Here are the 13 rules for subordinates

Author: Yao Huai Shan
Publisher:
Publishing Date: 2000-10-01
Features: Subordinates are a widely existing organizational group in the past, present, and future. Why do some continuously progress while others stagnate? Why do some have high morale and drive while others are disheartened and sluggish? Why do some surpass the ordinary and achieve promotions, while others remain mere subordinates forever? What leads failures among subordinates to fail? What enables successful subordinates to succeed? Does this group of subordinates also have some rules they need to follow together? "The 13 Rules for Subordinates" combines theory and practice from various aspects, including subordinate image management, interpersonal communication, emotional intelligence enhancement, knowledge acquisition, skill integration, and innovative thinking. From subordinate goal-setting, time management, and resilience to obedience and rebellion, consultation and assistance, as well as their understanding of superiors, the author has blended theory and practice effectively. This integration not only holds value in enhancing self-awareness for subordinates but also carries strong practical guidance and operational feasibility. Thus, this book can be seen as a meaningful attempt and exploration by the author in the field of subordinate research, representing a commendable contribution to the research direction and methods of applied science.
Who are subordinates? What are subordinates? They are a vast group within the organization. As an objective existence, subordinates are both the foundation of organizational presence and an indispensable aspect of management activities. However, due to various reasons, our attention and research on subordinates have fallen short, even to the extent of being a flaw and a blank in the field. "The 13 Rules for Subordinates", to a certain extent, fills this gap. As far as I know, this is the first book to treat subordinates as a distinct subject of research and writing.
An image is the external reflection of a person's inner qualities and values. In modern society, which is highly competitive, a good image is a banner with compelling and a strategic weapon for subordinates to seek survival, development, and progress. Interpersonal communication is not only a need for emotions but also an essential quality for modern people, providing the power for subordinates to advance and elevate themselves. Learning interpersonal communication is 85% of the journey to success and 99% of the path to personal happiness. Knowledge is the foundation for subordinates to navigate the world and establish themselves. Democritus said: "Do not attempt to know everything, or you will know nothing." Aeschylus said: "The wise person is not the one with broad knowledge, but the one who possesses useful knowledge." Drucker said: "If you cannot manage time, you cannot manage anything." Henry Ford said: "Based on my observation, most people's achievements come from the time others waste." Time is the speed of subordinates' progress and the distance to their goals. Obedience is the duty of subordinates, but not their entirety; rebellion is not the mainstream of subordinate work, but it is the key to demonstrating their value. Without obedience, subordinates may be seen as arrogant; without rebellion, they may be considered lacking in initiative.