Chapter 20 Chapter 19 The Art of Resolving Conflicts

The secret to walking in water is knowing where the stones are - proverb In the traditional sense, conflict may be one of the important reasons that cause and lead to uneasiness, tension, discord, turbulence, chaos and even division and disintegration.As a leader, you should know that the traditional view has its rationality, but it is obviously unrealistic to completely resolve the conflict, and it is also an incomplete understanding. The book "Military Leadership" edited by the United States Military Academy at West Point explores the positive role of conflict in depth, noting that conflict between groups can provide incentives for change.When work is going well and there is no conflict between groups, groups may not engage in quality-enhancing self-analysis and evaluation.As a result, the group may become a stagnant pool, unable to tap its potential, promote growth and development through change, and the existence of conflicts among groups will stimulate the organization's interest and curiosity in its work, which in fact increases the diversity of viewpoints so that complement each other while heightening the sense of urgency.

There are two important figures in the history of the development of General Motors. Because of their different views and practices on conflicts and contradictions, they have brought different major influences on the development of General Motors. The first is William Durant. Major decisions are largely "one-man" in that he likes those who agree with him and will probably never forgive anyone who contradicts him in public.As a result, his operating committee, which consisted of plant managers, met no opposition to any of its decisions, but this "unanimity" lasted only four years.Four years later, GM was in crisis, and Durant had to leave the company willingly.

Another man who had a major impact on GM was Alfred Sloan, by far the most prestigious leader of GM, known as the "organizational genius."He used to be Durant's assistant and later became Durant's successor.He's seen the mistakes Durant made, and he's almost fixed them.He believes that no one is always right.Before making a decision, others must be consulted. He will clarify his views on various specific issues as they arise, but he also encourages debate and expressing different views.This made him a great success. A lesson to be learned from this is how to view conflict and contradictions within the enterprise.For today's leaders, a company without conflicts is a lifeless organization. As a leader, you must dare to face conflicts and contradictions, and be happy when you hear them. It should become a fashion for leaders.

Akio Morita, known as the "Japanese Edison", further explained how leaders should face up to this conflict from his own personal experience.He believes that when most companies talk about "cooperation" or "consensus", it usually means burying personal opinions.At Sony Corporation, we encourage everyone to express their opinions openly.The more different opinions, the better, because the final conclusion must be brilliant.When Akio Morita was vice president, there was a conflict with the then chairman Michi Tajima.Because Morita insisted on not giving in to his opinion, Tajima was very angry, and finally he said angrily: "Shengtian, you and I have the opposite opinion, and I don't want to stay in any company that acts according to your opinion, which makes us sometimes still Fight over these things." Morita's answer was very straightforward: "Sir, if you and I have exactly the same opinion, we should not stay in the same company and receive two salaries, and one of you and I should resign. Just because of you and me With different perspectives, the risk of companies making mistakes is reduced.”

For leaders, since conflicts and contradictions are inevitable and ubiquitous, they should not be avoided, obliterated or turned a blind eye, let alone be deceived by temporary "consistency", or even artificially create the phenomenon of "consistency".In short, any one person's cognitive ability is limited, and one person's opinion cannot always be correct.Conflicts and contradictions may be the best solution to make up for this deficiency. As long as the coordination is reasonable and the communication is timely, conflicts will pave the way for your success. When a conflict arises between the two parties, everyone should be given the opportunity to vent their anger and not allow the anger to build up.This can reduce the tension of the conflict and open the door to conflict resolution.The "Health Management Office" established by some organizations and units in Japan adopts this method.

For example, if two people quarrel and a lot of big disputes arise, they can be sent to the "Health Management Office" to organize both parties to receive health management education.The first room, as soon as you enter, there is a floor-to-ceiling mirror opposite, and two people stand and look in the mirror.When the two parties were quarreling, they couldn't feel the change in their appearance, they blushed and their necks were thick, and they were very excited. When they looked in the mirror, their prestige immediately stopped, and they reminded themselves that they felt that they were a little out of control today.Then go to the second room, which is a row of distorting mirrors. Both parties look in the mirrors one by one. Through these mirrors, both parties are inspired to treat themselves and others correctly, and not to think of themselves as tall and others as small as the distorting mirrors.Then go forward again and enter the bouncy ball room.There is a hook on the floor and a hook on the roof, and a ball is tightly pulled by a rubber strip in the middle, hanging as high as a person.

