Managers often have to face such challenges: subordinates performance difference? subordinate men not ringing? subordinate disgruntled? those tubes were challenges that require managers have interpersonal intelligence (people-smart). The ancients said: vouchsafed, inferior and geographical. Interpersonal intelligence core is emphasized by the harmony is the highest principle to handle interpersonal relationships. Use of interpersonal intelligence Manager, able to skillfully deal with top ten challenges of managing people, in the establishment of harmonious interpersonal relationships, enhance employee and corporate performance.
For employees, today's working environment has become increasingly complex and competitive pressures are increasing. For managers, management employee's performance and behaviour becomes increasingly important. Today, the managers in company life challenges are:
Outputs: lack of resources, the morale of also improving team productivity and enhance team collaboration. Kneading team: employee background of diversity and workplace virtualization of estrangement need to dissolve, the staff of the need to strengthen understanding and communication. Fostering leadership: the affiliate manager training to enable employees to go all out, to show their leaders and not just be overwhelmed as fireman. in the face of customers, colleagues, managers and subordinates, managers almost daily encounter these challenges associated with interpersonal relationships. Units of interpersonal relationships can't be harmony. In many organizations, employees dilemma. In a recent survey, nearly 70% of people consider themselves to be a colleague of mistreatment and devalue marginalization. In turn, they turn to vilify enterprises, intentional delay work tasks and indignities of retaliation against the customer. In a deteriorating business relationships, the grievance shall be reported, frustrated or cynical attitude is extremely desirable. This will only make the situation became worse. Interpersonal intelligence (people-smart) strategy is to get rid of this dilemma, the only way. Use of interpersonal intelligence policy management to work fully tap the best side of others. They know how to open the hearts of others, not so heedful, repellent to thousands of miles away. They do not create a tense atmosphere, which is very good at ease the tense situation. They set an example for others to set a good example, and to those who have a good mixer's staff have a positive impact. In the following ten kinds of tensions, interpersonal intelligence role reflected even more prominent.
Employee performance slide you have only to first understand the staff problems, we can try to solve the problem. You should understand they interviewed on the situation, without questioning attitude to be taken. The interview is a kind of active listening, its purpose is to obtain the true situation, never should have domineering question. In this interview, you'll be patiently and subordinate heart-to-heart, take a peaceful but frankly ask your questions, and tell him you notice his performance recently declined, and consulted him on this point of view. You can ask: and you are compared to previous reports, do you think your it? in his answer, it is necessary to pay attention to carefully listen and respond. The best way is his answer for summarized and explained.
Through induction, you actually use your own language on the important content in a concise and comprehensive feedback. Therefore, you and subordinate conversation will be more or less like this:
You: do you think, and you are compared to previous reports, the performance report? subordinates: I think this is a stage performance levels are somewhat reduced. I am sorry. You: well, it seems that you are not on this point is very satisfied. So according to your opinion, what to do to reverse this situation? subordinates: because Jim moved to sales went to, I could not get me as before. I think this is a direct impact on my performance. You: it sounds like you have some grievances. I certainly have subordinates: grievances! my performance is not a problem. But the lack of support, I might keep performance? are you an in-depth understanding of the true situation, you can enter the solution stage. Only understand the nature of the problem, you will be able to find effective solutions. New staff do not understand the culture, the team term language habits and ways of expression. In addition, almost every industry, every enterprise has its own set of terms, its meaning is an outsider and new entrants cannot comprehend. As a leader or colleagues, how to help new employees overcome this obstacle? you can take the following two methods. The initiative provides for a new translation help. First of all to determine those outsiders to understand terminology, as well as these terms may lead to confusion, and then take the initiative to new interpretations of those they do not understand the language. For example, this, you seem to not understand Sandy said lunch study plan. Let me explain ... If your enterprise is a new staff working procedures manuals or other guidance information, you can also consider inside to increase internal glossary. Changes in the expression. Do not adhere to the traditional internal representation, you should always use some new methods, wording and easy as possible. Your membership may be used by baseball terms to describe a team spirit, such as when he clearly should optimally placed a bunt, instead of each time the spell a life to get the ball out of the stadium. While you should try to put it another way, for example, people in the management of the item, just like the popular TV series in the crew as a tacit. language is absorbed or exclude external groups of members of one of the most effective tool. Only care workforce in specialized languages, and actively help new members into the group, to the internal implementation of interpersonal harmony team. Do you doubt whether understanding your subordinates instructions do not ask me. On these questions but just a simple Yes or no, to clarify your questions almost no help. Your assistants may simply think they understood your instruction, only wait for the resulting losses can find their error. You want to
