Chapter 11 Chapter 10 The Art of Practical Eloquence in Leadership

Half of the miracles that happen to successful people are created by eloquence - Thomas At the end of each year, after completing a period of tasks in their respective positions, people have to write work reports. Not only that, some departments also need to write work report defense reports.The following is a brief introduction to several methods of how to make a debriefing defense: (1) Clarify the topic of debriefing and defense Describe the theme of the debriefing and defense in concise words, so that you can often compare the theme in the whole preparation process and check the pertinence of the preparation.This ensures that the entire defense process is carried out closely around the theme.

(2) Determine the objective of the debriefing defense According to the actual situation, what is the determined goal and what is expected to be achieved.Goals should be decomposed in more detail, the more detailed the more conducive to the realization of the goal.At the same time, you can make yourself have a certain basis when choosing the way to prepare. (3) Write the outline of the report defense The outline of the defense is similar to the outline of a thesis. According to the goal of the defense, the primary and secondary components are rearranged, and the level of detail of each part should be considered from the actual situation of the requirements and time limit of the debriefing defense.

(4) Prepare necessary props The work of making some demonstration models, pictures, analysis tables and other props cannot be ignored.Necessary props can make your debriefing defense vivid and easier to be accepted by people. (5) Conduct trial exercises After you are familiar with the outline and materials of the debriefing defense, you should try to express them fluently over and over again.Doing a few practice sessions and having someone come and listen to your rehearsal can give you more confidence in your preparation.Another purpose of doing this is to further clarify the content of some defenses during the trial lecture process, or to further make the text more colloquial.

(6) Organize and enrich the material The outline of the report and defense is used as a framework, and the content of the report is rearranged, and some unimportant parts are deleted.More importantly, to flesh out those parts that need to be developed in detail, as much useful material as possible should be collected. During the defense process, in addition to proceeding according to the prepared plan, you should also remind yourself from the following aspects: ① A few minutes before the defense, repeat the theme of the report and the goal of the defense. ② During the defense process, you should keep natural, generous and enthusiastic, and don't be too nervous, restrained or over-excited.Keep your eyes in contact with the audience and never turn your back on the audience.

③Speak loudly and with ups and downs, don't speak too fast or be vague. ④ Don't be afraid of the audience's questions, try to answer with your own knowledge, and don't use it for too in-depth and detailed explanations. ⑤ Don't argue with other people's different opinions, you can explain your opinions from your own point of view.In fact, you can't possibly have a single correct answer to a question. When the leader made arrangements and instructions on related work and affairs, the subordinates did not immediately go all out to abide by and implement them, but complained to you, hoping to take care of and adapt to his individual situation.At this time, you need to make decisive orders to ensure the smooth progress of the work.

(1) Stick to the decision and never give in Any leader, when making arrangements for related work, cannot take care of everyone.At this time, if a subordinate complains, you should proceed from the dignity and authority of a leader, stick to the decision and not change it easily, so as to ensure the smooth flow of government orders. Xiao Li is a librarian, and his work is leisurely and elegant.One day, the leader suddenly said to him: "Xiao Li, from now on the librarian's job will be done by someone else, you go to the office and work as a computer operator." Xiao Li was very reluctant, and complained to the leader, saying: "The leader , I am very enthusiastic about library work and familiar with the business, but I don’t know anything about computers and I have no enthusiasm. Besides, I am not in good health, and I can’t handle the tedious and heavy workload. You still let me stay in the library as a manager Be a member." After hearing this, the leader told Xiao Li clearly: "This has been decided, let's implement it first, and adjust it later if there are problems."

(2) Avoid the sharp edge and deal with it calmly Some subordinates will feel dissatisfied once they are dissatisfied after learning about the leader's arrangement, and insist on complaining to the leader. At this time, you can adopt a calm strategy. The affairs of a certain unit increased sharply for a period of time, and there was a shortage of manpower. The leader thought of Xiao Wang who had been sick at home all the time.The leader knew that she needed more rest and conditioning.But he felt that letting Xiao Wang do some light work was more beneficial to his health than being bored at home, so he decided to let Xiao Wang go to work.But Xiao Wang couldn't accept it, and felt aggrieved and wanted to make it clear to the leader.The leader saw Xiao Wang's mood. On the one hand, he received him warmly, and on the other hand, he used methods such as changing the topic and joking to avoid confrontation, downplay the conflict, and deal with it coldly.

This countermeasure of the leader is conducive to making the best use of the situation and winning the initiative. (3) Reasonable and well-founded, patient counseling In the face of subordinates' "complaints", the leader should first explain the basis and reasons for his decision, so as to win the understanding and approval of his subordinates. Li Lin was transferred from her original post to the Propaganda Office.This was originally a good thing, and Li Lin was very grateful in her heart, but she had her own difficulties: one was that she was not familiar with the writing work, and she was afraid that she would fail the expectations of the leaders; Contradictions, working with him may not lead to good cooperation, so I went to the leader to complain.After the leader knew about it, he told Li Lin: "Xiao Li, I heard that your writing is very basic. As long as you work hard, you can do the job. As for the director's attitude towards you, I have fully understood it. Your worries are unnecessary. of."

At this point, Li Lin's difficulties disappeared immediately, and she happily accepted the new job. (4) Listen carefully and treat them separately Leaders must guard against assertiveness by asserting their own authority.Listen carefully to the complaints of your subordinates, and then treat the situation differently. Yu is young, promising, and aggressive. The leader intends to train him, so he is listed as a subordinate cadre and assigned to work in a difficult area.Yu is very happy, but has unspeakable difficulties.He said to the leader: "My girlfriend and I are facing challenges in our love relationship. Her mother thinks that I am too rigid and honest, and I am not an ideal future son-in-law. If I leave the city to work in the countryside at this time, then we will face even more problems. Great pressure.” The leader listened carefully to Yu’s difficulties, and said, “It turns out that you have so many difficulties, which I didn’t know beforehand. But the organization really wants to train you, I think so, you don’t have to go So far away, go to the nearest county, so you can come back every weekend, what do you think?"

