content
- The basic principle
- Scene 1: When criticizing
- Scenario 2: When encouraging
- Scenario 3: When delegating a task
- Scene 4: When praising
- Scenario 5: Reporting and Communication
- Scenario 6: Coaching and Evaluation
The basic principle
Guide others with a positive attitude and discover the shining points of members in the group.
when active
- i decided to go
- I can control my feelings
- Let's try other possibilities
- I can think of a better solution
- I can choose different styles
passive _
- i have to go
- He makes me speechless
- I am powerless
- they won't accept this proposal
- I'm like this
The following will illustrate how to motivate and guide team members from six scenarios, be careful to avoid saying some offensive words,
To prevent the team members from being a hedgehog, not listening, and escaping ideas.
In the following , positives indicate recommended terms, and negatives indicate management terms that are likely to cause disgust.
Scene 1: When criticizing
Reduce Hedgehog Defenses Using Foreshadowing Statements
- have to criticize.
- When I am not sure, I want to check with my subordinates.
Praise and criticize
The biggest purpose of criticism is to prompt subordinates to improve their actions.
- Positive: Give praise first, point out the direction for improvement, and focus on the future.
- Negative: sudden criticism, disapproval of subordinates, focus on the past.
Day-to-day work delays due to full-time projects
- Neglecting daily business is not good, but it is necessary to recognize the efforts of subordinates.
- Ask about specific difficulties, maybe overload
- Prioritize multiple tasks and allocate time reasonably
Too much criticism of subordinates
Use work skillfully to transfer emotions
- Positive: I just said something wrong, and I am a little emotional.
- Negative: Excuse me just now, let's go out for a drink.
conflicted subordinates
Subordinates need a sense of recognition. When leaders announce new plans and subordinates express dissatisfaction:
- Positive: Let the subordinates express their personal opinions, repeat the subordinates’ words and continue, and ask how to seek common ground while reserving differences.
- Negative: No talk back, blame for any dissatisfaction.
Criticize subordinates who have not changed
- Positive: Find the reason, whether you don't know how to do it, or you don't want to do it, or you can't do it.
- Negative: blame for not working hard, just hum and promise, don't know how to do things.
Against subordinates with poor strike ability
- Give candy, criticize only one thing at a time, not small things.
- Clarify the criteria for criticism and talk in the form of questions.
- Don't over exaggerate and label your subordinates with repeated teachings
For subordinates who are slow to act
Find the reason why it didn't start
- If you worry about gains and losses and don't have the courage to take the first step, the beginning department will do it with him, and then let go.
- If you don't know how to act, you may be talking on paper, you need guidance, and you can't go back with "you want to".
subordinate
Use hypothetical questions frequently, possibly expressing dissatisfaction with something that happened in the past.
- Dissatisfaction with the boss: The last time I spoke was not well-founded, and I used my position to pressure people.
- Dissatisfaction with the status quo: I did not recognize myself last time, and I did not allow myself to challenge important work.
Subordinates who like to shirk their responsibilities
It may be because of departmental performanceism, or worry that the boss only looks at the shortcomings and not the advantages.
- Positive: If you are responsible, where should it be; what should be done to avoid it next time?
- Negative: xx you don't put the blame on others, reflect on yourself.
Scenario 2: When encouraging
When the proposal is rejected by the superior
- Positive: Actively looking for reasons to improve.
- Negative: Forget it, the minister said no, so let's do it.
When mistakes are frustrating
- Talk about your own failures.
- Talk about future goals.
- Express comfort and think about improvement strategies together.
When you try hard and fail
- Positive: The process of hard work is amazing, looking to the future, this failure may make you succeed next time.
- Negative: It's useless to be brooding, forget it.
when speaking in frustration
- Positive: Consider the worst-case scenario, what are you most afraid of? Look for the source of frustration.
- Negative: Don't make excuses, what are you afraid of?
Scenario 3: When delegating a task
Temporary affairs make subordinates happy to delegate
Pay attention to create a sense of fairness and avoid making others feel that all things are left to one member to do.
Record all kinds of long-term transactions, distribute them evenly to each member, and call everyone uniformly.
- Positive: xx, I always trouble you, this time the client is very important, I hope you can handle it.
- Negative: xx, to deal with this.
Emergency work entrusted to subordinates
- Positive: There is urgent work, and there is really no time. Can you help us together? We must show why we need to do it now, and emphasize doing it together.
- Negative: Urgent work, please.
Entrust the other party to make materials
- Positive: Can you get the Friday meeting materials out before 12:00 on Wednesday, and avoid vague expressions.
- Negative: Before Wednesday, get the materials requested by the client according to the situation.
Delegate unconfident subordinates
- Positive: lack of self-confidence in which aspects, distinguish the overall scene of lack of self-confidence and some scenes of lack of self-confidence
- Negative: I'm doing it for your own good, are you not motivated? I've done everything before, do you want to improve?
Want your subordinates to gain experience
- If you want your subordinates to grow, you must face new challenges.
- Don't be afraid to fail, I will take responsibility.
Scene 4: When praising
Compliment and ask questions
- Compliment directly, others will say there is no such thing.
