Employee Emotion and Management Skills Sharing

Introduction: Emotional awareness, understanding, application and liberation are the emotional intelligence abilities that people have been eager to improve, which is also known as EQ. The essence of emotion is flowing energy, which is the energy response of animals and people to survive. No wonder the English word for emotion is (E)motion = Energy in Motion (emotion is flowing energy). The following is about the sharing of employee emotions and management skills, welcome to refer to! Sharing employees' emotions and management skills

1. Atmosphere control skills

A safe and harmonious atmosphere can make the other party more willing to communicate. If the communicating parties suspect, criticize or maliciously slander each other, it will make the atmosphere tense and conflict, accelerate each other's psychological defense, and make communication interrupted or invalid.

Climate control skills are composed of four individual skills, namely, association, participation, dependence and awareness.

(1) union: emphasize the affairs of both sides with interests, values, needs and goals, so as to create a harmonious atmosphere and achieve the effect of communication.

(2) participation: stimulate each other's investment attitude, create a kind of enthusiasm, make the goal completed faster, and create a positive atmosphere for the subsequent promotion.

(3) Dependence: create a safe situation, improve the other person's sense of security, and accept the other person's feelings, attitudes and values.

(4) awareness: will the potential? Explosive? Or highly conflicting situations, so as to avoid the discussion from becoming negative or destructive.

2. Listening skills

Listening can encourage others to pour out their situations and problems, and this method can help them find solutions to problems. Listening skills are the key to effective influence, and it requires considerable patience and concentration.

Listening skills are composed of four individual skills, namely encouragement, inquiry, response and repetition.

(1) encouragement: to promote the wishes expressed by the other party;

(2) Inquiry: Get more information of the other party by exploring;

(3) Reaction: Tell the other person that you are listening, and make sure that you fully understand the meaning of the other person;

(4) retelling: used at the end of the discussion to make sure that the meaning of the other party is not misunderstood.

3. Pushing skills

Pushing skills are used to influence others' behaviors and make them gradually conform to our issues. The key to the effective use of pushing skills is to make the other party accept your opinions without doubt and feel motivated to finish the work with a clear and concrete positive attitude.

Pushing skills are composed of four individual skills, namely, feedback, suggestion, inference and enhancement.

(1) feedback: let the other person know how you feel about their behavior. These feedbacks are very important for people to change their behavior or maintain appropriate behavior, especially when providing feedback, you should put forward

(2) proposal: express your opinions specifically and clearly, so that the other person can understand his direction and purpose of action.

(3) inference: make the discussion progressive, sort out the conversation content, and based on it, lock the target for the purpose of discussion.

(4) Enhancement: To influence others by enhancing the positive behavior of the other party (behavior in line with communication intention), that is, to motivate others to do what you want them to do. Sharing ten skills of managing employees

Dealing with employees who complain constantly

If there is a member who complains constantly in a team, it is like putting a loudspeaker in the office that plays funeral music constantly, which can make all the staff feel depressed. This problem must be solved by you. You should talk to this negative gentleman alone. When expressing opinions, we should not only show understanding, but also be firm.

first of all, you should find out whether he realizes that he is always complaining. He should be given some understanding and support at this time. Then, explain to him the consequences of his behavior and propose solutions: if complaining has become your instinctive reaction, there will be two consequences. First, others stay away from you and stay away from you; Secondly, your complaints also spread a negative emotion. These two consequences are not good for you personally and the team. If you don't feel uncomfortable, let's find out your difficulties together and see if we can solve them.

To ensure that he fully understands your opinion, you can ask him: Do you understand what I mean? Or do you have any questions or comments about what I said?

Make it clear to this complainer that you want him to reflect his problems directly to you, instead of spreading them around the team. At the same time, we should give positive affirmation to his efforts to correct his habits. You can say: Gary, I'm so glad to see you accept that new task so happily. You've helped me a lot.

let new employees know about team terminology

different cultures have different language habits and ways of expressing opinions. In addition, almost every industry and even every enterprise has its own set of terms, the meaning of which is beyond the comprehension of outsiders and newcomers. As a leader or colleague, how to help new employees overcome this obstacle? You can take the following two methods.

Offer translation assistance to newcomers. First of all, we should identify the terms that are difficult for outsiders to understand and the confusion that these words may cause, and then take the initiative to explain the languages that newcomers don't understand. For example, Ben, you don't seem to understand what Sandy said about the lunch study plan. Let me explain it to you, okay? If your company issues work procedure manuals or other guidance materials to new employees, you can also consider adding the contents of internal glossary.

change the expression. Don't stick to the traditional internal expression, we should always adopt some new methods and try our best to make the wording easy to understand. Your members may be used to using baseball terms to describe someone with team spirit, for example, he knows when to put a bunt properly instead of hitting the ball out of the stadium every time. At this time, you should try to put it another way, for example, everyone is as tacit as all the cast members in a popular TV series when managing this project.

Language is one of the most effective tools for a group to attract or exclude foreign members. Only by paying attention to the use of specialized language in the work team and actively helping new members to integrate into the group can interpersonal harmony be achieved within the team.

change the phenomenon of declining employee performance

only when you understand the problems of employees first can you try to solve them. You should know their views on the status quo by interview, instead of questioning. Interview is a kind of active listening, its purpose is to get the real situation, and there should never be a tendency to ask questions with arrogance. In this kind of interview, you should have a heart-to-heart talk with your subordinates patiently, ask your questions in a calm and frank manner, tell him that you have noticed that his performance has declined recently, and ask his opinion on this situation. You can ask this question: What do you think of your report compared with your previous report? When he answers, pay attention to listen carefully and respond. The best way is to summarize and explain his answers.

