Chapter 42 Chapter 42: Great Skills for Resolving Contradictions and Conflicts

In the process of dealing with conflicts and resolving conflicts, leaders should pay attention to the following skills: One is to secretly resolve conflicts.Because people all have the psychology of saving face, solving it in private is to save face for both parties in the conflict.Therefore, conflicts should be resolved secretly as much as possible and not made public.But for those who do not hurt face and have general educational significance, they can be disclosed to the public to serve the purpose of educating other subordinates. The second is the combination of principles and flexibility.The principle is not to infringe on the interests of the organization, and flexibility is the way to solve conflicts. Don't be stereotyped, and don't solve problems dogmatically.Some contradictions need to be prevented before they happen, some contradictions can be controlled and resolved in the middle of the matter, and some contradictions can be resolved when the quantity changes to a certain extent and a qualitative change occurs.

Third, some conflicts are better left unresolved than resolved.There is a widely circulated historical story: when the king of Chu held a dinner party for his ministers, when the lights suddenly went out, the beloved concubine of the king of Chu was molested!Faced with this situation, what should we do?This wise king took the method of not resolving the contradiction, and everyone knows the final result. The general who molested the princess made great military exploits for the country.The king of Chu adopted a method of not resolving the contradictions, which produced positive results.In fact, from a certain point of view, not solving it is also a solution.

Fourth, if there is a work conflict, don't intervene easily.In reality, some conflicts between subordinates are not work conflicts, such as conflicts between lovers, so don't intervene easily.Once involved, it is very likely that you will be trapped or even locked up, because it is difficult for an upright official to break up housework.Of course, these non-work-related conflicts between subordinates do sometimes have a negative impact on work, so as a leader, you should do your ideological work from the perspective of affecting work, and make kind reminders when necessary. Fifth, we must not be soft on those who maliciously create contradictions.Those who maliciously spread gossip, those who deliberately create troubles, those who are afraid of peace in the world, and those who even collude with the outside world and seek trouble for internal employees must be resolved decisively and resolutely dismissed, no matter how talented they are.

One of the trickiest things about working with people is that the friction between people is often exhausting.Some people even said with deep understanding that the cost of management in cooperation between people is always the highest.Generally speaking, there are four types of employees: One is analytical.This kind of employee is a perfectionist and strives to do things right, but the perfection tendency can also lead to conformity and indecision.Analytical people prefer to act independently and prefer not to cooperate with others.Despite their aloof temperament, they are most loyal in times of adversity.

The second is mild.They often like to work with people, are indifferent to power, and are good at encouraging others to expand their thinking and seeing the contributions of others.Since they are open and honest with others' opinions, they often find value in opinions that have been overruled by other team members.Moderate people often work silently for the team and often become the unsung unsung heroes in the team.Generally speaking, moderate people tend to perform well in a company with stable development and clear structure.Once their roles are defined and their direction is clear, they are steadfast in their responsibilities.

The third is push type.They are results-oriented, most pragmatic, and often proud of themselves.They like to set lofty but realistic goals and then implement them.They are extremely independent and like to set their own goals without the interference of others.They are good at making decisions, value the reality at hand, and have the ability to adapt to changing situations.But sometimes too active, often due to haste and detours.Whether expressing opinions or making demands, pushers are forthright. The fourth is phenotype.This kind of employee likes to be in the limelight, likes to attract attention, and is a natural focal point.They are full of energy and like to be on the go.They also show occasional signs of fatigue, often the result of a loss of stimulation from others.Expressive employees are impulsive and often get themselves and others into trouble in the workplace.They like to do things randomly, have no habit of making plans, and are not good at time management.They are good at seeing the big picture and like to leave the details to others.

For leaders, different management methods should be adopted for different types of employees. Watson, the founder of IBM, is known as "the genius of enterprise management".He believes that if you respect your employees and help them respect themselves, the company will make a lot of money. Watson is good at exploring the potential of employees, mobilizing the creativity and dedication of employees, and trying every means to stimulate employees to make suggestions for the company.In order to protect employees' work enthusiasm and enhance employees' sense of intimacy and trust in the company, he speaks out and listens to various opinions.

IBM stipulates that anyone in the company can appeal when they feel oppressed, hit or wronged.He personally interviewed the complainant and supported those who were justified.He encouraged employees not to be afraid of mistakes and risks in their work, and to dare to undertake seemingly impossible tasks for the company.He himself works 16 hours a day, and attends various gatherings and celebrations in this or that employee club almost every night. As a long-standing friend of the employees, he talks with them with great interest every day. For an excellent leader, after having a goal, it is necessary to share it with the masses and gradually reach a consensus.After Kodak entered the photocopier market, it focused on complex technology and advanced equipment. The cost remained high, there was almost no profit, and the inventory problem was very serious. In 1984, Chuck stepped in to serve as general manager of the Photocopy Products Division.Chuck wants to strengthen communication with employees. To this end, he holds weekly meetings with his direct subordinates; holds a monthly "photocopying product forum" and communicates directly with representative employees of each department; holds weekly meetings with important cadres and the largest suppliers , to talk about major changes and suppliers' concerns; every month, employees will receive a 4-8 page "photocopy product newsletter", and provide employees with opportunities to communicate directly with senior management.