From the perspective of caring for subordinates, Yu's leader handled it flexibly, not violating the principle, but also taking care of the truth, which made Yu very grateful. (5) Citing role models to stimulate their fighting spirit When your subordinates complain to you, you can publicize the examples of others who have overcome difficulties and successfully completed their missions to the "complainers", urging them to jump out of the narrow quagmire and work hard. Xiao Liu's family is out of town, and it is very difficult to go back and forth.However, according to the needs of the work, the leader arranged Xiao Liu in a position with high time requirements, so that it was difficult to go home in time even on weekends.Xiao Liu "complained" to the leader for this.On the one hand, the leader expressed understanding to Xiao Liu, and on the other hand, he talked about Xiao Wang.The leader said: "Xiao Wang's husband passed away on business, and a woman lives with a daughter who is only a few years old, but she overcomes difficulties and works hard. It is said that she suffers more than anyone else, but she never mentions personal difficulties. When the leader said this, Xiao Liu was convinced and felt quite ashamed, and immediately expressed that he would work hard to live up to the leader's hope.

Leaders often have to face complaints and resentment from their subordinates.If the complaints of the subordinates are justified, the leader should pay attention to them; if the complaints of the subordinates are purely for self-interest and to vent personal grievances, the leader should also do a good job in persuading and persuading, and should not be left alone.So, when subordinates complain, how can a leader speak more appropriately? Subordinates have grievances and complaints, are often impulsive, and their rationality is often dominated by feelings.A better method at this time is to adopt the strategy of cold treatment, which is a kind of delaying tactic, which can alleviate conflicts, gain time to understand the real situation, and seek solutions to problems. Mr. Zhang, an employee of a certain company, complained to Director Li of the Human Resources Department after the year-end evaluation. He said emotionally: "We people will only do our work honestly and with conscience, and we will not show merit. We can't always comment on those 'honorary professional households', aren't we old employees advanced?" Minister Li poured Lao Zhang a cup of tea and said, "Old Zhang, I completely understand your feelings. I will give you a satisfactory answer when I understand the situation." Seeing Minister Li talking like this, Lao Zhang calmed down a little and sat down. When he came down, he talked about his views calmly, and at the same time reported his work in the past year.Some of the work that Lao Zhang does is indeed unknown to the company's leadership.Later, Minister Li found out through investigation that it was true. After research by the company's board of directors, he decided to increase the number of people, and named Lao Zhang as an advanced employee, and reissued the bonus. Subordinates who complain often only look at problems from their own standpoint, lacking a holistic view, and tend to be one-sided and extreme.Department leaders can use the dichotomy method to persuade such complainers, analyze the dialectical relationship between things, distinguish right from wrong, look at the problem comprehensively, help them understand themselves correctly, treat others correctly, and thus open their knots. Mr. Liu, an employee of a company's purchasing department, was not rated as "excellent" in the annual evaluation of professional and technical personnel. The company's procurement plan has also saved the company a lot of expenses, why can't I be rated as 'excellent'?" When questioned, Manager Chen patiently explained: "Yes, you are indeed a good comrade who is conscientious and conscientious. You have good attendance and fulfilled your duties well. According to the company's regulations, you can get full attendance bonuses and post allowances for employees of the purchasing department. However, the evaluation of professional and technical personnel not only depends on their usual work attitude and performance of duties, but also whether they have made achievements. The outstanding comrades who have been evaluated have done a good job in this aspect. If you do well in this aspect in the coming year If you work harder, I think you are still very promising." Manager Chen's words convinced Old Liu. From the above examples, we can easily see that the leader should treat the complaining subordinates differently and adopt different methods according to the different characteristics of the subordinates. For those complaining subordinates who have certain abilities but are dissatisfied with the current situation, You might as well use the provocative method to stimulate the other party purposefully with irony, so that the other party can be freed from self-repression, and replace it with self-motivation, a sense of honor, and an energetic spirit. Xiao Wang, secretary of the office of a certain bureau, has a college degree, but whenever he sees those with low education getting rich, he feels very unconvinced.One day, he complained to Deputy Director Sun of the bureau and said: "In today's society, people with low education and courage make a lot of money; people with high education and cowardice can't make much money." The treatment is too low.In this regard, Deputy Director Sun said: "The current society pays attention to real talents and real learning. People with high education are not necessarily capable; .There are several enterprises under our bureau, and they are short of capable factory directors and managers. Do you dare to issue a military order and go down to revitalize the enterprises?" These words touched Xiao Wang a lot. He thought that he had graduated from a regular university. Could it be that he was really so useless?Instead of sitting in the office all day doing nothing, it's better to go down and fuck him.Therefore, he really asked the company to become the factory director, which turned the company into a profit. There are also some subordinates who have strong selfish desires, and occasionally complain when they fail to do what they want, and it is difficult for the leader to persuade them many times.For this kind of person, he can be allowed to publicly tell where he has accumulated grievances.This method can restrain some people's selfish desires. Xiao Zhou, the assistant to the general manager of a company, always felt that he had done a lot of work, but he didn't get much money.Once, he complained in public again: "I am a soft-spoken person. I only have a false name but no real content. I am in the management in name, but I can't control anything in reality." Manager Cheng just happened to pass by and heard it, and he retorted: "Xiao Zhou, what do you mean by saying