Verify that the subordinate your command of understanding, might wish to consider the following approach: ask if a situation occurs, you do a class of problems. Make some assumptions about the nature of the situation, to check your staff is able to carry out your instructions. Ask questions when policy, not to hurt the pride of the staff. For example, you can say: these directives sounded very simple, in fact, sometimes it doesn't say that. For example, if ... , What would you do? "asked subordinate to prove it to you. Please your subordinates on your layout in activities or tasks for a brief demonstration. You try to put this engaged in the investigation of his subordinates like was a rehearsal, let employees believe you purpose is to carry out inspection activities of the program (and not on their own). Alternatively, you can really get a test run, for everyone to be able to implement procedures to evaluate and make the necessary adjustments and improvements. Supervise staff go if you don't have a straightforward, clear and unequivocal on employees to respond to the requirements and, now, it should be clear to them your opinion of them and ask. First of all to stand completely clear for each team member's requirements for what clearly you on that? the requirements of the firm, and as your requirements for the provision of summary and reasonable basis. Once you identify these problems, the people you called orders. If someone objected to remain calm and confident, not up in arms. You should stick to their position on opposing views expressed his understanding, while reaffirming your requirements: Ray, I know you it's not easy for a week. But Frank Friday we cross report, so I'm afraid we have to add some class to finish. Are you willing to take part what? another method is to sit down with colleagues, ask you for the performance of their work. Don't wait until a crisis is to engage in a process of reflection. Choose a quiet time, calmly tell you on the current status of the current situation and the opinion of you and the entire sector productivity. You need to make specific instances and improved vision. Then, to pay attention to your colleagues, ask what measures they plan to change the existing situation. Processing performance lower staff for such people, you have demonstrated patience, provides assistance, but little success. At this time, and wait for the results to appear slowly, it is better to take the initiative to increase the intensity of the action, take a new shift speed type. In the traditional relational model, shift typically refers to the swap file, i.e. the reduction in slow staff, to give active and backward staff support and encourage, or patiently and a harmonious relationship with the trust. However, may wish to adopt a new way of supervision, strict, and subordinate staff performance. You may say: now let's look on the status of the unity. I want to know in order to keep working, going to make the improvements. Then, listen to his plan and react. Well, you know I'm on your expectations and requirements. Then, from tomorrow, your daily work, we first opened a five-minute meetings, you have to tell you the day's schedule. After work, we then spent five minutes, the summary of the results of your work day. Next, you must resolutely implement the plan, stick to you on the employee's requirements and feedback. This does not guarantee improved performance of employees, but at least ensures that he will never occur.Employees in work falls by the wayside employees to fulfil work commitments are common. To encourage staff to continue their efforts, the key is to persevere. But persistent and nagging is not equal to. Nagging people usually demonstrate a failure and frustration, but perseverance you will need to take policy. Encourage staff to continue to work, you can use the following three strategies: reminder: If you find that an employee with clear signs, halfway must constantly remind him of you ask, but do not criticize or with severe emotional. For all positive efforts to give praise. For example, Joan, just to remind you, I want to go on Thursday. Those numbers you get going? well, glad to see you put the matter included in the work plan. We then head off on Tuesday to see how you finish.
Requirements: and remind you of different, the requirements are clear on who put pressure on him to formulate a realistic plan of action. In making the request, first of all pointed out that the other acts, errors, and then asked the other side intends to remedy the situation. For example, Joan, reported tomorrow, but you haven't had promised me that number to me. Now you are going to do? if someone made that can accept, you can say: I'm your guarantee satisfaction, I hope you can keep one.