- To use the question sentence, how can you be good at xxx like you.
label compliments
- When it comes to xx function research, of course, you have to ask yyy
- Satisfy subordinates' desire for approval and increase motivation
- Accelerate the growth of subordinates and establish the self-brand of technical members.
Triangle praise
Passing compliments from third parties to subordinates
- At the meeting yesterday, the minister praised you and said that you have made great progress recently.
In the third aspect, praise those who are not present, and don't speak ill of those who are not present, especially when there is a relationship between the two team members:
- To A, B's technical solution has been implemented very well.
- Say to B, A says his technical solution, and borrows a lot from yours.
Scenario 5: Reporting and Communication
Create a chat atmosphere
- Match the speed of the other person's speech and use "yes, um, ah" to create an atmosphere.
- Do not use the same word over and over again.
Neither agree nor disagree, let the subordinates say more
- I see
- what's next
- and then
agree with subordinates
- Very interesting
- exactly
Subordinates complain, talk about troubles, tell about failures
- It might just be an oral vent.
- I can understand how you feel, that situation is not easy to handle.
- It's a shame, it's really frustrating.
When your subordinates disagree with you
- Positive: Repeat the subordinate's core point of view, seeking common ground while reserving differences.
- Negative: I said no, you have no actual results, nonsense + impossible + how can it be.
Subordinates who are unable to report
It's very dangerous to avoid outright denial, unless you really don't understand what's being said or there's too much nonsense.
It is recommended to use the 5W1H analysis method, starting from the questions of What, Where, When, Who, Why, How.
front
- Thank you for your promotion, I want to organize it again, can you say it again.
- That's it, I don't quite understand this part, can you be more detailed
- Can we start with the conclusion?
negative
- Anyway, what do you want to say?
- I don't understand what you're talking about
To subordinates reporting bad news
Let him finish his words first, and if he needs to criticize, he should stand on the other side's point of view and urge improvement, instead of venting his emotions.
- Positive: Good work, thank you for the report, can you elaborate?
- Negative: How do you do things, why are you doing this?
Subordinates who have no opinion
- Positive: Let's say, for example, what would you do if you were in my position?
- Negative: Do you have no idea at all?
To off topic subordinates
- Positive: I would like to explain and summarize the previous content
- Negative: Anyway, what do you want to say?
Scenario 6: Coaching and Evaluation
For underperforming subordinates
front:
- Look for highlights, praise first, your copywriting is doing well.
- Ask the question, your performance is not very good compared to others in the same period.
- Guide to answer, I know you are working hard, have you thought about why this is so?
Negative:
- Your performance is too poor, do you have any motivation?
- Stop apologizing bare-mouthed, the customer has complained, deal with it quickly
For slow-moving subordinates
- Positive: use its own past and present to compare, not to completely deny, but to partially approve.
- Negative: Completely deny everything subordinates, and compare with others.
Subordinates with old experience for poor performance
- Positive: lead by example, encourage advancing with the times, and achieve better results.
- Negative: what you did in the past won't work, please keep up with the times.
Subordinates who lack courage at critical moments
For example, during the implementation process, we did not dare to force orders, and we could not find key people during the PK process.
- Positive: I know you have a gentle personality and sometimes don't say strong words.
- Negative: What are you doing, don't you feel ashamed?
Busy subordinate
front:
- Develop their ability to think globally, don't take everything for granted, some things can be cut off.
- Tactical diligence cannot mask strategic laziness
Negative:
- Has the xx function completed the development, why is it not completed yet.
- How to do things, can't you be faster?
Subordinates who are late
Speculate the reason for the delay, it may be:
- Originally, I was very busy at work, so I dared not refuse the new task of my boss.
- Unreasonable arrangement of working hours.
- Insufficient ability and needs to be improved.
- The pursuit of perfection, exhaustiveness, and extra time.
Subordinates postponed in pursuit of perfection
- Positive: It may be a waste to point out that it is not on schedule, and the pursuit of perfection cannot be used to deny the other person's personality.
- Negative: It's pointless to not submit code, you are too perfect, boring.
For subordinates who make the same mistake many times
front:
- Confirm the facts.
- Change the why to what, what is the effect, and what causes it.
- Guide improvement, what to do in the future, and how to do it specifically.
Negative:
- Someone else complained about the error when using the function, what's going on.
- Why make the same mistake every time, why not double check.
Subordinates who only give opinions and do not act
front:
- Looking for the reason for not taking action, it may be fear of taking responsibility, emphasizing to do it together, focusing on him, and explaining the reason.
- Maybe the action threshold is too high, narrow the scope, and emphasize that it only takes a few hours.
Negative:
- You have to spend more time on this, don't say you have no time, you come to do this, you can't talk about it on paper.
Subordinates with no basis for proposal
- Positive: Good proposal, what inspired you, and a specific area that needs improvement.
- Negatives: Go back and think about it and bring it back; creative, unrealistic, a bit sloppy.
Subordinates who will only object but not make constructive comments
- Positive: What would you do if you took action?
- Negative: After you think about it, don't just oppose it, how can you not make an opinion?
Old subordinates who lack teamwork
- Positive: Inspire outstanding employees to care about the team, guide them to share their methodology, and set an example for the team.
- Negative: xx, you have to guide others more, I will recommend you to be a manager in the future.