that you only have a false name but no real content? You say that you are only a cadre in name, but in fact you can't control anything. Please tell me. , What kind of real power do you want? If you have any opinions, you can report them to the company. Don’t be full of complaints. If you have any requirements, make a report and the company will study them. If they are reasonable, they will naturally adopt them.” Xiao Zhou knew he was in the wrong and had nothing to say, so he had to accept the criticism silently, and of course he didn't dare to make any report.In the future, I dare not complain indiscriminately. It is impossible for a person not to make mistakes. As a leader, he is involved in many things, and making mistakes is even more common.The important thing is not to be afraid of making mistakes, and more importantly, not to be afraid to admit mistakes.So what are you afraid of?The fear is to admit mistakes inappropriately and add to the mistakes, which is the most fatal to leaders. Dell Computer Corporation of the United States is a large multinational enterprise.Dell conducted a survey in 2001. According to the survey, as many as half of the subordinates said that they would change jobs as soon as they had the opportunity. It is surprising. Why is this?Because the subordinates think that the general manager Dell is unreasonable and alienated, and has no strong sense of loyalty to him.However, most of the subordinates still stayed and gritted their teeth year after year to follow the rapid growth of the company.So why?Such astonishing achievements coexist with internal contradictions, which makes people have to think about—except for winning the reputation of "direct sales", what else does Michael Dell excel at?In fact, Dell did not have any brilliant ideas, but admitted his mistakes and made improvements. In 2001, Dell admitted to his 20 senior managers that he was too shy, sometimes cold and difficult to approach, and promised to establish a closer relationship with them.The subordinates were shocked by the "extremely introverted" Dell's public introspection-if Dell can change himself, why should others not follow suit?Dale uses his subordinates as a mirror to see that shyness is the fault. Is shyness a mistake?Dell's answer was: "If the subordinate says yes, then it is." "To admit a mistake, you must admit the mistake in the eyes of the subordinate, not in your own mind." For the boss of such a multinational company, admitting mistakes is much more difficult than we imagined, but he did it, and he did it very well, so why should we not do it? Of course, to admit mistakes, you must choose the right time, object and method, not how convenient it is.Generally speaking, the sooner you admit your mistakes, the better.Dell publicly admitted his mistake within a week after learning the results of the investigation.As for the target, the principle is to confess to someone who has hurt someone.Acknowledge your mistakes in the way that best conveys sincerity, not in the way you like. When reading the manuscript, Mr. Dan Nuo, chief writer of the New York Sun Times, often likes to mark out the paragraphs he thinks are important with a red pen to remind the typesetting staff "don't miss it". But one day, a young proofreader accidentally read a paragraph, which was also underlined with a red pen, which roughly said: "Mr. Levitt, a reader of this newspaper, gave us a big apple, which is red and beautiful A row of white characters appeared on the skin of the apple. Upon closer inspection, it turned out to be the name of our main writer. This is really a miracle of artificial cultivation! Just imagine, how can there be such neat and shiny writing on a complete apple peel? While we were amazed, we speculated in many ways, and finally did not understand how these miracles appeared on Apple." The young proofreader was so smart that he couldn't help laughing as he read this passage.Because he knows the handwriting on the apple skins, he just needs to cut the paper into characters and stick it on the apples when they are still green, and then peel off the paper when the apples mature and turn red. This is just a kid’s prank. Therefore, the young proofreader thought that if this passage was published, people would laugh at it, saying that their chief writer was so stupid that even such a small "magic" would "guess in many ways and never understand... ..." Therefore, he boldly deleted this text. In the early morning of the next day, Mr. Dan Nuo, the chief writer, read the newspaper, and immediately came over angrily, and asked him: "There was an article about the 'strange apple' that I underlined with a red pen in yesterday's manuscript, why didn't it get published? " After the proofreader explained his reasons in trepidation, Mr. Danno immediately said very sincerely and kindly: "So that's it! I was wrong. I apologize to you. You did it very right. In the future, as long as you have a definite and reliable reason , even if I have marked it with a red pen, you can still choose for yourself.” The example of Dale and Danno who candidly admit to being wrong is worth learning.In many cases, admitting mistakes can not only produce amazing results, but in any case, it is far more useful than arguing for yourself.As a leader, you should be proficient in this art to ensure that you are at home in your work. "All mouths make gold, and accumulation destroys bones."Kate Fox, a social anthropologist and director of the Oxford Center for Social Issues in the United Kingdom, once said: "Humans spread gossip in the office, on the Internet or on the phone, just as normal as chimpanzees and gorillas groom each other." She also said, Although gossip can be annoying at times, more than two-thirds of all human communication is gossip. As the anthropologist puts it, we live in a "battle of words" almost every day.The development of information technology, especially the wide application of the Internet, makes it easier to spread rumors, especially in the background of complex interpersonal relationships in the office, it is almost impossible not to generate rumors.So, as the leader of the enterprise, how should we deal with it, should we spread it arbitrarily, or take the initiative to attack? Maybe many leaders will choose to let it run its course, because they believe that "the fake will not be true", but if once the rumors disturb everyone's mood, reduce everyone's work efficiency, and even cause the work to be unfinished and affect profits, Bosses who don't know the truth will have objections to your work and conduct.Can you just sit back and watch at this time?Of course the answer is no, then you have to take the initiative to attack. However, this kind of initiative still needs to pay attention to strategy. Feng Ming, who has just graduated from university for two years, was quickly promoted to the supervisor of his department because of his strong work ability and good performance.Just when she was about