Let each person hit three times hard. Due to the elastic force, the ball bounces back and hits his own forehead. This is to inspire both parties to understand the relationship between people. It is the same as the action force and reaction force. will hurt you.Further down, is the Pride Image Room.It is a very arrogant straw man made of straw, and each person is hit three times with a stick, so that both parties can vent their anger and inspire them to deny this arrogant attitude.Going down, there are many photos hanging on both sides of the corridor. One side shows how young people should live and learn, how to treat others correctly, respect masters and elders; the other side shows the darkness of Japanese society such as young people fooling around in bars and fighting. noodle.Comparing the two sides, it inspires young people to treat life correctly.In the end, the two sides exchanged views and expressed their views on each other, and the problem was resolved.

This method is also used in some units in our country.According to reports, a certain factory set up an "exhaust room", and in front of the "exit room" was written the following words: "Comrade master, welcome. Do you have any concerns? Please speak out; do you have any good suggestions? Please don’t keep it.” The main leaders of the factory took turns to be on duty to receive the sign.It's a good thing to say, the employees who went in with a stomach full of anger came out unexpectedly light.In the past two years, employees have visited thousands of times, and each case has been registered and settled.People believe that the economic benefits of this factory are getting better and better, and the "venting chamber" also has a part to play.

It is not easy to withstand the anger of others, especially when the anger is directed at yourself.In reality, there are such leaders who use officials to oppress others and use power to bully others.Are you angry?I'm sorry, not only did he not vent his anger on you, but instead he opened his mouth to scold you, adding fuel to the fire. As a result, the conflict was intensified, and even a vicious accident was induced, causing a big mess.Therefore, leaders must be magnanimous on this point and be able to endure "unbearable" things.If the leader himself is also a party to the conflict, he must strictly restrain himself, be "high-profile", and not just defend himself.

In life and work, leaders cannot think the same way.In the working space of leaders who promote new strategies and introduce new methods and technologies, it is inevitable that various inconsistencies will turn into heated debates or conflicts. It is impossible for leaders to "meet smiling faces every day", so it is impossible to "meet smiling faces every day". In a good mood". In the daily work of leaders, they often face differences of opinion and often encounter people who think differently from themselves.People who have differences and objections are nothing more than differences in the choice of direction and understanding of interests.Although differences and even confrontation can strain relationships, the golden rule can help here.That is, how you want others to treat you who disagree with you, you should treat others who disagree with you.

In this regard, when you disagree with other people's views and opinions, or with those who disagree or even oppose you, it is not the best policy to stand up and argue with him.In our daily life, we often see that even those innocuous things will lead to tit-for-tat fierce scenes if they are more serious.In an argument, each party tries to overwhelm the other, but this does not solve any problems, on the contrary, it will hurt each other's peace, and seriously damage the relationship between each other. When confronted with someone who disagrees with us, a natural psychological response is to try to win the other party through an argument.The reason for this reaction is that in the face of such different opinions, I feel threatened and hurt, and my self-esteem and even dignity are offended.We become agitated, loud, aggressive, aggressive, bitter.If this emotional reaction is thrown at the opponent and the opponent retaliates, a fierce battle is inevitable.If you don't want to see this kind of intense scene full of gunpowder, it's better not to provoke an unusual argument. In trying to persuade those who disagree with us, we treat them not as adversaries or enemies, but as equal partners, not to make them do what they say, but to make them accept what is beneficial to them but for various reasons has not yet been accepted. understandable things. People who don't consider the interests of the other party and blindly engage in arguments will be controlled by a kind of anxiety, and there will be an extreme mentality of passing today and not caring about tomorrow, but tomorrow will always come, but what about then? Persuasion, or real persuasion, is to form the inner obedience effect of the persuaded.It differs from the threat of power in that the persuader thinks he is equal to the person being persuaded, and the person being persuaded has a certain point of view, opinion, attitude and the freedom to adopt a certain behavior.Different from the confirmed obedience formed by exchange and charm, in the process of forming internal obedience, the persuader may not have any charm or interest attraction at all, and the reason why the persuaded obey is not because of the persuader. Only the information provided by the persuader has real value, which can modify or change the way of perception, understanding and interpretation of the persuaded person, so that the internalized obedient person finally adopts a new way of responding and behaving to the things around him . As a leader, when you want to persuade others, you must first accurately grasp the psychology of the person being persuaded, because the situation of the person being persuaded is contradictory. If he does not obey or agree with you, he will conflict with you; But if he obeys you and agrees with you, he will have conflicts with himself.In the process of being persuaded, people's psychological contradictions have the following manifestations. (1) Suspicion Even when people have a trusting relationship with each other, it is inevitable that they will have doubts when they feel that they are being persuaded by each other.In particular, some people themselves have the problem of being suspicious, and this situation will be even more serious.Trust means keeping promises, keeping secrets, and respecting each other's personality. However, in specific situations, people's beliefs may be shaken, and suspicion will arise spontaneously. Dr. Robert Kelly of