He said that some employees are particularly easy to take care of, just like meek little sheep. You tell them to go east, but they dare not go west.
There are also some employees who are particularly difficult to take care of, just like stubborn buffaloes, who have ideas and work ability, but are more self-centered. Once they find their way, eight horses can't be pulled back. If you ask them as a manager, they will leave in minutes.
Hu psychology
These unruly newcomers in the workplace are prickly. As a manager, how should we play with them happily?
I once gave a lecture tour in Global Magazine. The theme is "how should managers deal with the post-90 s employees of new and new mankind?" A manager at the scene shared such a case:
There is a post-90s employee with strong skills and popularity. I'm relieved to give him the job. But he's a thorn in the side. He is often late for work. He said it many times, but he still went his own way. There is nothing he can do.
Embarrassed, the company can't just fire him. On the one hand, he holds an important position. On the other hand, the recruitment cost is relatively high, and it is too laborious to re-recruit a competent person.
So I took the initiative to communicate with him and asked him if he was willing to abide by the company system and not be late.
He said, "I will do whatever I want, even if you don't give me money." I don't want to do anything, even if you hold a knife to my neck. "
In short, money is hard to buy. He is willing.
In doubt, the manager asked me: Mr. Hu, many young people now have good economic conditions at home. They earn four or five thousand yuan a month in the company, but they drive a BMW Mercedes-Benz at work. For them, money temptation, job promotion and institutional constraints have no effect. "
How to effectively manage these difficult newcomers in the workplace and let them play a good role in the organizational system?
Although it is tricky, there are still methods and skills.
Adler's psychological philosophy tells us that "the best relationship between people is cooperation."
What do you mean? In other words, the two sides in the relationship invest in each other, affirm each other's value and realize self-worth, both of which are important links in the relationship.
We should establish a cooperative relationship of mutual respect with unruly newcomers, not an enemy relationship of criticism or emotional confrontation. The most important thing in a cooperative relationship is to respect each other's personality.
In China's traditional culture, there is another concept called authority recognition.
Authority identification means that strict father will be recognized as an authority by her children in the family environment of strict father's loving mother.
Children who grow up in this environment respect their fathers very much, and they are a little scared when they are in awe. Father often asks his children to do this and that, and his majesty is not allowed to be rejected.
Now that the society has developed, the authority identity has been gradually broken. Contemporary young people, mostly only children, are extremely cherished by their families.
The father's image is no longer strict, but he is more willing to lower his figure and be close to and interact with his children on an equal footing.
Therefore, after this group of people enter the workplace, managers still treat them in the old authoritative way, which will only cause their natural resentment.
There is a good saying, "authority is used to break."
Hu psychology
Therefore, if you want to manage these people well, you can start from these aspects:
The first aspect: establishing equal relations.
What is management? Is management management? Is it tube control? If you want to control the other person, you become an authority and the other person becomes obedient.
As a manager, it is not only a relationship of control and obedience, but also an unequal relationship.
You need to establish an equal relationship with new employees. Building an equal relationship doesn't mean you have to tell them what to do.
When I say equality, I mainly mean the personality level. "I don't agree with you, but I will defend your right to speak to the death", which is the embodiment of mutual respect in the relationship.
On the contrary, if you insist on treating them with the high attitude of managers, it will only make them feel that you are pretending.
Talk to new people about ideals, show weakness, and build relationships with each other as a person, not as a tough manager. Only in the state of equality can we establish emotional connection. If you have a good relationship, you may become best friends.
The second aspect: give opportunities for trial and error.
It is difficult for newcomers to be persuaded to stick to their own views because they think they are right.
In this case, if you tell them what is right, what is wrong, what plan is feasible and what plan must be a failure, they will not listen.
The best way may be to do a risk control and give them a chance to try and make mistakes within the controllable risk range. Give it a try, and they will know that what you said is right, which is much more effective than just preaching.
Just like a super stubborn child, he thinks he can lift a dumbbell of 100 kg, making him realize that the way to lift it is the real test: let him lift a dumbbell of 50 kg first.
This method of reality test will break their stubbornness, make them awe of some things, and truly realize that some things can be done and some things can't be done.
Therefore, without the opportunity of trial and error, it is impossible to carry out the test of reality, and they will not give up their views easily.
Third, avoid emotional opposition.
Presumably, everyone has heard the story of "the suspect stole the axe".
Li Si suspects that Zhang San, who lives next door, stole his axe, but there is no conclusive evidence. Then Li Si read Zhang San's words and deeds and was sure that Zhang San had stolen his axe. Later, his axe was found. I went to see Zhang San's words and deeds and found that he didn't look like a thief at all.
In other words, when we identify a person as a thief or an enemy, we have feelings for each other. With emotions, no matter what the other person says or does, we will think that he is not good.
Some managers, before meeting a new person, heard that he has a great personality and is difficult to take care of, so they transferred themselves to a state of confrontation with the new person. This approach entered the relationship in a confrontational or hostile attitude from the beginning. Out of the instinct of self-protection, the more we get along, the worse the relationship.
In the consulting room, I usually tell visitors to call me khufu directly. Compared with Dr. Hu and Mr. Hu, the name of Lao Hu is closer. So do managers. It is best not to be called so-and-so by others.
Although in position, you are. But you don't have to appear in a general way to address someone, giving people a feeling of being aloof and not close. Everyone is more willing to work with people close to them.
Hu psychology
Fourth, show your ability moderately.
The unruly new human beings are more willing to identify with the ability of managers than with authority. They are particularly eager to work with awesome people.
If managers demonstrate their abilities, they will be more willing to follow. To some extent, you "tamed" them.
Once they are willing to cooperate with you, the future cooperation will be smoother.
Fifth, use rules to manage.
Managers are not allowed to manage according to personal preferences. Rules are the best way to manage a person.
For example, if an employee is late, you tell the other person that he is a few minutes late, which is a true description of one thing. To put it another way, "why are you late again today" is full of personal emotions such as blame, denial and complaint.
The result of the latter question can be imagined: emotional opposition and employee anger.
Sixth, avoid projective accusations.
What is projective blame? Simply put, I feel guilty because I didn't do well, but I blame others because I didn't do well. For example, if you are late, say that everyone else is late, which can relieve the pressure after you are late.
Projective blame usually appears when managers are under too much pressure.
At this time, managers hope that employees can understand him, accept him, understand him and relieve some of his pressure. Therefore, managers will be angry if they see employees being lazy. In fact, managers want employees to understand that this is impossible and often only leads to worse results.
I hope you can learn six skills to manage new people.
For the unruly newcomers, the most annoying thing is to obey someone. The more the managers oppress, the more the newcomers resist. The more the newcomers resist, the more oppressive the managers are, and the vicious circle will lead to greater contradictions.
Since the newcomers are not well managed, they should be "managed". Understand, ignore and be rational. Convince people with reason, with virtue, and with talent.
& ltThe End & gt
Hu, a famous parent-child relationship expert, founder of sunflower psychology and sunflower father. The new books "Spending the First Three Years with Children", "Parenting and Child Growth" and "High EQ Communication" are selling well in JD.COM. Official number: hushenzhixl