Be a leader, change yourself is god, change subordinates is a “psycho”

2022-08-02 0 By

A leader who can’t help his employees is not a good leader!Here, Enjoy: common sense you | to say the author: JinLiang source: management of common sense (ID: Guanlidechangshi) in reality, we often experience this moment: see friends state is not good, see not aspirant colleagues work, to see their children don’t study hard, they wanted to “education”.Although our opinions are for their own good, they may not be listened to.Even if we talk a lot, your words will go in one ear and out the other.This also reveals a fact: “To change oneself is god, to change others is insane.”If you can’t change people in your life, that’s all.In the work, use help to change subordinates, this is always the topic that leaders cannot avoid.John Hagel, chairman emeritus of Deloitte Consulting, once shared, “When I work with clients to develop and implement strategy, many decisions don’t materialize. The real resistance comes from the emotional realm of employees.””Leaders can’t get the results they want if they don’t understand the emotions of their internal employees and they don’t understand the emotions of their external employees.”So what’s the solution to this problem?That’s what I wanted to talk to you about today.Why is it not effective to help employees?In reality, the “ineffective help” between people can be seen everywhere.Take Edgar Schein, a professor at the Sloan School of Management. When a friend asked him for advice on how to expand a company’s market, Schein responded immediately, based on personal experience.Two months later, the same friend came back and asked the same question. “I told you so, why didn’t you do it?” Schein replied.The other party smiled and said to go back to think.When Schein attended a follow-up class, he suddenly realized that he had been inconsiderate.Therefore, they took the initiative to contact their friends and asked their questions carefully. After re-combing, they found the essence of the problem.After this re-communication, my friend went back with the suggestion and began to practice, and the effect was also very remarkable.Schein then asked his friend if there was anything wrong with the advice he gave the first time.Then the other person told the truth: “Everything you said is right, but it doesn’t suit me.”And that’s why Shain’s friend asked the same question again.At work, many leaders play a similar role.People don’t execute, they don’t have a good attitude and they make mistakes. We want to help each other and we’re always giving advice on what to do.But after the effect, often very unsatisfactory.In fact, it’s not that the leaders are hiding, after all, in a team, the interests of the upper and lower levels are the same.With a little more effort from employees, more work can be done, and leaders can save their minds to make decisions.So when leaders help their employees grow, they help themselves.At the same time, we can also see that in reality, the leaders of employees are mostly “heart out” to teach.But because help is a two-way interaction, the other party does not accept, no matter how much insight is useless.That’s why Professor Schein, in Just the Right Help, says, “In managing change, you can’t change anyone unless you make them want you.”But the problem is, it’s also very difficult to get people to come to us for help.Why don’t employees actively seek help?I have seen many people in the work, are used to their own hard, no matter what problems, is to endure, consumption.To say good point called “dead knock”, to say bad point is “stubborn”.Admittedly, we do need to have the ability to solve problems independently, and it’s a good thing to be able to solve some difficult problems by stumbling.Can have a lot of problems in life, we once or twice dead knock can, if all problems do so, it is really too low efficiency, daylily are cold.It’s like one of McKinsey’s principles: the solutions to many problems can be found in organizations, in books, or in the heads of colleagues.Make use of the experience of predecessors, don’t reinvent the wheel.If asking for help is so important, why are employees reluctant to talk to their leaders?In the past, in some movies and TV series, there are always some scenes of “overbearing ceos” crying chicken soup.For example, someone scolds an employee and says, “Don’t talk to me about the process. I only look at the results.”Another said: “Give the leader three plans and let the other side choose the best.”Even some exaggerated scenes, the leadership is not satisfied with the staff, on all kinds of temper, throw back the plan.Then there are leaders in the real world, really copy the example, learn this set.Think about it, employees usually communicate so hard, pressure is huge, can they dare to ask questions?Certainly not.But all wise people, at this time would rather drag, consumption, will not take the initiative to lead the “scold”.In his book Just The Right Amount of Help, Professor Schein argues that we put ourselves at a disadvantage when it comes to asking for