必(bi)(bi)將是企業(ye)(ye)自(zi)己，方法(fa)要(yao)變(bian)(bian)(bian)、手(shou)段要(yao)變(bian)(bian)(bian)、思想要(yao)變(bian)(bian)(bian)，而對企業(ye)(ye)來講，文化(hua)必(bi)(bi)須要(yao)變(bian)(bian)(bian)，必(bi)(bi)須去重塑(su)自(zi)己的企業(ye)(ye)文化(hua)。
二(er)、要學會接(jie)納(na)。他們(men)雖然有(you)(you)(you)很(hen)多缺(que)(que)點，但是(shi)你不(bu)得不(bu)否認他們(men)是(shi)未(wei)來的(de)希(xi)望，有(you)(you)(you)著自(zi)身的(de)優越之處。只(zhi)有(you)(you)(you)自(zi)己(ji)主(zhu)動(dong)的(de)消除心(xin)(xin)結，才可以(yi)說服自(zi)己(ji)在內(nei)心(xin)(xin)深(shen)處真正(zheng)的(de)完全的(de)接(jie)納(na)他們(men)。主(zhu)動(dong)接(jie)納(na)后(hou)80和90后(hou)接(jie)納(na)得越快越早，對企業(ye)來說只(zhi)有(you)(you)(you)好處，沒(mei)有(you)(you)(you)壞處。有(you)(you)(you)的(de)管(guan)理(li)者只(zhi)看到(dao)后(hou)80和90后(hou)的(de)缺(que)(que)點所以(yi)不(bu)從內(nei)心(xin)(xin)深(shen)處接(jie)納(na)他們(men)，處在一種不(bu)想用，又不(bu)得不(bu)用的(de)矛盾(dun)心(xin)(xin)態(tai)中。有(you)(you)(you)這種心(xin)(xin)態(tai)，自(zi)然影(ying)響到(dao)自(zi)己(ji)的(de)管(guan)理(li)行為(wei)，自(zi)己(ji)也覺(jue)得別扭。使人找不(bu)到(dao)親切(qie)感和親近感，距離(li)不(bu)但沒(mei)有(you)(you)(you)消除，反而(er)會增加新的(de)誤會。
三、愛(ai)(ai)他(ta)(ta)們(men)(men)(men)(men)，融入他(ta)(ta)們(men)(men)(men)(men)。愛(ai)(ai)是一(yi)(yi)(yi)種(zhong)態度，愛(ai)(ai)是一(yi)(yi)(yi)種(zhong)語言(yan)，愛(ai)(ai)也是一(yi)(yi)(yi)種(zhong)行為，愛(ai)(ai)是一(yi)(yi)(yi)種(zhong)感(gan)(gan)召，愛(ai)(ai)產生(sheng)認同(tong)(tong)感(gan)(gan)、凝(ning)聚力(li)和驅動力(li)，愛(ai)(ai)也是生(sheng)產力(li)。在愛(ai)(ai)他(ta)(ta)們(men)(men)(men)(men)的(de)(de)基礎(chu)上(shang)，要(yao)融入他(ta)(ta)們(men)(men)(men)(men)。走進他(ta)(ta)們(men)(men)(men)(men)的(de)(de)內心去了(le)(le)解他(ta)(ta)們(men)(men)(men)(men)，了(le)(le)解他(ta)(ta)們(men)(men)(men)(men)的(de)(de)世界(jie)觀(guan)、了(le)(le)解他(ta)(ta)們(men)(men)(men)(men)的(de)(de)特質、了(le)(le)解他(ta)(ta)們(men)(men)(men)(men)的(de)(de)個(ge)性、了(le)(le)解他(ta)(ta)們(men)(men)(men)(men)的(de)(de)需求、了(le)(le)解他(ta)(ta)們(men)(men)(men)(men)的(de)(de)行為習(xi)慣、找準他(ta)(ta)們(men)(men)(men)(men)的(de)(de)喜好和關切(qie)。用(yong)他(ta)(ta)們(men)(men)(men)(men)喜好的(de)(de)方(fang)式(shi)和他(ta)(ta)們(men)(men)(men)(men)交流、交往、溝通和管(guan)理(li)，讓他(ta)(ta)們(men)(men)(men)(men)在領(ling)導者身上(shang)找到(dao)認同(tong)(tong)感(gan)(gan)和親近感(gan)(gan)，融合得越成功，認同(tong)(tong)感(gan)(gan)和親近感(gan)(gan)越多(duo)，管(guan)理(li)和領(ling)導就越容易(yi)。
