How to face the splint in the workplace

How to face the “splint” in the workplace

Mr. Zhang is a middle-level executive in the workplace. Recently he encountered a headache that caused himself.
Because the senior leadership had an opinion on one of Mr. Zhang’s subordinates, he resolutely fired the staff member; and the staff member thought that he did nothing wrong, because the senior leadership violated his rights and wanted to bring the company and the leader to court.
Mr. Zhang really is in a dilemma. Does he support subordinates or support leaders?
He felt that he had been “splinted” in the workplace.
  First of all, Mr. Zhang’s situation is very delicate. The coping strategy for this situation should be “neutral”.
Because if Mr. Zhang supports the leadership and puts pressure on the staff together, the staff is likely to bring Mr. Zhang to court; if Mr. Zhang supports the staff and opposes the leadership together, then the future development of Mr. Zhang will be affected.
Facing such a situation of “public justice and fairness, and wife fairness,” only by maintaining neutrality can Mr. Zhang make the contradiction less complicated.
There is a theory in psychology that in the face of contradictions between two parties, if the third party remains neutral and keeps in touch with both sides of the conflict, the conflict will be resolved naturally.
This does not mean that Mr. Zhang is timid, but a strategy for survival in the workplace.
  Secondly, Mr. Zhang cannot shrink back, but should take the role of “adhesive” to achieve the effect of integrating the contradictions of all parties.
Because the staff does not have much opinion about Mr. Zhang, Mr. Zhang can first maintain a normal relationship with the staff, but this relationship is not to help the staff oppose the leadership, but to make a fuss about meeting the staff’s psychological needsFor leaders, we should continue to respect and communicate well.
Some people would think that this is “wall grass, fall with the wind” and disdain to do it, but in the workplace, sometimes it ‘s better to do less, blend less, and do it properly.
  Third, Mr. Zhang needs to have a certain ability to resist pressure and tolerance.
In workplace survival, stress is unavoidable, and middle managers need to wander through the pressures of the upper and lower levels.
How to deal with these pressures?
How to meet the requirements of leaders and be responsible to their subordinates?
How do you adhere to principles while being flexible?
These are questions that Mr. Zhang needs to learn.
Only by continuously accumulating wisdom from his work to deal with complex situations can Mr. Zhang handle problems easily.