Carnegie-Mellon University in the United States conducted a survey on the work of 400 managers in the United States in 1989, and found that two-thirds of the companies led by these managers felt that the manager could not provide them with "A clear understanding of the company's concept, a clear explanation of its mission and objectives".If employees cannot understand the meaning of their work through certain information, their work will not have higher performance.What's more serious is that if the leader does not provide information and explain why, people will explain themselves, and the result will be that the leader cannot control public opinion, which will ruin the leader's career. (2) Defensive psychology That is, the mentality of alertness, which refers to a mental state of not exposing, vigilantly paying attention to every word and deed of others, and trying to shirk responsibility for words and actions. The behavioral skills of talking effectively can heal defensiveness.If you can create a simultaneous conversation, encourage the other party to express his views more, and promote his self-disclosure, you can prescribe the right medicine and find a breakthrough.In addition, express yourself openly and give more positive feedback to show that you and the other party have more similarities than differences, so that you can shorten the psychological distance, which is conducive to promoting the understanding of the other party and forming a consistent evaluation. (3) Anxiety People have the instinct to protect their own spiritual and personality integrity. Even if you do not have the motivation to control the other party, when the other party makes changes in the face of requests, they will feel uneasy because this may affect their own personality integrity. At the same time, when he faces the contradiction between accepting you and rejecting other people's choices, accepting you means a change in his attitude and behavior, and he needs to adjust his relationship with other people. Bear considerable mental pressure.The mental pressure on the persuaded will affect the efficiency and effectiveness of the persuasion, so they can hide or hide, if they can't hide, they will not comment. When it comes to some persuasion that is a major issue for the persuaded, the other party's avoidance is inevitable.Therefore, the persuader is required: first, be patient.Liu Bei visited the thatched cottage three times before he persuaded Zhuge Liang to come out to help him, because for Zhuge Liang, this was a moment of major choice in life, and he had to be cautious.Second, "information injection" must be carried out strategically during the conversation. Don't finish talking at once, but leave room for the other party.Third, let the other party realize the existence and source of his unease and pressure, have a conversation about it, and resolve them one by one, and imagine and explain the reasons for his change for the other party.A more prudent approach is to entrust a third party to persuade.And when there is nothing to do, attacking the "spiritual leader" and stakeholders behind the other party is also a way, but this way should be constrained by a moral standard. When subordinates start to complain, dissatisfaction, or friction of interests, as a leader, they should pay full attention.First of all, you need to find out the reason. If your subordinates complain about the salary system, it may be because the salary is generally low in the same industry or the salary of some positions is not reasonable.If the leader wants to find out the reasons for the complaints of his subordinates, it is best to listen to his (her) opinions.Listening not only shows respect for subordinates, but also the best way to discover the reasons for complaints.Complaints from subordinates should be answered positively and clearly, and must not be oblique or vague. When handling complaints from subordinates, a formal resolution should be formed and announced to subordinates. When publishing, attention should be paid to explaining the reasons for doing so carefully, in detail, and reasonably, and there should be corresponding measures to appease subordinates and take improvement actions. , Don't procrastinate, don't let the complaints of your subordinates accumulate.If the final ruling is made by the top leadership, then of course you should fully support it, regardless of whether the ruling satisfactorily solves the problem. When dealing with the complaints of subordinates, the leaders have an "open door" policy, that is, they declare that their doors are open at any time, and subordinates who welcome all kinds of complaints can directly complain to them, and they will try their best to solve them.Some people think that this does not play any role, but this method can make subordinates realize that their interests are not violated anytime and anywhere, and can make subordinates work harder. As a leader, being good at listening to subordinates' complaints is a responsibility and one of the criteria for assessing the overall quality of a leader. In the face of subordinates' complaints, one must not take them lightly or ignore them.Subordinates will not resign in anger because they complain, but they will resign when their complaints are not heard or considered.Because they feel that their personality has been insulted and they feel unacceptable.If you want your people to be happy and enthusiastic about their work, you should take the time to listen to them.Spending more time listening to your employees will do you no harm. It would be a big mistake to think that expressing dissatisfaction with something indicates that this person has a deep resentment toward the business, management, or even you personally.Complaints are complaints made when leaders treat subordinates inappropriately. Dissatisfaction does not mean that they don't want to.In fact, it is the complaints and dissatisfaction that make you realize that there may be other people in the enterprise who are silently suffering and complaining about the same problems.In this case, productivity can be severely affected.Your employees often complain about wages, working conditions, relationships with colleagues, and relationships with other departments.In the face of employee complaints, you must deal with them carefully, and you cannot ignore them or deal with them rashly. You have to put yourself in your shoes, change roles and think about why things happen, try to consider the reasons for the problems, and avoid intensifying conflicts caused by hasty actions.You should make a gesture: open the door to complaints from subordinates.Even if you don't have time for a while, make an