Chapter 41 Chapter 41 Leaders must be good at handling various conflicts

When leaders deal with employee conflicts, they must first determine which conflicts are negative and which conflicts are non-negative.For negative conflicts, leaders should try to use various means to eliminate conflicts quickly; but for non-negative conflicts, leaders need to actively guide them to make non-negative conflicts beneficial to the organization. In 1860, Lincoln was elected President of the United States.One day, a banker named Barn came to visit Lincoln and happened to see Senator Chase coming out of Lincoln's office.Bahn knew Cai Si very well, so he said to Lincoln: "If you want to form a cabinet, don't choose this person, because he is an arrogant guy, and he even thinks he is much greater than you." Lincoln laughed He asked: "Oh, besides him, do you know anyone who thinks he is much greater than me?" "I don't know," replied Barn, "why do you ask?" Want to elect them all to my cabinet."

In fact, Chase was indeed an extremely arrogant and jealous guy. He fanatically pursued the supreme leadership, but he was defeated by Lincoln. In the end, he only took the third position-the Secretary of the Treasury.But Cai Si is indeed a capable person, and he is very good at budgeting and macro-control.Lincoln has always attached great importance to him, and minimizes conflicts with him by various means. Later, when New York Times editor Henry Lemonton visited Lincoln, he specifically reminded him that Chase was frantically seeking the presidency.Lincoln said to Henry with his usual humor: "Didn't you grow up in the country? Then you must know what a horsefly is. Once, my brother and I were plowing the land on the farm. I drove the horse and he held the plow But that horse is very lazy, always doing foreign work. However, for a while, it ran very fast. When it reached the ground, I found that there was a big horsefly on it, so I beat the horsefly. It fell. My brother asked me why I knocked it down, and I told him that I couldn't bear to let the horse be bitten. My brother said, "Oh, it's because of that guy that the horse runs so fast."

As a leader, Lincoln handled non-passive conflict in this way. For leaders, dealing with conflicts in management does not require too many principles, just remember the following two points, all conflicts are not too difficult to deal with. One is to learn to be grateful.The famous success scientist Anthony pointed out: The first step to success is to have a grateful heart, always be grateful for your own status quo, and at the same time have respect and gratitude for everything others have done for you.If you've received a favor from someone, whether it's a gift, advice, or favor, and you're smart enough to take the time to say thank you.Numerous facts have proved that timely rewarding others' kindness and not being jealous of others' success will not only win necessary and powerful support, but also avoid getting into unnecessary troubles.Jealousy of others not only makes it difficult for oneself to "think of others" and be open-minded, but also affects one's mood and external image. More importantly, it will cause oneself to lose allies and potential opportunities, and even establish a strong personality. Enemy——Because generally speaking, the person who is envied by others should not be weak, and with the mentality of "tit for tat", he will not be too polite to you.

The second is to focus on the future.Just as a girl needs to be sincere in her pursuit, it takes some stamina for a leader to handle conflict.In this sense, tolerance is patience and giving second chances.Even if there was a betrayal and offense once, as long as it is not a deadly grudge, you must have a mentality focused on the future and give the other party a chance to correct, so as to help re-cooperate.In fact, this kind of opportunity is often given to yourself, just like you will be absurd, short-sighted, and offend others unintentionally. Others can also be forgiven, but the same mistake can only be made once. It can be done unintentionally, but not unintentionally. secondary.Learn to be right about things and not about people. Before you give others a second chance, you must tell yourself that "it's the things that are wrong, not the people who are wrong."That way you can give him a full chance.For leaders, making the future seem more important than the present also fosters collaboration.

For company leaders, in order to handle conflict well, they must first understand the thorns in the company.Such people are the source of conflicts, and only by fully understanding them can we better resolve conflicts.We can divide these more typical "difficult" characters into the following three categories: One is employees with background.The background of these employees is a real threat to leaders. "Background" is his resource, which may be an important government official, the boss of the company, or an important partner in your work.These background resources not only give this kind of employee a special status, but also add a lot of trouble for you.These employees often reveal their backgrounds at work in order to gain some work convenience.Even if they make a mistake, some "background" may prevent them from being punished.

