Chapter 27 Have enough enthusiasm for employees

For years, I've been asking about my friends' birthdays.How can this be done?Even though I don't believe in astrology at all, I've always chatted with people about birthdays and personalities, and then took the opportunity to ask him to tell me his birthday. For example, if the other party tells me that it is November 24th, I will repeat it in my heart several times; when he turns around, I will immediately take notes and copy it into my birthday book when I get home.At the beginning of each year, I will write these birthdays on my calendar, and when I meet a friend's birthday, I will write to him or send him a telegram, depending on the situation.How excited they were when they received my blessing!I bet for some friends, I may be the only person in the world who remembers his birthday.

Similarly, if a manager wants to be an object of admiration for his employees, he must treat his employees with enthusiasm and sincerity.For example, when the manager is on the phone, he must speak to the employee with a cheerful voice, expressing that you are very happy to receive the call from him.The New York Telephone Company has set up a course to train the company's operators, requiring them to express "Hi, I'm glad to serve you" to the other party when they say "What number do you want to dial?" In fact, why shouldn't ordinary employees be treated like this?

Just a little change in your attitude might make a big difference in the whole thing.Is this approach useful in business management practice?Consider the following example: Charles Walder was an employee of a large bank in New York City. Once, he was ordered by his boss to conduct a credit investigation in a subsidiary company.When Wald was introduced to the chairman's office and had just sat down, a female secretary poked her head in from the door and told the chairman, "Sorry, I don't have any stamps for you today." "Well," explained the chairman to Walder, "my twelve-year-old son is collecting stamps."

Walter explained his purpose to him and began to ask him some questions.The chairman has always been vague.Evidently, he did not want to speak, so Walter took his leave in good taste. "Honestly, I was a little bit overwhelmed," Wald recalled, telling my class about the incident, "and then I remembered what he had said—Stamp and his 12-year-old son. At the same time, I remembered that the foreign exchange department of our bank often received letters from all over the world, and of course there were stamps of various countries on the envelopes. "The next afternoon, I went to visit the chairman again and asked someone to tell him that I would give some stamps to his son. As a result, I received a warm welcome. According to the situation at the time, even if I supported He's running for Congress, and he wouldn't have shaken my hand so warmly. When I handed him the stamp, he smiled and said, "That's great, my George will love it." He stroked Stamps, like acquired rare treasures, keep saying: 'Look at this! So valuable!'

"We talked about stamps for half an hour, and he showed me a picture of his son. Then, before I could even open my mouth, he volunteered everything he knew for over an hour, and Called his subordinates in to inquire. He also called several friends for advice, and gave me all the facts, figures, reports and letters. To my surprise, I only used a few stamps to successfully complete the Mission accomplished. I had a great harvest." In fact, Walter did not discover any new truth. As early as 100 AD, Silas, a famous poet in ancient Rome, once said: "When we are interested in others, it is precisely when others are interested in us. When interested."

So when I give speeches on many occasions, I will tell the audience that managers must really care about their employees if they want their employees to support and love them.