I am excited that my rank and salary have all gone up a step, and the future development space is getting wider and wider. What is disturbing is that I am a novice leader and don't know how to manage my subordinates. What I am most afraid of is those employees who rely on high qualifications and are out of control.
Therefore, for new management positions, learning workplace communication skills is necessary and self-investment.
Beginner leaders are prone to make mistakes: hold your head high and hold your chest high, just like young people who have just entered the Wulin.
In most cases, the mistakes that novice leaders are prone to make are not in technology, but in mentality.
Novice leaders, who are in power for the first time and have no management experience, can easily enter the misunderstanding of "bluffing". Just like a young Xia who just entered the Wulin, he entered the restaurant with a sword in his hand. Nobody bothered him, and he shouted and threw his sword on the table to scare everyone.
Later generations will call this: the workplace "new officials take office three fires."
But when this young Xia experienced many Wulin disputes and became a master. He is very low-key, often hiding in the crowd, not easy to show his sword.
At this time, he cultivated himself into an old leader with both ability and political integrity. Of course, there must be a lot of bloodshed in this.
Then the technology we are going to talk about this year can help you avoid detours. As soon as he took office, he was both the "king of the peak". As long as you can do these two things:
Have you listened to your colleagues or friends and felt that what they said was wrong, and you really wanted to blame or refute him?
In life, this practice will make you lose a friend at most. Let's avoid contact from now on.
But in the workplace, you are likely to lose people's hearts by refuting or criticizing subordinates. A leader who is not loved by his subordinates cannot bring out a cohesive team. When you can't command your subordinates, you will be very tired and depressed.
So, what should we do when we want to refute the views of our subordinates?
In the motivation interview manual, there is a method: what you have to do is not simply deny the other person's ideas, but help him find the positive motivation that is really beneficial to the development of the event.
Recently, the news that Pinduoduo employees died suddenly on their way home has attracted a lot of attention. Then the management and employees have always had different views on the matter of employees voluntarily working overtime.
Management always wants to use the least departmental budget to get the most departmental income. But for employees, the obligation to work overtime is actually detrimental to personal interests.
How to deal with such demand contradiction can reveal the management level.
It is pointed out that employees will have challenges to the new leader after everyone works overtime. Naturally, someone will say, "If you don't work overtime, you should be paid."
At this time, as a new leader, it is easy to start "rectification and reflection", that is, by refuting or criticizing, trying to unify the employees' thoughts.
There will be two results: 1. Employees are dissatisfied with your rights. 2. The employee turns against you on the spot, which makes you embarrassed. Afterwards, you plan to settle accounts after the autumn. This is another kind of lose-lose.
Now, let's try the method in the Motivation Interview Manual:
1.？ Cooperation. Before you speak, you should understand that the employees are in a cooperative relationship with you and you are on one side. If you don't like employees' comments, it's easy to put employees in a hostile position. Then the conversation relationship is doomed to failure before it is established.
2.？ Accept. Accept the views of employees. From his point of view, it is normal to think so. After all, we all hate that our time is occupied by others for free.
3.？ Absolute value. Before discussing this topic, we should see the value of everyone in the department. If you see their value, your conversation with them will be more meaningful.
4.？ Autonomy. Quote a proverb: I can take you to the water source. But I can't force you to bow your head and drink water. Distinguish between "control" and "influence" in management. You can influence your employees through incentives. But you can't just rely on power to try to control employees. Because where there is oppression, there is resistance.
5.？ Call out loud. Draw out employees' own opinions and solutions to help employees become better. Employees are the people who know their own practices best, and each employee has his own absolute value. As a leader, we should see such resources and make use of them instead of confronting them.
We can follow this method to simulate the reaction of the field leaders:
Employee Wang Ermao: "Leader, you are new here. Maybe I don't know, each of us is working at full speed. Now let's volunteer to work overtime. We can't stand it. Everyone knows about Pinduo, right? The leader doesn't want us here, someone has an accident? "
Leaders' strategic response:
Response 1: "After listening to what Wang Ermao said, I can understand the current workload of everyone. Each of us also needs a combination of work and rest to better accumulate energy. " (accept)
Response 2: "The department also needs everyone. As far as Rainbow Ermao's financial skills are concerned, Li Si's sales have nothing to say. " (Absolute value) When employees feel that their value is seen and appreciated by leaders, their attitude towards leadership and work will also change from negative to positive.
Response 3: "I am like everyone else. I also want to separate work from life. You can live and work better. This time, the company will mobilize everyone to work overtime voluntarily, which is really facing business problems. * * * Overcoming difficulties is the slogan. But in the process of working overtime together, each of us can give full play to our expertise. When this hurdle is over, everyone's achievements will be recorded. But I still say the same thing: everyone makes his own decision. My personal decision is to agree to work overtime. I also hope that you can watch each other and support each other. " (autonomous. I influence you, but I don't control you)
Response 4: "Wang Ermao, your overtime pay and vacation are for your own benefit and for everyone's fair treatment, right?"
Wang Ermao: "Yes. Leadership, others dare not say. I dare say in Wang Ermao. "
Leader: "Yes, you hope we can all be treated fairly. In the case of being treated fairly, big guys can be more motivated. "
Wang Ermao: "Of course. We are all serious about our work. It is really unkind for the company to treat us like this. "
Leader: "I understand that if the company can take everyone's labor remuneration seriously. Everyone will not be in the mood now. " (Resolving employees to point their emotions at you) "I will fight for everyone. If the data of our department performs well this time, I will speak with more confidence. I declare here that I personally will work overtime to make efforts for data optimization. We are a team, one more person and one more victory. Who else is willing to work with me to fight for the interests of ourselves and our department? "
Wang Ermao: "Leader, I told you this. I will try my best. Count me in. "
Through response 4, employees are motivated to work and work towards the same goal. At this point, you not only solved the challenges and negative emotions of employees, but also sounded the drums and pulled employees forward together.
This process shows everyone that the best choice is not a strong attitude, but a challenge to employees after taking office and a conversation with communication strategies.
No level of leadership, scold employees face to face and scold employees behind their backs;
Have a level of leadership, resolve the hostility of employees face to face, affirm the absolute value of employees, and mobilize the enthusiasm of employees.
Some managers will think that they don't have much time to talk about "feelings" with their employees and should hit the nail on the head. This method may be effective if you meet an employee who is congenial to you. However, in terms of interpersonal communication, each employee's style is different. ?
Han Han, a famous writer before, became famous at a young age. When you are interviewed on TV, talk directly to the audience.
Audience: How do you compare with him?
Han Han: I didn't want to compete with him. How did you know I would dry up?
Audience: Because your life accumulation is far less profound than his.
Han Han: Then how do you know that my life accumulation is not as deep as his?
Audience: Because you are not as big as him.
Han Han: How old are you?
Audience: I'm 30 this year.
Han Han: But I seem to hear that your accumulation is not as deep as mine.
Han Han's arrogance and rebellion impressed the audience deeply.
For example, Han Han, who is nearly 40 this year, once again said to the camera, "I have never drunk before. Whether friends or family get together, this is my insistence. But now, I find it difficult for you to stick to some things. Just like after the team game, teammates and maintenance masters are together. I can't help but walk over and propose a toast. "
? This is a change of mind. When we are immature, most of us only care about our own needs. But when we mature, we will consider the overall situation more and take care of everyone's needs more.