The conversation caused by negative emotions is everywhere. Get negatively become active in order to increase performance. Alexander Hiam
After the work conference, some employees have picked up things and chat. You accidentally heard their conversations and began to figure out their emotions in their speech. One of the employees said: "You are fighting people, they will always find some reasons to make your medical expenses." Another saying: "Is it? I don't know this, I have not reported medical treatment. Fee. "You shake your head and walk away. You regret that the company's old employees pass a negative attitude to new employees. According to your experience, reimbursement of medical expenses is a very complicated thing. The Department of Personnel is not intentional to find out. In fact, the cause is usually the employee's own information, or there is no timely handling of the reimbursement document, and the employee blames his mistakes on the personnel. So what should you do? This is just a chat, not related to you, is it? The negative dialogue of employees will affect morale and work attitude. Once this negative emotional spread, it will enable you to stimulate the enthusiasm of employees, so each manager should take this issue seriously. In the above example, the complainless employee felt that he was "victim" and passed this "victim" emotion to others. You don't want this, because this will let other employees are discouraged. In order to deal with the potential danger of negative conversations, identify four related "emotional conversations" are beneficial. If you can recognize these negative ways, and transform it into a positive way, you will take your own work and your colleagues. Change the extremely active thorough conversation mainly makes us understanding and constraints. To solve this problem, you must go around the constraint or simply get rid of them. When you encounter obstacles, think about bypass, or give up? The key is what you think and express your obstacle, for example, you ask employees to copy a long report, and send it to the relevant personnel in the hands of the relevant person tomorrow. At this time, only half an hour is to pick up the mail package, the bias copier is broken, other copiers in the office building can not work properly, what should I do? You don't want employees and other people to treat difficulties, and should say "I have a little difficult, I want to know what is the way to overcome this difficulty?" In order to ensure that employees can actively respond, what you said every sentence It should be effort in a positive direction. When you hear someone say "don't do it", you should guide them to "can do" positive direction. For example, you can recommend printing the report or send the report to the recipient by e-mail. In other words, the key to actively finding alternatives is to actively think, and actively thinking that it can often generate new ideas, which will not encourage employees to give up, but let them find ways under existing conditions. A narrow refers to open narrow refers to when you encounter difficulties, it is considered that only one or a few ways to solve. For example, "Fred is very forgotten, I think I should not give him an important work again." It is a narrow statement that let you don't want to do something to change Fred forget. Narrow expression makes you first in order to prevent your thoughts. In order to avoid negative dialogue, you often need to turn conversation to positive, innovative discussions. This helps employees open their minds, not drilling the horns. If you hear a manager in complaining his employee, dissatisfaction with this employee's work performance. The manager is very depressed, I think this employee does not want to work hard, he said: "I don't know what to do, I can speculate on his squid or listen, but I really don't want to do this." If you let him only in front Select in a program that this manager cannot effectively solve this problem.
You can say some simple truth: "Since you don't want to adopt the above two ways, then you can think about something else. For example, let him pay a job to you every day, or give him a tutor, bring He made a good job together. "Your suggestion may not be appropriate, but reminding this manager there are still many options. Capitors are prepared to understand this negative conversation manifest as "accountability". No matter when you hear people's evaluation, when you blame yourself or others, you should immediately turn this negative dialogue to a positive conversation. You can urge people to learn more about what the dragon dustries of things reach this. For example, when a product line is behind normal progress, the manager may say: "Who is this? I want to know the name of the workshop workers who drag our hind legs." This is a "pursue responsibility" Examples, this is impossible to change the current production status, and it is not possible to avoid similar situations in the future. The manager should ask questions from another angle: "Why will this happen? Which part of our production process has led to a decline in production? What should we do to improve the process to avoid the same problem?" Such a question will encourage employees to actively think, make recommendations rather than free from themselves. Of course, the benefits of changing the "accountability" method are far more than in the field of quality management. When someone did "wrong things" or "bad things", or made mistakes, if you really want to learn lessons learned, you should ask why this happens, not to pursue responsibility. When did you find which "why", not to find "Who", you will understand the cause of things, make adjustments, and avoid mistakes in the future. Variable confrontation against cooperation against influencing morale, let people condemn each other, consume energy to expand their differences, rather than massiguring, and a total of map. Moreover, emotional injuries will also hinder cooperation in work. How should you deal with this confrontational negative talk? Countermeasures is to encourage people to ask why others do this, not tell him what should be done. For example, Ray complained to you very lazy, borrowing coffee, rest for a long time; Lyn complained almost impossible to work with Ray, because he is very rude and not ink. What should you do let them return? First, you need to figure out the truth, it is best to let them find it. Why is Ray care about Lyn's coffee time? Why will Lyn feel Ray rude and not ink? If you ask these questions, you will find that Ray's seat is Lyn, if Lyn leaves the seat, Ray will help her. Lyn Remember that she left a few days ago, Ray said that she was lazy, which made her very sad, so I didn't talk to ray. In order to keep them back, you should use understanding. As long as you understand why others do, you will not make an angry response, but a constructive communication to resolve contradictions. Avoid negative conversations, advocate active conversation, more excitation than material stimulation. This is a high return of investment, which can bring huge rewards: high enthusiasm, powerful employees and efficient performance.