appointment for him to talk.Don't immediately refute subordinates' complaints, let them complain first.If there are other subordinates who are the object of the complaint, you must also listen to the views of the other party in order to solve the problem fairly.If you intend to fix the problem, take action now.If you are not going to take any action, tell the complainer why. You need patience and self-control when dealing with complaints from subordinates.Especially when the complaints of subordinates involve you and make you feel very embarrassed, you need to have great patience and self-control.Not all complaints from subordinates can be satisfactorily resolved, because some may violate the company's policies, or even some wrong and unreasonable complaints.However, you can't ignore these complaints, you have to listen to their complaints carefully, and then make a statement.Venting complaints seems to want you to do something, but in fact they will be satisfied if you only give them an understanding ear.Also, you should explain why the complaint cannot be fully resolved. You should allow subordinates to leapfrog to higher leadership.Because some complaints may involve higher management.Of course, you can also report to your superiors, and you will be the bridge for your subordinates to complain to their superiors.Before your subordinates complain to the higher leadership, you should also explain the situation to your superiors, explain the content concisely and then let your superiors handle it, and you don't have to intervene. (1) Humility to each other In a unit or department, it is common for subordinates to have different interests and views on a certain task or a certain issue.Sometimes even the two sides will be at loggerheads, blushing, and get very tense.At this time, the leader needs to come forward to mediate and be the "peacemaker" between the two parties. According to statistics, under normal circumstances, general leaders spend about 20% of their time dealing with various conflicts, but this does not prove incompetence or failure in leadership work.Conflicts are inherent and unavoidable in interpersonal relationships, and must be properly dealt with in order to form an atmosphere of "human harmony". This requires leaders to use the skills of mediating disputes and handling conflicts to coordinate the differences in understanding and conflicts of interests among all parties.So how to deal with disputes, conflicts and disagreements?There is no ready-made formula to follow, but whether a leader can successfully deal with conflict mainly depends on three factors: first, the leader's ability to judge and understand the causes of conflict; second, the leader's ability to control the emotions and The third is the ability of the leader to choose the appropriate behavior to deal with the conflict.Specifically speaking, the method of resolving conflicts and ensuring "human harmony" can generally adopt the method of "mutual humility". The coordination method of "mutual humility" is to force the disputing parties to make a concession and reach a mutually acceptable agreement.This is the most common way to mediate disputes and resolve conflicts.The key to this solution is to find the appropriate point for coordinating both parties.Regardless of mediating political disputes or resolving conflicts in daily work and life, if the two parties are to unite and act together, they should not adopt the approach of favoring one party and suppressing the other, but should use the method of "mutual humility" to solve problems. (2) Acceptance time This means that the conditions for resolving conflicts are immature, and it is necessary to maintain the status quo and wait for an opportunity to be resolved; or after a period of accumulation, work or life itself is gradually adjusted.Adopt the method of "accepting time", let people gradually abandon old prejudices and adapt to new ideas and new facts after a period of time. This approach to conflict resolution is very sensible.Because the change of a person's beliefs, concepts and positions often requires a process of experience.If you adopt an imposing approach, it will often intensify conflicts, deepen estrangement, hurt people's feelings, and produce adverse consequences.And "accepting time" can make conflict resolution more natural and smooth. For example, when someone disagrees with the organization's resolutions, the organization allows them to "reserve their opinions" instead of abusing organizational means to force them to change their views.Of course, the premise is that the decision must be implemented in action.The so-called "allowing reservations" is the method of "accepting time". (3) Detour forward Under certain conditions, some unprincipled disputes should be dealt with in an ambiguous way, or in order to resolve certain conflicts, some necessary cooperation, compromise or concessions and compromises can be made. For example, encourage the two parties in the conflict to combine their interests so that the requirements of both parties are fully satisfied; or seek a compromise solution between the requirements of the conflicting parties so that both parties can be partially satisfied; or drive one party to give up One's own point of view and interests to meet the requirements of the other party; or encourage the conflicting parties to resolve their differences by hinting or regardless, etc.If both parties are engaged in factional struggles and disputes for the self-interest of their respective small groups, which is completely against the interests of the whole, then when resolving such disputes, there is no need to distinguish who is right, and in fact it is impossible to distinguish who is who. If it is not, it can be dealt with by hitting 50 big boards each. Another example is that the handling of certain troubles is not correct from the perspective of the trouble itself, but in order to help the stability of the overall situation, after explaining the truth, some compromises can be made to their demands without compromising the general principles, so as to ease the contradictions .Although this way of handling disputes seems simple and a bit indiscriminate, it is still a way to resolve conflicts. (4) Mutual cooperation When emphasizing the status and role of their own work, the leaders of various departments should not belittle but also affirm the status and role of other departments.Work cooperation and support should not be just a one-way pursuit, but a two-way giving, and it should be used to replace the self-enclosed state of "the voices of chickens and dogs are heard, and old age and death do not communicate with each other", and "everyone cleans the