to show off her talents, something unexpected happened.In the past half a month, she found that the subordinates in the office were always whispering about something after work breaks, but as soon as she approached, everyone stopped talking and went about their own business.Feng Ming realized that what the subordinates were talking about must have something to do with her, but she didn't care at first because she was busy with work.Until one day, she saw some insinuating comments on her posts on the company's internal forum: "Some people are entrusted with important tasks not long after they arrive at the company because of their beauty." Under the guise of an investigation, he dragged the general manager out for a stroll." Shocked by these rumors, Feng Ming felt that some effective actions must be taken. She felt that these rumors not only hurt her reputation, but also hurt the morale of employees to a certain extent, and even affected the normal work of senior management. Therefore, Feng Ming first found those who spread rumors through some channels, and had a private conversation with them. Feng Ming: "Xiao Zhang, I saw you say something like this on the forum recently. In all fairness, do you really think so? I really want to know your real thoughts, and I am willing to talk to you in private. Try to solve this problem on the smallest scale." Xiao Zhang: "Did Sister Feng misunderstand me? I didn't say anything." Feng Ming: "It doesn't matter if you don't admit it, but I hope I misunderstood you. If this kind of misunderstanding doesn't happen again, I hope we can communicate directly in the future if we have issues or opinions. If I hear similar gossip again in the future, I will ask you The company came forward to solve the problem. Because such remarks are not only beneficial to individuals, but also harmful to other employees of the company. I believe the company will not allow such rumors to fly around." Next, she approached Zheng Lei, the company's vice president in charge of human resources, to discuss countermeasures. Feng Ming: "Mr. Zheng, you have seen all the posts on the forum. I don't think we can let this kind of talk go on. Because I am not the only victim. From the post, we can see that some people think that the company's senior management is messing around. If you don’t hire people based on their ability, it’s useless no matter how well you do. This kind of thinking is very depressing to the enthusiasm of employees.” Zheng Lei: "I've been thinking about this question for the past few days. Do you have any specific suggestions for me?" Feng Ming: "Could you ask the human resources department to call a meeting for the employees, and I will personally make a statement at the meeting. Please, as the company's management, reiterate the company's disciplinary mechanism for those who spread rumors at the meeting. I see The company also has this item in the performance appraisal of employees, we might as well remind everyone at this time!" Zheng Lei: "This is a good idea." Feng Ming: "I know that such rumors also reflect that some people really have doubts about my work ability. In this regard, I will try my best to show the best work performance. But I also want to Mr. Zheng, as the manager of the company, please come forward and remind everyone: rumors and slander are equally destructive to everyone, and no one can be spared." The development of the matter was as expected by Feng Ming.Seeing the rainbow after the storm, and experiencing the baptism of office rumors, Feng Ming has become more mature, his work performance has also improved, and he has won the support of his colleagues and subordinates.Feng Ming also gained some experience from this: keep calm in the face of rumors, actively seek communication, and avoid riots, quarrels, or passively waiting for them to fend for themselves. As long as there are people, there are contradictions, and contradictions between people are everywhere and everywhere.As a leader, the process of resolving conflicts is the process of establishing one's own prestige.Your personality quality, ideological level, management ability, and leadership art are precisely reflected here.The following methods are good recipes for leaders to resolve conflicts with subordinates. (1) Nip the estrangement in the bud The interaction between superiors and subordinates is based on psychological compatibility.There is a psychological distance between each other, and the inner world is unbalanced. If it accumulates over time, it will lead to major conflicts.It's not difficult to nip the rift in the bud, here's what you should do: Speak first when meeting, and take the initiative to say hello; On the right occasion, make a joke at the right time; Make some necessary explanations according to the specific circumstances; Offer help when the other party is in trouble; More activities together, do not try to avoid; Overcome your "self-esteem" and eliminate awkwardness. (2) When the work is wrong, dare to take the responsibility actively As a leader, it is inevitable to make mistakes in decision-making. When the work has an unsatisfactory ending due to mistakes in decision-making, you need to be vigilant. This is a critical moment. Both superiors and subordinates must consider responsibilities, and there will naturally be a mentality of evasion . Attributing the fault to the subordinates or suspecting that the subordinates did not act according to the decision-making or accusing the subordinates of their ability will easily lose people's hearts and prestige.In the face of uneasy subordinates, stand up bravely and blame yourself, and the tense atmosphere will ease.If it is the fault of your subordinates, but you blame yourself for being unfavorable in your guidance, change your criticism to take the initiative to take responsibility, which will make your subordinates admire and trust you. (3) Can accommodate people If a subordinate does something sorry for you, don't worry about it, and when he is in trouble, he can't just sit idly by.But you cannot criticize your subordinates while helping them.If the other party's self-esteem is very strong, he will refuse your charity, and instead of resolving the conflict, he will break up unhappy. "Be forgiving and forgiving", as a leader, you must relax your mind, forget about unpleasantness, and think more about the benefits of others, so that you can unite and help more subordinates.They will also get to know you anew because of it. (4) Actively discover the strengths and potential of subordinates As a boss, the most taboo is to regard oneself as the most brilliant and inviolable, while the subordinates have many problems and are useless.Being picky about subordinates in every possible way and failing to see their strengths is an important reason for the tense relationship between superiors and subordinates.Studying the psychology of subordinates, discovering their advantages, especially discovering their potentials