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很少有領導說自己團隊成員一個比一個牛B，這也不行，那也不對，看下屬一臉嫌氣，不排除有些領導因為掌握特殊的資源、擁有某些關系，或在最恰當的時間介入該行業，抓住了*時機，所以，短期成功了，而后來者沒有那么多資源，進入門檻慢，老司機看新司機開車的確有點火大，一臉嫌氣地看下屬，這也有情可原，但，更多的情況不是這樣的：

一、 領導既當球員，又當教練
創業(ye)初期，當(dang)(dang)領導(dao)還是員(yuan)工(gong)(gong)(gong)(gong)(gong)的(de)時候，什么事(shi)都自己(ji)干，做得挺好，后(hou)來有了新員(yuan)工(gong)(gong)(gong)(gong)(gong)，從員(yuan)工(gong)(gong)(gong)(gong)(gong)變領導(dao)，崗(gang)位(wei)是變了，但(dan)工(gong)(gong)(gong)(gong)(gong)作方(fang)法還跟以前一樣，管理，也是一門學問，在(zai)沒有經過任(ren)何培訓(xun)的(de)基(ji)礎上當(dang)(dang)領導(dao)，他們(men)不知(zhi)道(dao)目前自己(ji)的(de)身份(fen)是教練，你的(de)工(gong)(gong)(gong)(gong)(gong)作就是如(ru)(ru)何讓員(yuan)工(gong)(gong)(gong)(gong)(gong)有效地(di)工(gong)(gong)(gong)(gong)(gong)作，而不是代替(ti)他們(men)工(gong)(gong)(gong)(gong)(gong)作，崗(gang)位(wei)如(ru)(ru)何分配(pei)？員(yuan)工(gong)(gong)(gong)(gong)(gong)具備什么樣的(de)技能(neng)？如(ru)(ru)何讓員(yuan)工(gong)(gong)(gong)(gong)(gong)相(xiang)互配(pei)合(he)？如(ru)(ru)何激勵(li)員(yuan)工(gong)(gong)(gong)(gong)(gong)的(de)積極性等(deng)等(deng)這(zhe)是領導(dao)者要(yao)做的(de)事(shi)，當(dang)(dang)領導(dao)做員(yuan)工(gong)(gong)(gong)(gong)(gong)的(de)事(shi)，那跟員(yuan)工(gong)(gong)(gong)(gong)(gong)是競爭關系，無形中在(zai)內心(xin)就會形成(cheng)要(yao)把員(yuan)工(gong)(gong)(gong)(gong)(gong)壓下去的(de)心(xin)里，員(yuan)工(gong)(gong)(gong)(gong)(gong)沒有成(cheng)長。

二、把人當成同一類型的人
世界上沒(mei)(mei)有(you)(you)(you)兩個人(ren)(ren)(ren)的(de)經驗是(shi)完全(quan)一(yi)(yi)(yi)樣的(de)，員(yuan)工(gong)(gong)也是(shi)隨著價(jia)值觀(guan)、能力的(de)改變而(er)(er)有(you)(you)(you)所(suo)(suo)變化(hua)，而(er)(er)沒(mei)(mei)有(you)(you)(you)經過培訓(xun)的(de)領導者往往把人(ren)(ren)(ren)當成同(tong)一(yi)(yi)(yi)類(lei)型(xing)的(de)人(ren)(ren)(ren)，特(te)別是(shi)希(xi)(xi)望(wang)大家跟自(zi)己(ji)相同(tong)一(yi)(yi)(yi)類(lei)的(de)人(ren)(ren)(ren)，喜(xi)歡(huan)喝酒的(de)領導總希(xi)(xi)望(wang)所(suo)(suo)有(you)(you)(you)屬下(xia)都要喝酒，不會(hui)喝酒就不會(hui)工(gong)(gong)作(zuo)，喜(xi)歡(huan)K歌(ge)的(de)領導認為沒(mei)(mei)會(hui)唱歌(ge)的(de)人(ren)(ren)(ren)都沒(mei)(mei)有(you)(you)(you)情(qing)調，用同(tong)一(yi)(yi)(yi)種(zhong)標準要求所(suo)(suo)有(you)(you)(you)人(ren)(ren)(ren)，喜(xi)歡(huan)所(suo)(suo)有(you)(you)(you)的(de)人(ren)(ren)(ren)按一(yi)(yi)(yi)種(zhong)工(gong)(gong)作(zuo)方式(shi)，甚至不尊(zun)重員(yuan)工(gong)(gong)個體(ti)差(cha)異，導致團隊員(yuan)工(gong)(gong)形成對立、對抗，或當面一(yi)(yi)(yi)套背后(hou)一(yi)(yi)(yi)套，領導更多地關注事情(qing)的(de)結果，因工(gong)(gong)作(zuo)有(you)(you)(you)成效(xiao)而(er)(er)進行獎勵(li)，尊(zun)重員(yuan)工(gong)(gong)不同(tong)性格差(cha)異，取長補(bu)短(duan)，不要把員(yuan)工(gong)(gong)的(de)缺(que)點與別人(ren)(ren)(ren)的(de)優(you)點進行比較，發揮人(ren)(ren)(ren)的(de)長處。

所以，當團隊中出現(xian)留不住人，工作效(xiao)果(guo)差，成本更高，相互扯皮等現(xian)象，領導者首先(xian)要(yao)自我反思，是(shi)自己(ji)制造(zao)了這(zhe)些(xie)問題