I have 2 questions and would like everyone’s help

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The last edit to this post was made by zhaopeng02 on 2016-2-15 at 20:36. Let me share some basic information about myself: I have been working in shifts at this company for 8 years, and my career progression has taken me from an outdoor operator to a DCS operator, then to team leader, and finally to shift supervisor. I am a passionate person. 1. Regarding management issues: This problem was actually raised last year. When strict controls are imposed on the staff in the lower-level teams, they stop putting in effort at work and even openly oppose such measures. By ignoring these issues over time, the employees become indifferent to violations of rules, proper safety procedures, and even the operation of the DCS system. At present, we have more operators than needed; some people do their work while others don’t. The same situation exists in other positions as well. However, since I focused on outdoor operations last year, the performance of those workers has improved significantly. Everyone goes to work and works hard, but some people just get through their days carelessly. To be honest, I can’t stand such behavior, especially since this person has a good relationship with me on a personal level. 15 years ago, I tried to bring about changes in the ways things were done within the Hengban team. Perhaps I was too strict, which led to high staff turnover; some people even voiced their disapproval, including my good friend. He said that giving lectures was no longer useful – it was clear that performance ratings would have to be reset. This was because someone had been caught sleeping on duty at DCS during the New Year’s holiday this month, and there were also other issues that required such a reset. However, whether it would actually happen depended on me. Internally, I wanted to follow the rules and reset those ratings, but that would surely cause resentment towards me. Yet I had to do it, otherwise the entire Hengban team I was in charge of would gradually become corrupt. To be honest, this issue has troubled me for a long time; I don’t know how to deal with things after punishing him, especially since we are in the same team and good friends. 2. Regarding personal work issues, I can say that my memory declined significantly last year; I would forget what I had just said, which forced me to keep a small notebook to write down things. No major problems have arisen, but small issues keep popping up from time to time. We now have four horizontal teams, and I wouldn’t say that the team I lead is the best. My work skills and communication abilities are still lacking, so I’m looking for ways to make up for that. When I’m on the 4 a.m. shift or the midnight shift, I go to the site myself to identify problems and then inform or lead the members of my team to address them (our tasks on these shifts involve not only maintaining normal production operations but also carrying out any other tasks assigned to us). ）It’s been such a long time, and a lot has been done; everyone knows that night shifts also make it hard to be active. But even the smallest mistakes I make are noticed by various staff members, who then deduct points from my performance rating. For example, a few days ago I failed to write down my shift handover notes, and 5 points were deducted from my score; I can accept that. But why isn’t anyone checking the work I do during night shifts when there is no supervisor assigning tasks? The work we have to do sometimes accumulates over a week, or even 2 or 3 days. If we don’t do it, the higher-ups in the corporate management department will notice, and that will cause trouble – the workshop will definitely issue a reprimand. The tasks assigned by each employee are either flawed or not clearly described; I have to make phone calls to ask questions. And when there’s a problem with the assigned tasks, I still have to call them and tell them that what they’ve done isn’t acceptable. It’s really exhausting. . . . . . Everyone knows that the more work one does, the greater the chance of making mistakes. I’m not here to keep my team members working late at night just because I have nothing better to do; there’s no need for that. It would be better if things stayed calm. I do all this extra work in an attempt to make up for my shortcomings, but what’s the point of that? Even though I list out all the extra work done by my team over the month and submit it, it’s as if all that effort was in vain. It’s frustrating. . . . .