that they are not aware of, and affirming their achievements and values ​​can eliminate many contradictions. (5) Eliminate your own jealousy Everyone hates others being jealous of themselves, they all know that jealousy is terrible, and they all try their best to overcome each other's jealousy.But the most difficult and painful thing is to overcome your own jealousy.The subordinates are talented and overwhelming, and they often come up with a set of clever strategies to put you in the position of incompetent people.The more you exclude him, the more acute the conflict between the two sides, and the fight may lead to mutual losses.At this time, only by overcoming one's jealousy and appointing him, promoting him, and allowing him to display his talents, can the conflict be resolved and others will be given the reputation of eminent talents. (6) Allow subordinates to vent their emotions If the boss makes mistakes in his work or does not take good care of them, the subordinates will feel injustice, aggrieved, and depressed.When he can't tolerate it, he will vent his grievances and complaints, and even directly criticize, attack, and blame his superiors.Faced with this situation, you'd better think like this: He found me, which is an expression of trust, attention, and hope in me.This feeling should be fully understood; He is already depressed and in pain, using authority to suppress the other party's anger will not help, it will only intensify the conflict; My task is to make my subordinates work in a happy mood. If venting can make them feel comfortable, then let them vent as much as possible; I have no better solution, the only thing I can do is to listen to it.Even if it's hard to hear, you have to be patient and listen. This is an excellent opportunity to get to know your subordinates; If you think this way and do it like this, your subordinates will become calmer and calmer day by day.The next day, maybe he'll come to you and apologize for what he said too much or for being too aggressive. (7) Don't be self-willed Out of habit and self-esteem, leaders like to insist on their own opinions, enforce their own will, and direct others to do what they want.And hate your subordinates pointing east and west.When there is a difference of opinion between the superior and the superior, the subordinates are required to obey by force, and the relationship between the two parties will become tense and conflicts will arise.To overcome your self-confidence and conceit, you can use the following psychological adjustment techniques: Shift your sight, topic, and occasion, try to calm yourself down, and deal with problems with a sensible mind; Find multiple ways to solve problems, analyze the pros and cons, and let subordinates choose; Solicit everyone's opinions in many ways and make a compromise; Assume many reasons and excuses, deny yourself. (8) You don’t have to give in blindly For those who don't know how to advance and retreat, when necessary, they must be severely counterattacked, otherwise, it will not be enough to stop their endless entanglement.Kindness does not equal weakness, and tolerance does not equal cowardice.Good leaders are proficient in interpersonal winning strategies and know that a powerful person uses self-defense to maintain self-esteem in critical moments.Only the weak have no enemies.All necessary battles cannot be avoided.In the face of a strong leader, many conflicts will be resolved easily.What distinguishes the great man's anger from the common man is the wise use of it. "Lushi Chunqiu" records that Mi Zijian, a disciple of Confucius, was ordered by the monarch of Lu to go to Danfu to be a magistrate.However, Mi Zijian was worried that Lu Jun would listen to the slander of villains and intervene from above, making it difficult for him to work freely, fully exercise his powers and talents.Therefore, before leaving, he took the initiative to ask Lu Jun to send two close ministers to accompany him to Danfu to take office. After arriving in office, Mi Zijian ordered the two close ministers to write the report, but he himself shook the elbows of the two from time to time to make them mess up, making the handwriting very irregular.So Mi Zijian got angry with them, and the two of them, annoyed and afraid, begged to go back. After the two left, they complained to Lu Jun that they could not do anything for Mi Zijian.Lu Jun asked why, and the two said: "He told us to write, and kept shaking our arms. The handwriting was broken, but he blamed us and was furious. We couldn't do it anymore, so we had to come back." After hearing this, Lu Jun sighed and said, "This is Mi Zijian telling me not to disturb his normal work, so that he cannot display his talents." So, Lu Jun sent his most trusted person to Danfu to convey to Mi Zijian. His will: From now on, you should decide on your own for everything that is beneficial to your father.Five years from now, report back to me on the main points.Mi Zijian solemnly accepted the order, and since then he has been able to exercise his powers and talents normally, and his father has been well governed.This is the famous allusion of "restriction".Later, when Confucius heard about it, he praised him and said, "This Lu Jun is a wise man." The truth is the same in ancient and modern times.When employing people, the manager should ensure that since the subordinates are given positions, they should also be given the power commensurate with their positions. They should not engage in "supporting the horse, not letting go of the reins", interfering everywhere, only giving positions but not power. What has done the best in this regard is Duke Huan of Qi's "Ask Guan Zhong for everything". Once, the state of Jin sent envoys to see Duke Huan of Qi, and the officials in charge of receiving them asked Duke Huan of Qi for instructions on the specifications of the reception. Duke Huan of Qi said only one sentence: "Ask Guan Zhong." Then, another official came to ask Duke Huan of Qi for government affairs, and he still said the same thing: "Ask Guan Zhong." Seeing this, the waiter at the side smiled and said, "Ask Guan Zhong about everything. From this point of view, is it easy to be a monarch?" Duke Huan of Qi said: "What does a small person like you know? When a monarch works so hard to recruit talents, it is to use talents. If everything is done by the monarch himself, one will be impossible to do, and the other will be ruined." Talented people who worked hard to find." "I spent so much effort to find a talent," Qi Huangong continued, "Let Guan Zhong be my servant. Since I entrust it to him, Qi will be safe and peaceful, and I should not interfere casually." Recruiting talents is a very hard and labor-intensive task, and it is not easy to obtain real talents.Once virtuous and loyal talents are assisted, the country will prosper and enjoy peace and prosperity.You should let go and let the talents develop their talents. As a manager, don't just intervene