After just six months, the company finally reached a consensus with 1,500 employees.The company's situation began to turn around, inventory was reduced by 50%, and departmental productivity increased by an average of 31 times.Facts have proved that only by getting close to employees can we understand employees, and only by reaching a consensus with employees can we work together with them to achieve a career. Trust can produce a kind of strength, everyone knows this truth.However, in many enterprises, the crisis of trust has become a very common problem.As a leader, you should boldly believe in the great power of trust.In an enterprise, if employees are always suspected and monitored everywhere, then it is impossible for them to do their best for the company.

As management scholar Douglas McGregor said: "Once I know that the other party will not use me unfairly, deliberately or accidentally, consciously or unconsciously, I can completely trust my situation, my position, and my position. With dignity in this group, I can put my relationship, my job, my career, my life in the other person's hands. That's the beginning of a virtuous circle." In the case of business failure, many leaders gave orders directly to the grassroots.Facts have proved that this approach can seriously dampen the enthusiasm of grassroots unit leaders.Experts in human resource management even pointed out that if you have something to do, you must go through the responsible persons at all levels, and you cannot assign work beyond your authority.If you put someone in charge of a job, never make a decision without consulting him or give orders directly to his subordinates.If you must deny his opinion, ask for his opinion first.Otherwise, you will make him have no power, and put the work that should belong to him entirely on your shoulders.

Arranging ultra vires itself is a manifestation of distrust, and grassroots leaders will think that you are not helping him, but hindering and interfering in their work.Therefore, it is the best way not to interfere with the work of subordinates and let them do it themselves.Arranging work beyond authority often makes grassroots leaders lack prestige, and the most likely dire result is sabotage, and the entire enterprise will gradually become disorganized. Welch believes that leaders should spend a certain amount of time and energy to find suitable managers and stimulate their work motivation.He emphasized that people with ideas are heroes.His main job is to find some "great ideas" and then "perfect them". 1. Be trustworthy For matters within the purview of subordinates, fully trust them and let them work boldly.It is most taboo to be dubious about your subordinates. If you let him do it, you are always worried. This will affect the effective display of the enthusiasm of your subordinates. 2. Be considerate When a subordinate makes a mistake in his work, he must give full consideration, take the initiative to take responsibility for the subordinate, and take credit for it, but never pass it.Achievements belong to oneself, and mistakes belong to subordinates. This kind of leader is not only not trusted, but also guarded against. 3. Be respectful Respect is a great strength.The superior and the subordinate, the leader and the led, are only different in the division of labor, and they are all equal in politics and personality, and there is no distinction between high and low.Due to poor self-cultivation and personality reasons, some leaders often say things that hurt the subordinates' self-esteem when they encounter subordinates who do not suit them.In this case, even if the leader's words are correct, it will not produce good results. 4. To support Pay attention to the opinions and ideas put forward by subordinates.As long as it is beneficial to your career and work, even if it is contrary to your own ideas, you must give active support and try your best to promote its realization as soon as possible.If it cannot be adopted, it is also necessary to do a good job of persuasion and explanation, so as not to dampen the enthusiasm of subordinates. 5. To encourage More praise should be given to subordinates, even if it is a small achievement, it should be affirmed in time, so that subordinates can feel the attention and appreciation of their superiors, thereby enhancing their enthusiasm for work. 6. Negotiate When assigning work to subordinates, it is generally necessary to adopt a consultative tone.Don't think that you are the leader, just take the way of giving orders.Discussion can mobilize the enthusiasm of subordinates and guide them to express their ideas and opinions; ordering means that they can only be obeyed and executed, and it is not conducive to brainstorming. 7. Be calm If there is a dispute with a subordinate, as a leader, you must calm your mind, control your emotions with reason, let the subordinate finish the sentence first, and then deal with it calmly and properly according to the specific situation. 8. Be considerate Emotion is a huge force. Leaders should be considerate of their subordinates' work, study and life, and always understand their subordinates' thoughts: what is he thinking now?What is his biggest concern?What difficulty does he need help solving?etc.If the leader really does this, the relationship between the superior and the subordinate will definitely be intimate. 9. Take the lead Leaders must be strict with themselves and set an example everywhere.What you ask your subordinates to do, you must first do; what you must do, you don't necessarily require your subordinates to do it all.You can't completely use the standard of measuring your own work to measure the work of subordinates, and you can't use the standards that leaders should achieve to measure the behavior of the masses. If you don't pay attention to this aspect, it will also affect the relationship between superiors and subordinates. 10. Want to help Give enthusiastic help to the work of subordinates with a sincere attitude.When subordinates make mistakes in their work, help them analyze the specific reasons, sum up experiences and lessons, and find solutions to the problems.When you need to criticize your subordinates, you must also be measured. If you have already realized it, don't hold on to it.