Chapter 36 save face

Years ago, General Electric encountered a very troublesome matter: the dismissal of Charles Steinmeier as the head of a certain department.Steinmeier was a first-rate genius in electrical appliances, but as the head of the accounting department, he was really not a hero.But the company dared not offend him, because he was indispensable—and Steinmann was extremely sensitive, so the company decided to give him a new title—they made him a consulting engineer for General Electric—he Still doing his old job, just changed to a new title-as for the head of the accounting department, it was held by someone else.

Stanley was delighted. The executives at General Electric were delighted, too, that they had managed to move the brightest and most important man of all time without causing any trouble—because they had let him save face. How important, how important, it is for him to save face!And very few of us think about it.We ruthlessly trample on other people's feelings, do what we want, find fault, make threats, criticize a child or an employee in front of others, without regard for the damage to others' self-esteem!However, a few minutes of thinking, a thoughtful word or two, and being tolerant of the other person's attitude can all go a long way in reducing this damage!

We must keep this in mind the next time we decide to fire a servant or employee. "Firing employees is no fun to the layoff, and even less so to the fired." (I'm quoting Greg, the accountant, now.) "Since our jobs are seasonal, we Many people had to leave the company in March. There is an old saying in our industry 'no one likes to swing an axe'. So we have made it a habit to handle this as cleanly as possible. Here is our Usual Approach: 'Please sit down, Mr. X. The quarter is over and we don't seem to have any more work for you. Of course, you understand that you were only hired during the busiest season.' etc. .

"These words will bring disappointment to these people and give them a feeling of 'abandonment'. Most of them have worked in accountancy all their lives, and they will naturally have no special love for the company that dismissed them so hastily. . "Recently I decided to use a little more skill and understanding in order to get rid of redundant employees in the company. So I called everyone in after carefully examining how they performed during the winter. I said to them: 'Mr. You did an excellent job (if you did). We sent you to Newark and gave you a tough job. You did a great job despite the difficulties and we want you to know , the company is very proud of you. You have real skills - no matter where you work, you will have a great future. This company believes in you and will support you. I hope you don't forget this!'

"The result? After these people leave, they feel much better about being fired. They don't feel 'abandoned', they know that if we have work for them, we will definitely keep them. And when we need When they are used again, they return to us with deep personal affection." In my class, one semester two students discussed the negative effects of fault-finding and the positive effects of saving face.Ferry Clark of Harrisburg, Pennsylvania, recounted an incident at his company: “During one of our production meetings, an associate director confronted a production supervisor, who manages the production process, with a very pointed question. Not only was his tone offensive, but it was clearly I just want to accuse the supervisor of mishandling. In order not to let himself be humiliated before his attack, the supervisor's answer was vague. This made the deputy director angry and not only scolded the supervisor member and accused him of lying.

"All the work achievements of the company before this incident were ruined at this moment. The supervisor was originally a very responsible person, but from that moment on, it was very bad for our company. Several months Afterwards, he left our company to work for another competitor, and as far as I know, he is still very competent there." Another student, Anna Mazzoni, talked about a very similar incident in her work, the difference is the way of handling it and the result.Miss Mazzoni is a marketing specialist in the food packaging industry. Her first job was a market research for a new product.She said in my class: "When the results came back, I was really miserable. Because I made a huge mistake in planning, the whole investigation had to be done all over again. Worse, the next time I There was no time to discuss it with my boss before the meeting to report on the project.

"When it was my turn to give the presentation, I was really upset. I did my best not to break down because I knew I must not cry or it would make people think women were too emotional to be in an executive job. My The report was brief, just saying that because a mistake had occurred, I would rework it before the next meeting. I sat down thinking my boss was going to give me a scolding. “However, he just thanked me for my work and emphasized that it is not uncommon to make mistakes in a new program. And he is confident that my second investigation will be more accurate and meaningful for the company.

"After the meeting, my mind was in a mess. I made up my mind that I would never let my boss down again." If we are right and the other person is absolutely wrong, we also destroy his self-esteem by disgracing him.Legendary French flying pioneer and author Antoine de Saint-Souhoy once wrote: "I have no right to do or say anything to lower a man's self-esteem. What matters is not what I think of him, but what he How he feels about himself. Hurting a man's self-esteem is a sin." So, a true leader follows... The late Dwight Marlowe had an uncanny ability to reconcile two desperately pugnacious fighters.What kind of ability is this?He will be careful to find out what is right on both sides, praise and emphasize it, and show it carefully and carefully-however it is resolved, he never accuses anyone of being wrong.

Every notary knows this - making others save their face.The greatness of any truly great man in the world consists in not wasting time in self-appreciation of personal achievement.