casually.It is precisely because of Duke Huan of Qi's sageness, coupled with Guan Zhong's great assistance, that soon after, Qi State jumped to the top of the Five Hegemons in the Spring and Autumn Period. Whether it is Lu Jun or Qi Huangong, their words are worth savoring carefully.Managers employ people who only give positions but not authority, and set the tone and make decisions on everything by themselves, which is actually disrespect and distrust of subordinates.In this way, not only will the subordinates lose their sense of responsibility for being independent and responsible, but it will also seriously dampen their enthusiasm, making it difficult for them to do their best. In the end, the responsibility for poor work has to be borne by the managers. So, let your subordinates show their talents, and only when he really violates the main purpose of the work, you will intervene and lead him on the right track.Only by mobilizing all the enthusiasm of your subordinates can your career succeed quickly. As a leader, what do you do when a conscientious subordinate asks you for a raise? If you happen to be planning to raise the salary of this subordinate, then everyone is happy, but if you think that the work performance of the subordinate is not enough to meet the standard of salary increase, or the company is facing an economic crisis, as a middle-level leader, how should you deal with it? Only in this way can the problem be solved satisfactorily instead of making a fuss with the boss. At this time, you must pay attention to the strategy of speaking, especially for those employees who have made great contributions to the company and have certain strengths, you must be more cautious.Because it is very likely that he has already prepared for himself a way out before asking you for a salary increase-if the salary increase fails, find another job.If you don't want to lose such an employee, be careful when you talk. Xiao Li is the chief editor of a publishing house.One day, his subordinate Ronaldinho asked him for a raise.Xiao Li thought for a while, and said: "Xiao Luo, I know that you have been an assistant editor for a long time. The work summary you have done in the performance report, I think the points you mentioned are very important. .But what’s happening right now is that we’re a long way from the first salary review. So I can’t approve the salary review right now.” "In addition, to be honest, I think that in terms of the content of your current performance report, there are not enough convincing data. There is still some time before the evaluation report at the end of the year. You should work harder and strive for Let the two book topics in your hand be released at the end of the year. Moreover, the new project that our agency recently established, I believe you can also make some achievements. You might as well try it. In this way, the evaluation at the end of the year At that time, you can have a more convincing report to me, and then I will try my best to fight for a salary increase for you." Here, Ronaldinho's supervisor cleverly set a more practical and meaningful work goal for him, and wittily and quietly rejected his current salary increase request.It clearly shows that there must be "hard targets" for salary increases and objective work performance, and her current work performance is not enough to enjoy this salary.What's more, the conversation turned a negative rejection into a positive one—making the raise an incentive for employees to achieve more. In fact, before employees ask their supervisors for a salary increase, they are already prepared to accept two outcomes.If the manager can put himself in the shoes of the employees, give reasonable reasons for refusing the salary increase, and let the employees understand that making such a decision is not yours alone, but there are indeed reasons for it.I believe that the understanding or forgiveness of the employees can be obtained. However, before you give a reasonable explanation to your subordinates, there is one more thing to do, that is to listen carefully and repeat the employee's requirements and ideas.You know, it will take some time for subordinates to work up the courage to come to you.So when an employee makes such a request to you, you'd better ask him to sit down and let him explain why he thinks the salary should be raised, so that you can understand the employee's problem.It is more conducive for you to see the problem from the perspective of the other party, so that you can explain the reasons for rejection to the other party in a more targeted and convincing manner. If a leader wants to refuse a salary increase while ensuring the work enthusiasm of his subordinates, he might as well try the following methods: provide a good space for development, so that subordinates can play their best personal advantages within the company, and accumulate technology and experience; Offers rare training opportunities, and more.Depending on the situation of the other person, you can say to him like this: "I know that the company may disappoint you because it is unable to meet your salary increase request due to temporary difficulties. Therefore, according to your situation, the company management communicated at yesterday's meeting and proposed such a plan : Transfer you to work in the technical department of the company headquarters. Although the salary there is the same as here, relatively speaking, the living and working conditions are better than here, and more importantly, there are more opportunities to receive training. As a young technical personnel, you will find more development opportunities there, what do you think?" Presumably, any employee who is somewhat self-motivated will be pleasantly surprised by such an arrangement, and will gladly accept the order.Doing so will also make employees feel: working here, in addition to money, you can also gain something more valuable. As a business leader, it is not enough to be familiar with the theoretical knowledge of management.Skilled leadership is also required.Because in an enterprise, subordinates are people who are directly in contact with specific businesses.The ability to communicate with subordinates is a required course in the art of leadership.As a leader, you must work hard to "set" out the innermost thoughts of your subordinates, and understand the ideological dynamics of your subordinates in order to carry out effective management. Konosuke Matsushita is a frank and straightforward person, so he also hopes that employees have the same autonomy and frankness, so as to form a free and open-minded atmosphere in the company. Panasonic employees must abide by the requirements of the company's business philosophy. On this basis, every employee does not have to follow orders, and can freely use their own judgment instead of adopting a negative attitude.Matsushita said: "Employees should not blindly follow orders just because their superiors ordered them, or