help, both emotionally and socially.As the saying goes: “eat people soft mouth, short hand”.When asking for help, we should not only lower our posture and sacrifice some face;You owe them a favor to pay back.So it seems simple to ask for help, but the cost behind it is also high.When some employees ask for help from their supervisor, if it doesn’t work out the first time, it can dampen their enthusiasm.In addition, sometimes, the staff can not solve the problem, the leader may not be able to know.When they can’t get useful advice by asking for help, they feel better not asking than asking.3. Employees do not need to ask for help. Due to the difference between superiors and subordinates in the team, the information and judgment mastered by the leader is definitely more abundant and accurate than that of the employee.And that leads to an awkward situation, and a lot of times, what we think is a problem, on the employee side they don’t care.In other words, employees don’t know they have a problem, let alone what kind of problem they have, until it explodes.Even if something goes wrong at work, they think it’s nothing, it’s nothing, it’s over.So they are less aware of the importance of asking for help from their leaders.We can’t blame them. After all, everyone comes from a stage of shallow experience.So this raises the question: What do leaders need to do when employees can’t come to us for help?The first thing to do is avoid the pitfalls of helping employees.What mistakes should be paid attention to when helping employees?When it comes to leaders helping employees, we should first avoid falling into two misunderstandings. First, the most annoying behavior in real life is to “pontiff”.Because when we have the opportunity to help an employee, the impulse to show our talent is very strong.For example: “Oh, I see, you should do this.””It’s very simple, that’s all.””Let me tell you how I handled similar situations before.”While we share our experiences with the best of intentions, our own brilliance at this point makes our employees seem even more mediocre.For the good face of the staff, this is a blow.To be fair, it is true that leaders solve problems faster than employees.But when we help our employees, we should also consider their feelings.In plain English, help is viewed as an interactive act, and while we are prepared to give advice, we also want to make sure they are prepared to receive it.If this is missing, then a new myth emerges: the second is to put more pressure in the face of resistance, for example, in real life, when couples are in love, because women are more euphemistic, so sometimes they say they are not feeling well, but there is something else behind the lines.And then some straight guys don’t get it.They think she needs hot water.If the other person doesn’t drink, the straight man gets even more excited, serving the whole mug with hot water and stressing, “Drink it, drink it, and you’ll be all right.”From a woman’s point of view, they’re not gonna like it.The same logic applies when you switch to leaders helping employees.Some powerful leaders often force their subordinates to follow suit when helping them solve problems.Then say something like, “I don’t think you understand what I’m saying. I’ll explain it again.””I know you don’t want to do this, but that’s why my advice is valid.””You’re not listening to me. Trust me. Try again.”That’s the same response an employee would have to a straight man’s advice.Everyone will feel that the other party does not understand me, and it is impossible to communicate, or even aggravate the conflict.That’s why Professor Schein, in Just the Right Amount of Help, says, “Help only works if both parties feel equal.”So how should this equality be established?There are five specific methods :(1) before giving advice, leaders should ensure that they correctly understand the feedback of employees and ensure that the information provided is accurate.(2) We need to think about whether employees can really understand our suggestions.If not, you need to explain with examples to lower the threshold of understanding.(3) Do employees have the ability to implement suggestions?If there is something they have not encountered before, and the company training has not covered, they need to find other staff to help, or we ourselves provide some detailed guidance.(4) Judge whether the problems encountered by employees are the most important issues at present?Because they sometimes delve into things that don’t really matter.If the problem is not the most important, you should put it on the back burner.At this time, the leader needs to provide help, should be to correct the direction of the staff.(5) When leaders help employees, they need to clarify standards to the team in advance.: What can I do for you?When can I help you?If the leader isn’t available to help, the rest of the team shouldn’t be watching.It is to establish a mechanism in which the leader leads by example and pushes employees to help each other.Guanlidechangshi Guanlidechangshi Guanlidechangshi Guanlidechangshi Guanlidechangshi