door by himself". Don't care about others' narrow practice. Mutual support among the leaders of various departments is the prerequisite for the successful completion of organizational tasks.An organization that supports each other among various departments is a powerful organization.The mutual support between various departments is reflected in the specific work.When a certain department encounters difficulties and resistance, it is a kind of support to take the initiative to solve problems and provide help in terms of personnel, property and property; when a certain department has made achievements or has problems, it is a kind of support to give enthusiastic encouragement or sincere criticism It is also a kind of support; when a certain department has conflicts with other departments, instead of ignoring them, they come forward to mediate to help eliminate misunderstandings and resolve conflicts, which is even more a kind of support.Mutual support among various departments is an important principle for avoiding conflicts, eliminating contradictions and getting along with each other in a friendly manner. (5) Reasonable competition Since each department is in a different position and has different functions in the organizational system, the departments not only have common interests and goals, but also have their own different interests and goals, so there must be competition.The poor status and poor functions of various departments in the organization not only reflect the corresponding rights and obligations, but also reflect the corresponding responsibilities and contributions.This is the objective basis for the competition among various departments of the organization system in the process of collaboration.Within the organization, competition is the most active factor and force, which has the function of continuously changing the organizational system.This function can not only bring about progressive changes in the organizational system, so that the role of the organization can be brought into full play, but also can cause destructive changes in the organizational system, resulting in instability of the organizational system, resulting in structural internal friction and functional internal friction.Reasonable competition requires the formation of a normal competitive relationship between departments, to maximize enthusiasm and creativity, and strive to achieve the overall goal of the organizational system. In reasonable competition, we are opposed to blocking information, dismantling each other, and creating conflicts, and we are also opposed to being satisfied with the status quo, not thinking about making progress, and muddling along.What should be opposed in particular is the kind of unscrupulous and intriguing competition and competition. Stone, the former president of General Electric Company, worked hard to cultivate the corporate culture of "big family affection" among all employees. The company's leaders and employees should practice the unique culture of the company and love the factory like home.From the top leader of the company to the leaders at all levels, the "open door" policy is implemented. The employees of the factory are welcome to enter their offices at any time to report the situation, and the letters and visits of the employees can be handled responsibly and properly. The company's top leaders and all employees hold lively "free discussions" at least once a year.General Motors is like a harmonious and enterprising "big family". People from top to bottom are called by their first names without distinction of superiority or inferiority. They respect and trust each other, and the relationship between people is harmonious and cordial. In February 1990, when Burnett, a mechanical engineer of General Motors, was receiving his salary, he found that he was short of thirty dollars, which was the overtime pay he deserved for one overtime work.To this end, he found his immediate boss, but the boss was powerless, so he wrote to the company's president Stone, "We always encounter headaches about compensation. This has disappointed a large number of outstanding talents." Tong immediately instructed the top management to properly handle the matter. Three days later, they backpaid Burnett, and things seemed to be over, but they made a big fuss about the small incident of backpaying the workers.The first is to apologize to Burnett; the second is to understand the problem of lower treatment for those "excellent talents" driven by this incident, adjust the wage policy, and increase the overtime pay of mechanical engineers; third, to the famous The "Wall Street Journal" disclosed the whole process of this incident, which caused quite a stir in the American business circle. Although things are small, they can reflect GM's "big family concept" and reflect the full trust between employees and the company. The construction of organizational atmosphere is a very difficult project in the world. Don't simply understand it as "the supervisor invites the employees to eat, and the employees take the initiative to build relationships with the supervisor". It requires supervisors and employees to build on the basis of natural integrity. The process, tempered by fire, a trek on a rough road, and "forged" in a high-pressure competitive environment, based on the integration of knowledge and experience inside and outside the organization, and under the joint action of external forces, a common beautiful vision, a concise and effective organizational structure, Process standard system, natural communication and learning habits, fair assessment and incentive measures, team organization has strong appeal and cohesion, leaders and members are willing to sacrifice personal interests for the team, and each member is proud of being a member of the organization .Only such a team has strong vitality and explosive power. Two-way communication between departments is not only the need to do a good job in the department, but also the need to handle the relationship between the departments.Communication is two-way and multi-faceted. It should be strengthened mainly in terms of goals, ideas, feelings and information, and then reach a consensus. This is an important basis for coordinating the relationship between leaders of various departments. (1) Communicate on goals Emphasize the overall goal, make them realize the importance of each department and individual's contribution to the overall goal, as well as the necessity of mutual cooperation and coordination, and strive to link departmental interests with common goals, thereby enhancing their respective concerns about organizational goals sense and reduce unnecessary conflicts