In the workplace, managers, as superiors, must create a relaxed working environment for subordinates, so that subordinates can give full play to their abilities. This should be an indisputable fact. But in many cases, the division of labor between managers and subordinates is not very clear, leading to subordinates' distrust of managers. Only when the division of labor is clear can managers talk about creating an environment for subordinates. How do managers and subordinates divide labor? In his "Manager Revolution", Yoshio Hatayama, a leading contemporary Japanese management master, warns managers in the workplace that the division of labor between managers and subordinates is not a child's play, and if it is not done, it will be a mess. Division of labor according to the situation of subordinates 

Managers and subordinates work together for the same purpose. They are friends who cooperate with each other and strive to complete their work. Managers have the tasks of managers, and subordinates have the tasks of subordinates. If the division of labor is just right, results will be maximized and subordinates can grow. Managers are not necessarily greater personalities than subordinates, they just have different divisions of labor.

People have different abilities, some are strong and some are weak, and there is often an unbalanced structure. Therefore, the first principle of the division of labor with subordinates is to adjust the scope of the division of labor according to the ability of the other party. There is no set pattern or rule for the division of labor between managers and subordinates. If the subordinate's ability is still lacking, even if it is a trivial matter, the manager must do it to make up for the vacuum caused by the lack of subordinate ability. On the contrary, if it is a subordinate who can delegate important tasks, don't care about his age or qualifications, let him do it, and the manager just watches.

It is obvious that subordinates cannot do it, but managers let it go, which leads to problems. In this way, managers not only fail to fulfill their responsibilities, but also invite subordinates' distrust. On the contrary, if managers intervene in what subordinates can do with their own abilities, not only will it waste managers' time, but it will also be difficult for subordinates to carry out their work, which will ultimately affect their ability to play.

One of the classic causes of mistrust of managers is when managers tell their subordinates what they can do, but don't pay attention to the key points. Whatever the truth, if subordinates feel this way subjectively, they will lose their enthusiasm for work. This phenomenon occurs in two ways. One is because managers do not realize it, and the other is because managers lack the ability to persuade upward or horizontally, so they vent their energy on the work of subordinates, which eventually leads to excessive interference. Be aware that managers who "are tigers at home and tofu when they go out" tend to attract distrust from subordinates.