四(si)、管(guan)(guan)(guan)(guan)理(li)(li)要有柔(rou)(rou)性(xing)(xing)。柔(rou)(rou)性(xing)(xing)是剛(gang)性(xing)(xing)的(de)(de)對立(li)。柔(rou)(rou)性(xing)(xing)是剛(gang)性(xing)(xing)的(de)(de)補充。一個(ge)人(ren)，如果太過剛(gang)性(xing)(xing)，我們(men)(men)會稱之為(wei)“莽夫(fu)”。一個(ge)只(zhi)(zhi)用(yong)剛(gang)性(xing)(xing)管(guan)(guan)(guan)(guan)理(li)(li)國家(jia)的(de)(de)領導人(ren)，我們(men)(men)會稱之為(wei)“暴君”。剛(gang)性(xing)(xing)管(guan)(guan)(guan)(guan)理(li)(li)不考慮(lv)人(ren)的(de)(de)心理(li)(li)需求，剛(gang)性(xing)(xing)管(guan)(guan)(guan)(guan)理(li)(li)把人(ren)當機(ji)器和(he)工(gong)(gong)具，當剛(gang)性(xing)(xing)管(guan)(guan)(guan)(guan)理(li)(li)遇上溫飽都沒(mei)有很好解決的(de)(de)中國人(ren)民時，自然不會有什么(me)大(da)的(de)(de)問題，但是，對于實現改(gai)革開(kai)放的(de)(de)今天來(lai)說剛(gang)性(xing)(xing)管(guan)(guan)(guan)(guan)理(li)(li)已(yi)經失去了它(ta)原有的(de)(de)意義。如果用(yong)剛(gang)性(xing)(xing)管(guan)(guan)(guan)(guan)理(li)(li)去管(guan)(guan)(guan)(guan)理(li)(li)后80和(he)90后，那么(me)結(jie)果也(ye)許只(zhi)(zhi)有一個(ge)：跳槽不斷，員工(gong)(gong)流動較大(da)，影響企業的(de)(de)正常運行。
五、要學會互(hu)(hu)動(dong)(dong)(dong)(dong)。互(hu)(hu)動(dong)(dong)(dong)(dong)要求我(wo)們關心員工(gong)(gong)(gong)的內心感受，并進行(xing)交流和(he)(he)(he)關愛(ai)。互(hu)(hu)動(dong)(dong)(dong)(dong)包括(kuo)公司和(he)(he)(he)員工(gong)(gong)(gong)之(zhi)(zhi)(zhi)間的互(hu)(hu)動(dong)(dong)(dong)(dong)，管理人(ren)員和(he)(he)(he)員工(gong)(gong)(gong)之(zhi)(zhi)(zhi)間的互(hu)(hu)動(dong)(dong)(dong)(dong)，以及員工(gong)(gong)(gong)與員工(gong)(gong)(gong)之(zhi)(zhi)(zhi)間的互(hu)(hu)動(dong)(dong)(dong)(dong)。互(hu)(hu)動(dong)(dong)(dong)(dong)包括(kuo)工(gong)(gong)(gong)作之(zhi)(zhi)(zhi)內的互(hu)(hu)動(dong)(dong)(dong)(dong)和(he)(he)(he)工(gong)(gong)(gong)作之(zhi)(zhi)(zhi)外(wai)的互(hu)(hu)動(dong)(dong)(dong)(dong)。互(hu)(hu)動(dong)(dong)(dong)(dong)要塑造公司關懷(huai)和(he)(he)(he)領導的關懷(huai)，還(huan)要塑造員工(gong)(gong)(gong)之(zhi)(zhi)(zhi)間的相(xiang)互(hu)(hu)關懷(huai)。互(hu)(hu)動(dong)(dong)(dong)(dong)讓人(ren)感受到尊重(zhong)和(he)(he)(he)獲得歸(gui)屬(shu)感，互(hu)(hu)動(dong)(dong)(dong)(dong)就要員工(gong)(gong)(gong)真正感受到“我(wo)不是一(yi)個人(ren)在(zai)戰斗”。員工(gong)(gong)(gong)只有在(zai)感覺到受尊重(zhong)和(he)(he)(he)關懷(huai)時才有可能激發積極性和(he)(he)(he)創造力。
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