The second is employees with advantages.These people are often those with higher education, stronger ability, more unique skills, and more experience.It is precisely because they have some advantages that other employees cannot match, they are able to perform well at work, and their sense of superiority is further demonstrated.When this sense of superiority develops to a certain extent, it is directly reflected in arrogance, conceit and ambition.They often disdain to communicate and communicate with colleagues, have a strong sense of independence, lack of cooperation spirit, and even use others deliberately and unconditionally to show their particularity.

The third is employees who want to change jobs.They are obviously some restless elements who "are in Cao Ying and their hearts are in Han". These people are often very realistic guys, and most of them will choose to "go to high places".If that's all, that's all, but some people feel that they are going to leave anyway, and they are not afraid of what your company will do to me, so they simply put on a posture of "a dead pig is not afraid of boiling water", and don't take the company's system into consideration. In the eyes of the management norms, the work is negative, the attitude is bad, and even because of the grievances in the previous work, some leaders and colleagues deliberately provoke organizational conflicts. In the end, although the people are gone, the negative impact left behind is very It cannot be eliminated for a long time.

Leaders should treat the above three types of employees according to different situations, and must not take rash measures to fire all three types of employees in order to maintain the purity of the organization.Because the result of this is definitely that what you get is a very obedient but mediocre team-it is impossible to create higher management performance. For those employees with background, in terms of work ability, these people are not necessarily better than other colleagues, but their psychological condition is generally better than others, and they are more confident in their behavior and work. out level.The best way to deal with this kind of person is to keep a certain distance.If you have a good performance at work, you can properly reward them, but you must pay attention to the scale, otherwise, these people will easily become arrogant and arrogant.

For those employees with advantages, they are not afraid of higher goals, larger work scope, and more difficult tasks. They often hope to show their superhuman ability and incomparable in the company by challenging these. Alternate status in order to earn more respect for yourself.Therefore, if leaders are good at eloquence and capturing people's psychology, they can try to talk to them and do ideological work.If leaders are not good at words, then they must pay attention to actions.Actions speak louder than words, and when you use your power capital wisely, set an example for these haughty guys how a man of authority handles problems and achieves team goals.

For those employees who want to change jobs, opportunity, power and money are the main motivations for their work.Therefore, in the process of managing these employees, leaders should pay attention to the following principles: First, do not easily make promises that are difficult to achieve in order to retain some people. Give them a positive statement.Don't be dishonest in front of employees, that will only plant hidden dangers for future turmoil; second, timely discover the emotional fluctuations of employees, especially those of the backbone of the business, and must do the work of appeasing the hearts of the people first.

The water is so clear that there are no fish, and the people are so observant that there are no disciples.This is to tell us that treating people and doing things too harshly leads to difficulties in popularity.As a friend, you can't use your own standards to demand and measure all people, and you can't blame others for being "different".What should a leader do in the face of confrontation from subordinates? First of all, it must be emphasized that the existence of dissidents can prompt you to be extra cautious in decision-making and strive for scientific rigor, so as not to be found by dissidents and flaws.At the same time, it can prevent you from making mistakes unconsciously and causing irreparable and serious consequences.It can be said that the confrontation of subordinates is the existence of competitors and the existence of supervisors, who can make both parties more diligent. When former U.S. Navy Commander McSicken visited Army Commander Marshall, he said: "My navy has always been recognized as the bravest force in the world, and I hope your army is the same." Marshall refused to show weakness and said, "My army is also Bravest." McSicken asked him if he could prove it. "Yes!" Marshall said confidently.He stopped a soldier at random and ordered, "Go over to me and hit the moving tank with your body." "Are you crazy?" the soldier shouted, "I'm not that stupid!" At this time, at such an extraordinary moment that concerns one's own face and prestige, one's subordinates openly contradict themselves, and the leader will generally be furious.However, Marshall did not do this. He smiled, and then said to McSicken with satisfaction: "See, only the bravest soldiers will talk to the general like this." Marshall regards the soldiers' blatant confrontation with him as an act of bravery. This is exactly the courage and heart of the general!This is the unique understanding of those who achieve great things.Just imagine, if General Marshall regarded that soldier as an alien, and blindly killed him, he would definitely kill the soldier.In the end, he not only lost one soldier, but damaged his own prestige and bruised the courage of all soldiers.