How to deal with leaders who only talk but do nothing? Are leaders all talkers who do nothing?

Superiors and subordinates are common relationships in the workplace. It can be said that every company employee, regardless of their position, has a superior leader. In many cases, some specific things are done by subordinates, and the leader generally assigns tasks, inquires about progress, ensures the completion of tasks, etc. This makes many employees feel that the leader only talks but does not do anything. So do leaders really only talk and do nothing?

How to deal with a leader who only talks but does nothing

There are reasons why a superior can become a superior. First, he may have started from the grassroots and was promoted because of his excellent work ability. Second, he is eloquent and knows how to adapt to things, and is a capable assistant to the leader. Therefore, he is favored by the leader. He is trusted by his colleagues in the company and can convince others. The most vulgar reason is that he may have connections in the company. But this cannot be changed.

If what the leader says makes sense and he has the resources, then it would be a good idea for you to do it. As a decision maker, the leader does not need to do many things himself. All he needs to do is do his job well and constantly improve himself.

If the leader is an empty talker, then you can consider whether to continue long-term development based on your actual situation and the company's development prospects.

Are all leaders just talking and not doing work?

In fact, the work of a leader is not easy. Leaders and employees have different divisions of labor and contributions in the workplace, and naturally different benefits. From the nature of the leader's work, leaders are more likely to "command" rather than "execute".

The responsibility of a leader is to be a person who holds a legally authorized position in the organization and plans, makes decisions, organizes, promotes, and supervises the authorized management activities within the organization. As the saying goes, "A man cannot walk without a head, and a bird cannot fly without a head." The leader is the "head." Once authorized by the organization and given management responsibilities, the first thing a leader should do is to listen to the summary of information from all parties. For example, reports from team members. Communication and coordination are the most important tasks of a leader. The workload is not easy when work reports from multiple different projects are superimposed.

In addition to listening to reports, leaders also have a series of tasks to do after the reports, and they need to convey instructions to each employee, which also requires an efficient central leader to complete. Without the organization of a leader, the delivery of tasks will be more chaotic and disorderly.

Is it easy to be a leader?

Being a leader is not as easy as it seems.

No leader exists as a "leader" from the beginning. They all started from the bottom. It is precisely because they have experienced a lot in the process of promotion and have more experience than others that they can easily solve things that others find difficult.

As a leader, he needs to be responsible for the entire department and his subordinates, and he needs to consider long-term development. A leader is the brain of a team and plays a key role in decision-making. It may seem that he just makes some plans every day, but planning is actually the most difficult thing. After all, it will be easy to execute once you have a clue.

A leader needs to combine many aspects of ability. He needs to take into account the strengths and specialties of everyone in the team and make the best use of them, which is also a very laborious task.

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As a practical leader, there are many things to consider. On the surface, subordinates only do specific work, and leaders do not do specific work. Some people think that leadership is easy, but it is not true. You will know the difficulty of that position only when you reach that position. Generally, when companies promote managers, they pay more attention to soft power. Consideration of technology and skills is only part of it.

Leaders must first consider internal issues, such as how to make subordinates obey arrangements; how to arrange work for subordinates; how to coordinate relationships between employees within the department; planning of department work; department personnel reserves; solving and making decisions on major problems encountered in project implementation, how to solve problems that arise; making decisions on department projects, etc.

There is also the coordination of external relations, communication between departments, buck-passing and other issues, leaders need to coordinate with leaders of other departments; understanding the intentions of senior leaders; and social interactions both inside and outside the company, etc.