what they want everyone to do." In Panasonic's enterprise, employees are allowed to express different opinions and dissatisfaction in person.In the past, Panasonic employees were divided into first, second, third and alternate four levels.A candidate employee who has not been promoted for a long time was very dissatisfied with his situation, so he said bluntly to Panasonic: "I have served in the company for a long time, and I think I have made enough contributions to the company. I have long been qualified to be a third-class employee. But until now, I have not received an upgrade order. Is my effort not enough? If so, I would like to receive more guidance. In fact, I am afraid that the company has forgotten my upgrade?" Panasonic He attached great importance to this, and ordered the personnel department to investigate and deal with it, and soon went through the promotion procedures for the alternate employees. Panasonic encourages everyone to express their dissatisfaction instead of keeping it in their hearts.In this way, you will not increase your inner pain, and it is also very beneficial to the company. Panasonic never restricts employees to give opinions or suggestions beyond their superiors. Even ordinary employees can directly report problems and express their opinions to the president instead of his immediate superiors.So he reminded those high-level cadres to be mentally prepared for this, and to have a welcoming gesture and supportive actions.Panasonic believes that since the company is run by everyone, it should be maintained by everyone. No matter which link fluctuates or loses unity, it will affect the normal operation of the company. It is said that once an employee was severely scolded by a wholesaler, saying that the quality of Panasonic's electrical appliances was not up to standard.In other companies, this employee would probably just complain to his boss without even reporting anything.But this Panasonic employee truthfully reported to Konosuke Matsushita.Subsequently, Panasonic visited the wholesaler in person and apologized.The wholesaler made a complaint because of a momentary anger, but it unexpectedly caused the president to visit in person, very embarrassed.Since then, Panasonic has grown closer to the wholesaler. With the rapid development of science and technology, the integrity, complexity, variability and competitiveness of socialized mass production determine that leaders alone cannot do it alone.Facing the complicated competitive market and corporate culture, it is difficult for any individual to make a correct judgment and formulate an effective decision-making plan.Therefore, it is very important to learn to let subordinates speak their minds.Whether the leader can effectively and accurately listen to information will directly affect the in-depth communication with subordinates, as well as their decision-making level and management effectiveness, and thus affect the business performance of the enterprise. In daily work, the leader's ability to listen is even more important.A leader who is good at listening will obtain information from subordinates in a timely manner through listening, think and evaluate it, and use it as an important reference for decision-making. Ms. Mary Kay, the founder of the famous American cosmetics company Mary Kay, also knows this well. Her company has 200,000 employees, and every subordinate can directly state her difficulties.She also took time out to listen to the reports of her subordinates and make careful notes.For the opinions and suggestions of her subordinates, she will reply within the specified time.In many cases, the purpose of the confidant is to confide, and perhaps they have no more requirements.Managers of some companies in Japan, Britain and the United States often drink a few cups of coffee with their subordinates after work, just to give their subordinates a chance to talk. We all know that the most successful leaders are often the best listeners.The easiest way to be a leader who will always be trusted is to let subordinates speak their minds. Human talents have their own strengths and weaknesses.Sima Guang of the Song Dynasty concluded: "Everyone's talent and nature have their own abilities. Some are better than virtue and stronger than talent, or they are better than one but shorter than that."This is the most basic management ability of modern managers.If you are a business manager, you should adopt different ways of employing people when dealing with the following different types of subordinates, so that they can overcome their weaknesses and have their own strengths, so as to add human resources to the development of the organization: Subordinates with advanced knowledge and advanced theories can use a discussion tone; Subordinates with low education who do not understand advanced theories should give more simple examples; When self-willed subordinates are not suitable for persuasion, aggressive methods can be used; Subordinates who like exaggeration cannot use the same words on the outside to make him accept it, so they may use tricks to lure them; Irritable subordinates, who hate long-winded reasoning, must use concise and direct language; Subordinates with a silent personality, you should tease him more, otherwise you will be in a cloud; If a subordinate with a stubborn mind attacks him head-on, it will easily lead to a deadlock and a tendency to overwhelm him. You should focus on what the opponent is most interested in and make transformations. Here, in fact, the question of "the premise of a leader's employment is how to observe people" is raised, so that it is necessary to observe people's strengths, employ people's strengths, and also observe people's weaknesses, and use people according to people. For a talent, temperament may be innate.But as a leader, he can use him "ingeniously", so that he can not only show his abilities, but also avoid his weaknesses.The following are 10 words of experience for employing people: (1) A subordinate with a strong personality but careless can't explore the truth deeply and meticulously. Therefore, when he discusses the big truth, he appears to be broad and lofty, but when he distinguishes the subtle truth, he loses carelessness and negligence.Such people can be entrusted with great things. (2) A subordinate with a stubborn personality cannot give in and give in. When talking about regulations and responsibilities, he can restrain himself and be fair, but when it comes to flexibility, he appears perverse and stubborn, and is out of tune with others.Such a person may be entrusted with enacting regulations. (3) A subordinate with a firm and tenacious personality likes to seek truth from facts, so he can reveal the subtle truth clearly, but when it comes to the big truth, his exposition is too straightforward.This kind of person can let him do something specific. (4) An eloquent subordinate, rich in eloquence and quick in response, has subtle and profound insights