between departments. To achieve communication and consensus on specific goals.The leaders of various departments should understand and pay attention to each other in the establishment of goals; they should support and promote each other in the implementation of goals; they should adjust and adapt to each other in the conflict of goals; Summarize. (2) Communicate in thought The leaders of various departments should avoid considering issues purely based on the gains and losses of their own departments, but should consider issues from the perspective of the interrelationship of the interests of various departments, that is, the overall situation, including putting themselves in the shoes of other departments and reaching mutually acceptable opinions to prevent One-sidedness in thinking and understanding.Leaders of various departments also have differences in ideas, ways of thinking, and ways of thinking. The resulting contention and differences in viewpoints can be communicated and inspired on an equal basis to narrow the gap in understanding and achieve unity.For misunderstandings and estrangements caused by working relationships, leaders of various departments should be strict with themselves, be lenient to others, and make more self-criticism when necessary to seek understanding. (3) Communicate emotionally Emotional contact and deepening are very important for department leaders.Because it is hard to imagine that there can be harmony at work between department leaders without any emotional communication.To increase emotional communication, in addition to the identification of the target idea, it can also be continuously deepened through work exchanges, visits, cultural and sports activities, public relations activities, etc., so as to create a harmonious emotional environment for working together. (4) Communicate on information The reasons for the contradictions and gaps between departments can be found in information communication.Generally speaking, any department that lacks communication will inevitably have poor information transmission, which can easily cause ignorance, incomprehension and incoordination between departments, and even cause some conflicts, which will affect both work and unity; Departments must have smooth information, and it is often easy to win the favor of the other party, gain trust, and form a good relationship between departments. When receiving the employee's resignation letter, the leaders of many enterprises often show surprise, anger or worry more, but they seldom take some positive measures immediately to retain them. Intimidation (state-owned enterprises often have files in their arsenal), and many companies even believe that cold treatment can win employees back.In this way, many core employees eventually leave the company under the negative, indifferent and slow response of the company. However, according to the surveys of some companies, 40% of the resigned employees resigned to the company after careful consideration, and about 20% were quite blind, probably just out of an attitude to see how much they are worth. , or a herd mentality, and the remaining 40% of employees are between the two. Although they have the motivation and desire to leave, they are not strong, and they often hesitate before and after resignation.Therefore, after the employees submit their resignations, if the company can take some positive measures in time, at least 40% of the employees can be retained.General employees are like this, and core employees are no exception. The contract will always expire, and the liquidated damages for employee resignation can hardly make up for the loss of business operation. Moreover, many employees may submit their resignation only when the contract expires.Moreover, keeping this person may not be able to keep his heart, and a company filled with a large number of employees who are "in Cao Ying and in Han" will eventually fail.As time goes by, the restrictive effect of archives becomes smaller and smaller.Therefore, the measures taken by enterprises when retaining core employees should stay away from bluntness and indifference, and it is the mainstream to show that they value employees and be humane. (1) Respond quickly After receiving the employee's resignation letter, the enterprise should respond in the shortest possible time, such as suspending all daily work at hand, calling relevant personnel to discuss countermeasures; expressing to the employee that the enterprise does not want him to leave immediately through all possible channels ( This expression should have sincerity), etc.Any delay will strengthen the conviction of employees to resign, making it harder for the business to recover.Of course, a quick response is not just about buying time. For employees, it also clearly shows that the company values ​​them. For example, when you receive a resignation letter from an employee, although you are very busy and have a lot of work on hand, you should say this: "All work is not as important as your resignation letter." I believe that many employees who are about to leave Everyone will be moved by your words, at least the belief in resignation may not be so firm anymore. (2) Block messages When some companies learn that employees have resigned, they immediately publicize the news, hoping to let everyone know.This approach is very unwise, in a sense it is pushing employees to a point of no return.It is very important for the resigned employees themselves and the company to strictly seal the news of the employee's resignation, or to narrow the news to the most limited scope as much as possible.For employees, this removes a barrier to later changing their minds about staying with the company.If all the employees in the company know that he resigned, then he will have great concerns when he considers changing his mind, "how will I face my colleagues when I go back?" Ideas often keep them from looking back.Even if they can stay, it is conceivable that it will bring many difficulties to future work.It can be said that blocking news is actually retaining employees.For enterprises, blocking news gives them room to maneuver.In particular, it can prevent other employees from guessing the concessions offered by the company in order to retain the resigned employees, and prevent employees from imitating the terms of threatening themselves by resigning in the future to agree to their conditions. (3) Identify motivations for employee turnover Many companies immediately promise to retain high-ranking officials and generous salaries when employees leave.However, practice has proved that the effect is not good.This is because the reasons for leaving are different for each