Encourage: If you see employees towards your desired goal, should properly be encouraged. For example, Joan, I listen to Martin said, you ask him where can I find what I need. Glad you are working. Breaking the silence if your staff subordinate to remain silent, just say: I do not know. You need to make more explicit and specific problems. For example: If you would like to say, what do you think of the proposal which part is the best? do you think about what makes you think it is very difficult to express their views on the issues? how do you see the last part of the report?, and so he answered these questions, you can use to express their views and give the reasons and provide a framework, and other means to make follow-up questions, get feedback: viewpoint: before asking others, first ask your own views. For example, I think our supplied data could have been more fully. What do you think? this attitude can demonstrate to each other, you're welcome constructive criticism. Reason: proposed irrefutable reason that you need to understand each other's views. For example, this report I have written a long time, the brain has some numbness. Now is in urgent need of your new view. Framework to facilitate staff put forward their views, as he prepares a list of questions, or by e-mail to ask your question. Compared with solicited, doing this can make employees more time to organize their own thoughts and ideas, and then come back and show views. And complain does not
Dealing with a broken staff team if you have an always complain of constant members, like the Office placed a continuous play of the coexistence of Horn, you can get all the staff of the depression. This problem must be solved by you. You should contact the negative talk to Mr. separate. In the expression of opinions, it is necessary to understand, while at the resolute attitude. First of all, you want to find out whether he realized that he was always complaining about. You should give him some understanding and support. Then, to his description of the consequences of his conduct, and raised a solution: If the complaint has become your instinct, two consequences. First, someone else on your arm, WinCE; second, that your complaint is also spread a negative emotions. These two consequences on your personal and team are no good. If you think there is really something, then we come to find out your problems to see if you can resolve them. To ensure that he fully understands your views, you can then ask him: you know what I mean?, or if you have any questions and comments? must let the people who complain constantly, you hope he directly to reflect his problem, rather than spread everywhere in the team. At the same time, on his efforts to correct the habit to give a positive affirmation. You can say: Gali, see you this time accepted that new tasks, I'm really happy. You can help me a lot. Team member right inequality if some people in the discussion, do all of the speakers, who are somewhat reticent people will gradually give up speaking opportunities. But they will not speak, those who are active speakers need to talk much to avoid ice. If this situation persists, form a vicious circle. Take the following strategies can help change this situation: in consultation with others, you can ask: which few want to talk about ideas? generally, several people raised their hands. At this time you can say: I want to hear the views of the three individuals. In this way, you indicated their wish to hear those who do not often speak of the officer's views. The discussion of diversification, to encourage participation in the spirit. For example, in the form of speaking with everyone and that everyone has the opportunity to make a brief statement. Or you can organize two or more persons to group discussion group and in plenary discussions within Exchange. To discuss setting a long-term or temporary basic rules. For example, you can suggest: I hope that everyone will be able to speak their minds, and the formation of a practice, speaking seriously listen to other people, not just Word. Alternatively, you can also change inherent discussion program, announced in 15 minutes, no person shall repeat statement, ensuring that all want to express their point of view of personnel are given the opportunity to speak. If someone really monopolized the opportunity to speak, you should actively listen, lost no time in Word, on his views for a brief summary, and asks the advice of others. If this person continue forever dominated the discussion, you need to talk with his individual, address this issue. You may wish to invite him to help you, and encourage those who actively speak silence. Staff overload employees in IDB's case, it is very difficult to achieve mutual collaboration. At this point, not to demonstrate the angry emotions, it will only increase their pressure. If you want to maximize their support and cooperation, can take the following strategies: determine work priorities. Don't cry wolf, don't exaggerate your needs. Ensure that a respect for others working environment, so that everybody willing to express their views and to provide help. Close ties with the subordinate core staff. Pay attention to your work closely related to the important people, put your work situation promptly notified to them, they may be more proactive in providing their opinions, while at the same time as the understanding of the specific circumstances, their assistance is more targeted. Implementation and their close links with short without having to reply by e-mail. To facilitate staff response. Ask your staff to adopt simple and time-saving way to exchange with you. If the call to resolve the problem, you don't need to convene the meeting. If you email to ask questions or difficulties, it is best to try to provide some possible solutions for their consideration. Reciprocal rewards. Others take the time to help you with heartfelt thanks. Do everything in its power, but also to take the initiative to help others. Finally, there's no time to help you understand that when it should be. You have to say: I know that if you have time will help me. The next time. Deal with a lot of people, you will inevitably find that some people's behavior and personality is difficult to understand. These unpleasant experience often make you feel depressed or even angry. Take the interpersonal communication intelligent policy interpersonal person will not be troubled by this experience, but instead try to understand these acts cause.
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