when inferring personnel situations, but when it comes to fundamental issues, he is incomplete and easy to miss.Such people can be allowed to do strategic things. (5) Subordinates who follow the crowd are not good at deep thinking. When he arranges the relationship between close and distant, he can be open-minded and broad-minded, but when he is asked to sum up the main points of the matter, his point of view is loose and he cannot explain the problem clearly. The key.This kind of person can let him do low-level management work. (6) Subordinates with shallow insights cannot ask profound questions. When listening to other people's arguments, due to the limited depth of thinking, he is easily satisfied, but if he is asked to verify the subtle truth, he is repeatedly depressed and unsure.This kind of person is useless. (7) A magnanimous subordinate is not quick in thinking. When talking about spirituality and morality, he has extensive knowledge, elegant speech, and leisurely demeanor, but if he is asked to keep up with the situation, he will not be able to keep up because of his slow action.This kind of person can use him to drive the behavior of his subordinates. (8) A gentle and docile subordinate lacks a strong momentum. He will be very smooth and smooth when he understands and studies the principles, but he will be procrastinated and not clean at all when asked to analyze difficult problems.This kind of person can entrust him to carry out the work intended by his superiors. (9) Subordinates who like to be unconventional are unrestrained and unrestrained, and like to pursue novelty. His excellent ability will be revealed when he makes a good time, but if he is asked to be quiet, he will find that he does things unreasonably and easily missed.Such people can engage in pioneering work. (10) The disadvantage of a subordinate with integrity is that he scolds others without mercy, the disadvantage of a strong personality is that he is too strict, the disadvantage of a mild personality is that he is too weak, and the disadvantage of a straightforward person is that he is too restrained.These three personality traits must be actively overcome.So they can be arranged together to learn from each other. 金无足赤，领导者对人才不可苛求完美，任何人都难免有些小毛病，只要无伤大雅，何必过分计较呢？The most important thing is to discover his greatest strengths and what benefits he can bring to the enterprise. Modern management advocates the functional analysis of people: "capability" refers to the strength of a person's ability and the combination of strengths and weaknesses; "gong" refers to whether these abilities can be transformed into work results.宁可使用有缺点的能人，也不用没有缺点的平庸的“完人”。 这里讲的所谓问题下属，其实就是因性格不同而差异巨大的下属。 Personality is the core of a person's personality. It directly affects people's behavior, and then affects interpersonal relationships and work efficiency.因此，在管理过程中，根据人的不同性格采用不同的管理方式是提高管理水平的重要手段。俗话说，“人心不同，各如其面”。人与人之间性格差异很大。一般来说，有几类人的性格较为突出，也比较难管理，下面分别作出介绍，为领导者提供借鉴。 （1）脾气暴躁、常与人结怨者 A certain gentleman has a heavy sense of inferiority.他在工作中表现很认真，也很执著，但不顺利时，他总认为是其他人故意刁难他，为此经常大发雷霆，甚至到领导那里“投诉”，造成办公室火药味浓重，人际关系紧张，直接影响了其他人的工作情绪。 当这类情绪激动、怒气冲冲的员工跑到你办公室“投诉”时，你首先应让他们坐下来，然后仔细聆听他们的谈话，不要发言，因为他们在激动时所说的话往往是杂乱无章的、未经组织的，所以你应该让他们把事情的经过说完，相对冷静下来之后，再来表示你的处理方法。 You don't have to try to change a grumpy person, and don't put them off, or change the subject from it.虽然任何一个公司的纪律都不会要求改变员工的不良性格，但你必须告诉他们，动辄发脾气的人感情上通常不够成熟，要教会他们学习控制自己的情绪，并强调公司不赞成以乱发脾气的方式来解决问题。You can also try to arrange some jobs for them with many documents and few people, encourage them to participate more in the activities of their colleagues, let them know that they are on the same front as everyone, and no one is willing or able to hinder his work. （2）自尊心极强、感情脆弱者 Most of these people are young women with lower positions. Most of them have just stepped out of school and are not very adaptable to the complicated and highly competitive society.管理者几句提醒她们的话，听在她们耳中，就像被老师当众责骂，心中极为不安，无形中产生了一股压力，对工作丧失信心和兴趣，甚至产生跳槽的念头和行动。具有这类性格的员工，一般表现比较拘谨，她们总喜欢绷着脸，紧张地工作，遇到困难时诚惶诚恐，对上级说话时语调总是战战兢兢。 对待此类员工，说话时措辞要小心谨慎，尽量避免从个人角度出发，多强调“我们”和“公司”。Their self-esteem must be taken into account when criticizing problems at work.A gentle smile and a concerned greeting will increase their sense of security and self-confidence.在平时例行的工作中，不妨把握机会称赞她们的表现。再三的鼓励或许让你都感到自己唠叨，但对她们来说却是很受用的，而且有种被重视的感觉。At the same time, they should be made to understand that when mistakes occur at work, there may be many reasons, not necessarily related to personal ability.So there is no need to get frustrated and lose heart about it. （3）消极悲观、缺乏自信者 公司召开会议、讨论某项新建议时，有人提出反对是正常的。但你可能会发现，在你的公司里有这样一类人，他们不管提出的建议是什么，从不进行深入的思考，总是一味地阻挠和反对，这不仅会阻碍公司的变革，而且破坏了公司创新的氛围。 Therefore, you have to deeply analyze the real reasons for their opposition.Some people are simply negative because they lack confidence and worry about failure.如果你发现某位员工一贯努力工作，对公司忠心耿耿，而且还颇有业绩，只是有些缺乏信心，你可以给他机会，培养他的自信心。 例如，你可以找他谈谈你的新计划，让他负责实施。At first, he may be hesitant and look embarrassed.此时，你可以请他不要对任何事都采取否定的态度，应该提出积极而且有建设性的意见。If he doubts the feasibility of the plan, you encourage him to find a feasible method, and help him implement it with all your strength, so that he can experience the joy of change and the sense of accomplishment gained from it.Of course, you should not try to make negative and pessimistic people suddenly become positive and optimistic.You can only let him know that you are an optimistic and enterprising person who adopts a positive attitude in everything, especially when approaching a difficult job, you should treat it with an affirmative and optimistic attitude.如果他一向尊重你，多少也会被你感染而产生信心。 （4）溜须拍马、阿谀奉承者 In many places it is common to see sycophants, flatterers, who are constantly complimenting you and echoing everything you say.如果有这种员工，就必然有爱戴高帽子的上司。尽管各位管理者都会表白自己明智、有自知之明和不介意下属批评，但人们总是喜欢被表扬。 有些管理者认为，只要自己不为他们的吹捧而迷惑，他们的表现也不差，就可以任由他们继续奉承下去。但事实上，你的态度，会使他们感觉你默认了这种吹捧，不仅会强化他们的这种行为，还会使他们轻视你，降低了对你的尊重。When dealing with such subordinates, when communicating with them, you don't need to refuse their flattery too seriously, and don't let them exaggerate at will.当他们向你卖弄奉承的本领时，你可以说：“你最好给自己留一点时间，考虑新的计划和建议，下次开会每个人都要谈自己的意见。” （5）善于表现、急功近利者 下属中，总不乏雄心万丈、积极进取之人，甚至你能感觉到下属的目标直指你的职位，许多管理者因此而忌才。However, those who are eager for quick success cannot be ignored.因为这种人往往为了个人利益不择手段，影响其他员工的工作情绪和进度，造成人际关系紧张。 When communicating with subordinates who are eager to express themselves, do not use a straight-forward approach, so as not to let him have the illusion that you are jealous and refuse to accept any suggestions you make.你可以认真聆听他的建议，适当称赞他的表现，表示你对他有某种程度的赞赏。得到你的称赞，他一定会进一步表现自己，那时你可以漫不经心地告诉他：“凡事都得按部就班，这样才会对其他员工比较公平，如果其他人比你更急时，你能否容忍他像你现在这样牵着别人鼻子走吗？”你的语调要像平常说笑般轻松，既不伤害他的自尊心，也让他设身处地，为其他人想一想。 （6）郁郁寡欢、以为怀才不遇者 Such subordinates often sigh all day long because their talents cannot be valued, and lack work enthusiasm and enthusiasm.对待这种员工，千万别用类似的打击性语言：“你有多少才能呢？像你这样的人，随便可以找到。” 这种语言会使他们感到被轻视，变得更加郁郁寡欢。平日对他们要热情，这样会使他们有被尊重、重视的感觉。交代给他们的任务，事后一定要认真过问，如果做得好，别忘记称赞两句。尽管他们在公司里只不过是些小角色，但也可以偶尔邀请他们参加重大会议，鼓励他们勇于发言，并经常给他们提供参与的机会。如果他们同时感觉到机会面前人人均等，他们会更加努