employee.Understanding the specific motivation of resigned employees is an important prerequisite for formulating effective retention plans. Generally speaking, there are several types of employee resignation: profit-seeking type, that is, pursuing higher wages and treatment; career development type, who is already satisfied with the existing salary and treatment, but lacks enough opportunities for promotion in the current enterprise and development space, so they have to go to other companies; change the environment, this kind of core employees are unwilling to stay in one environment for a long time due to their personality, but like to seek new feelings from different environments; Immature in character, they often resign in anger just because of a criticism from their superiors or a little "offense" from their colleagues; out of place, such employees hate a certain superior or even the entire management of the existing company, or are incompatible with the corporate culture of the entire company He is out of place and cannot be effectively integrated into the enterprise. In order to get rid of it, the only way is to resign.When identifying the motivation of resigned employees, all available channels and methods, including face-to-face conversations with resigned employees, should be used to ensure the accuracy of information. (4) Formulate an effective retention plan After accurately identifying the motives of resigned employees, the company should promptly decide whether to retain them and formulate relevant retention plans.For misfits, if there is only one person that he is disgusted with, and there are genuine problems with that person's leadership and practices, something can be done.If not, he is not a good fit for the culture and philosophy of the business as a whole, and approval of his resignation may be a good thing for both.For the other types of situations, it is enough to formulate corresponding plans according to their different requirements: the profit-seeking type will be given a certain degree of salary increase; the career development type will be given a certain promotion opportunity, at least give him a definite goal. Those with outstanding performance can be promoted; those who change the environment will be given opportunities to rotate within the company.These can not only meet his needs, but also improve his comprehensive ability to reserve talents for the future development of the enterprise.In the specific process, enterprises need to grasp the "degree".It is necessary to meet the needs of employees so that they can continue to work for the company, but also to pay attention to the fact that personal needs cannot override the interests of the organization.Satisfying a person's unreasonable demands may leave the person temporarily.But it is harmful to the long-term development of the enterprise.Because, it is very likely that he will repeat the old tricks soon, threatening the company to agree to higher conditions.And once it is known by other employees in the company, it will not only lower morale, but also easily form a bad atmosphere in which employees compete to use resignation to threaten the company. (5) Harness the power of family affection In the process of implementing the retention plan, in addition to the manager trying his best to communicate with the employees and actively improving some factors of the company to meet the requirements of the employees, he should make full use of the power of family affection and use all the people in the company who are close to the resigned employees Lobbying through relationships, such as good friends of employees, old employees who played an important role in his growth path, and so on.At the same time, the resignation of an employee will usually have an important impact on his family, and his final fate may be related to a member of the family (such as a spouse).In this case, inviting the family of the core employee to the banquet prepared for him, and doing the corresponding lobbying work in advance, will often get unexpected results. (6) Pay attention to the long-term nature of the retention plan In reality, the managers of many companies always panic when their employees leave, and they will agree to whatever conditions the employees put forward, and they will stay first before talking.However, after the employees stayed, they found that the conditions were too harsh, so they greatly discounted the fulfillment and fulfillment of the conditions, and even put aside the promises they made.There is no doubt that the conditions of employees must be within a reasonable range, but once the company agrees to the conditions of employees, it should be implemented without compromise, and it must not change with time.Otherwise, the company's image among employees will be greatly damaged, and all future retention measures will be useless.Moreover, in the long run, the company's external image in the industry and the community will also be damaged, and affect the company's daily operations and attraction to talents. After many retention efforts, resigning employees may still be reluctant to change their minds.At this time, the company's managers will often agree to their resignation, but they often ignore the main point - the exit interview.Exit interview is not only an important way to understand the reasons why employees leave and formulate retention plans, but also has many benefits even when employees have decided to resign. It itself is a kind of employee survey.In reality, companies that don't understand why employees leave tend to experience a massive brain drain. In the exit interview, since employees are about to leave, they will no longer have too many scruples, which will allow them to speak freely about what they are not satisfied with the company.In this kind of frank and unscrupulous conversation, it is easier for the resigned core employees to express their true feelings from the standpoint of a third party without involving personal grievances.The information obtained in the conversation will often point out the direction for the future management improvement of the enterprise. But how do you conduct an effective exit interview?Managers of many companies said: "The company has trained them for so many years and given them such good treatment, but they still run away. I get angry when I see these ungrateful guys!" Some people think that these employees are the core of the company but don't care The loss of the company and resignation. If the company leaders interview them again, they will lose face very much, and they will not be able to hold their heads up among the employees in the future.Exit interviews conducted by