By summarizing, you actually gave concise feedback on the important contents of the conversation in your own language. So, the conversation between you and your subordinates will be something like this:

You: What do you think of your performance report compared with your past reports?

Subordinate: I think the performance level at this stage has declined somewhat. I'm sorry

you: well, it seems that you are not very satisfied with this at all. So in your opinion, what can be done to reverse this situation?

Subordinate: Because Jim has been transferred to the sales department, I can't get the information I need as before. I think this has directly affected my performance.

you: it sounds like you have some resentment.

Subordinate: Of course I have grievances! There is nothing wrong with my work performance at all. But how can I maintain my work performance without the support I deserve?

after you have a deep understanding of the real situation, you can enter the stage of solving the problem. Only by understanding the essence of the problem can you find a fruitful solution.

let subordinates understand your instructions

don't ask questions like "Is it clear?". The answer to this question is just a simple yes or no, which will hardly help to clarify your question. Your assistants may just think they understand your instructions, and they won't find their mistakes until they have caused losses. To verify your subordinates' understanding of your orders, consider the following methods:

Ask what you will do if something happens. Put forward some hypothetical situations to check whether your employees can carry out your instructions. Pay attention to strategy when asking questions, and don't hurt employees' self-esteem. For example, you can say: these instructions sound simple, but sometimes they are not clear. For example, what if? What will you do?

ask your subordinates to prove it to you. Ask your subordinates to give a brief demonstration of your assigned activities or tasks. You should try to make this inspection of subordinates look like a rehearsal, so that employees think that the purpose of doing this is to test the procedures of the activities (not for themselves). Or, you can really have a trial run, so that everyone can evaluate the implementation program and make necessary adjustments and improvements.

urge employees to go all out

if you don't make clear requirements and arrangements for employees directly and clearly, it's time to make clear your views and requirements to them. First of all, think clearly about your position: what exactly do you want from each team member? Make clear your determination to the requirements, and provide a brief and reasonable basis for your requirements. Once these problems are identified, you should issue instructions loudly to your personnel. If someone raises an objection, keep calm and confident, and never lose your temper. You should stand your ground, understand the objections, and reiterate your request: Ray, I know you have had a hard week. But Frank wants us to hand in the report on Friday, so I'm afraid we all have to work extra classes to finish it on time. Which part are you willing to bear? Another way is to sit down with colleagues and present your opinions on their respective work performance. Don't wait for a crisis to reflect. Choose a quiet time to calmly express your views on the current situation and its impact on the efficiency of you and the whole department. You need to put forward concrete examples and ideas for improvement. Then, pay attention to the reaction of your colleagues and ask them what measures they plan to take to change the existing situation.

dealing with employees with low performance

for such people, you have shown patience and provided assistance, but with little effect. At this time, instead of waiting for the results to appear slowly, it is better to take the initiative to increase the intensity of action and adopt a new method of shifting acceleration.

in the traditional relationship mode, the means of shifting gears usually refers to shifting gears, that is, reducing the pressure on employees, giving positive support and encouragement to backward people, or patiently establishing a harmonious and trusting relationship with them. However, it is advisable to adopt a new way of supervision, strictly demand and pay close attention to the work performance of subordinates. You can say: Now, let's unify our understanding of the present situation. I want to know what improvements you plan to make in order to keep your job. Then, listen to his plan and react. Yes, you are well aware of my expectations and requirements for you. Then, starting from tomorrow, as soon as you go to work every day, the two of us will have a five-minute meeting first, and you will tell me your work schedule for the day. Before leaving work, we'll spend another five minutes summarizing your work results that day.

next, you must resolutely implement this plan and insist on your requirements and feedback to the employee. Doing so does not guarantee that the employee's performance will improve, but at least it ensures that he will never regress.

it is not uncommon for employees to give up halfway at work

employees cannot fulfill their work commitments. Perseverance is the key to encouraging employees to continue their efforts. But persistence doesn't mean nagging. People who nag and complain usually show a feeling of failure and frustration, while persistence requires strategies. To encourage employees to continue their efforts, the following three strategies can be adopted: Reminder: If you find an employee with clear signs of giving up halfway, you must constantly remind him of your requirements, but don't criticize or be harsh. We should appreciate all positive efforts. For example, Joan, just to remind you, I have to report my work this Thursday. What happened to those figures? Good. I'm glad to see that you have included this matter in your work plan. Let's meet again on Tuesday to see how you have finished.

Requirements: Different from reminders, requirements are to put pressure on personnel to make an actual action plan. When making a request, first point out the mistakes of the other party's behavior, and then ask the other party how to remedy it. For example, Joan, the report is due tomorrow, but you haven't given me the figures you promised me. What are you going to do now? If the other party's guarantee is acceptable, you can say: I am satisfied with your guarantee, and I hope you can keep your word.

encouragement: if you see that employees are working hard towards your required goals, you should give them appropriate encouragement. For example, Joan, I heard Martin say that you asked him where I could find the number I needed. I'm glad you are trying.

break the silence of employees

if your subordinates keep silent, just say: I don't know. You need to ask more specific questions. For example:

If you are willing to talk, which part of this proposal do you think is the best?

what do you think makes it difficult for you to express your opinions on this issue?

what do you think of the last part of the report?

After he answers these questions, he can ask follow-up questions and get feedback by expressing his opinions, giving reasons and providing a framework:

Opinions: Before asking others, first put forward your own opinions. For example, I think the data we provided could have been more sufficient. What do you think? This attitude can show the other party that you welcome constructive criticism.

reasons: give irrefutable reasons to prove that you need to know each other's opinions. For example, I have been writing this report for a long time, and my brain is numb. Now is the time when your new ideas are badly needed.

framework: in order to facilitate employees to put forward their own opinions, you can prepare a question for him.