managers with these two mindsets are doomed to fail.Because, the most important thing in the exit interview is to have a sincere attitude and the mentality of "there is no feast that never ends".If these two points cannot be achieved, not only will the exit interview not achieve the desired results, but it is likely to become a mutual attack between the manager and the departing employee, involving more personal grievances. Be careful when selecting candidates for interviews.It is better not to talk to the wrong person than to choose the wrong person.It is best for the interviewee to have a good personal relationship with the resignee, at least not to have any major grievances at work. If the employee resigns because of a certain manager, and the interview is hosted by him, the effect can be imagined.In terms of position, if the resignation is a core employee, it is best for the company's top management to come forward.In this way, it is easy to create a sincere and respectful atmosphere, and the departing employees may be more willing to express their feelings.Sending a lower-level manager may make the departing employee feel slighted. In terms of the content of the interview, it is not only necessary to understand which aspects of the company they are satisfied with, which aspects they are not satisfied with, and why they left the company, but also to understand their future plans, including where will they work next?why go there?And what can working there give them that they don't have now?Because, an employee's resignation is generally the result of the joint action of "push" and "pull".The "push" generated by the problems within the company may not be enough to make employees decide to leave, and the "pull" given to these employees by other companies may be more important in a sense.Knowing the specific poaching conditions of other companies is of great significance for formulating retention plans and preventing more employees from leaving.Also, give the staff well wishes for their success and a promise to come back.Many large companies in the world have such policies.For example, Nortel Networks has a special return policy: if these departing core employees come back, the company will not only welcome them, but will continue their original working years in the company, and all the benefits related to the original work will be taken over. After the exit interview, it is very necessary to sort out and give feedback to employees in a timely manner.Managers from relevant departments should be convened to discuss and analyze the information, judge the potential impact on other key employees of the company, and finally decide whether immediate measures need to be taken to improve these shortcomings to prevent other employees from leaving.This is the key to the effectiveness of the exit interview. Timely improvement of shortcomings can not only effectively prevent the large-scale loss of other employees, but also make the employees who have made up their minds change their minds, at least in the future, they may return to this company. Firing subordinates is one of the most difficult things for leaders to deal with, and the words to fire subordinates are also the most difficult words for leaders to say.After the superior department makes a decision, the department leaders often have to talk to the dismissed. Many department leaders often rack their brains about this matter and don't know what to do.In fact, self-confidence is the most important thing when people do anything.As a department leader, you should have a good understanding of the situation of the laid-off employees, and you can strive for different ways of talking according to different people, so as to minimize the pain of being laid off.In the conversation, sometimes the laid-off people often fall into this vicious circle: "Why did you let me go? Did so-and-so go too? Why didn't you let him go? Is it because I am not as good as him? I can definitely surpass him! If I surpass him Are you going to stop letting me go?..." As a layoff person, you must understand: this will never be explained clearly. The following are a few tips for talking to subordinates who are about to be fired. As long as the leader follows these speaking skills, it will not be so difficult to speak when he says to fire his subordinates in the future. (1) No need to argue, just state your position What you are doing is not bargaining with him, what you are doing now is implementing the decision of your superior.At this time, instead of arguing with him about who is right and who is wrong, who is capable and who is incompetent, you just need to tell him: you have been laid off.If he asks why he was laid off, you can tell him: it is because of organizational adjustments, the company's performance decline, etc. (2) Repeat his feelings and reality Be calm and listen to his feelings, and while accepting how he feels, show that you are sad too.The listening we are talking about here is not that you are superior, but let your subordinates cry like a student.You should sit in the same position as him, look him in the eye and talk, and repeat his feelings and reality: "You've worked for so many years and it hurts to let you go, but it's true, I'm so sorry for you too, really sad..." (3) Don't say harsh words No matter what his mood is, we must pay attention to one principle: don't irritate him.If your expression is: "Didn't you realize this matter? What's the point of letting you go and you are still here? It's disgusting..." Then the result can be imagined.We often say: "There is no love without reason, and there is no hate without reason", so don't provoke the person involved.Also don't try to reason or argue, it's useless.You only need to tell the person: "This is the company's decision, and I am very sorry." Don't talk to him about too many details, such as. "Manager Wang wants you to stay, but Manager Zhao insists on letting you go..." Don't think that this can show your sympathy, it will forward the anger of the person concerned to Manager Zhao, and may even retaliate. (4) Never compromise While he is complaining, you can tell him: "The company knows that you are wronged, so it will give you some compensation." Then you can say the compensation method, even the number. No matter how unfair or noisy the client feels, you should not confront him directly, and you must not compromise at all.Don't ever express a "then I'll talk to the leader" attitude that has room for maneuver, even if you think so in your heart.Even if this layoff is wrong, he should not be let go, but when you have told him to let him resign, you must let him go.As a layoff, you can't go back on your word.Otherwise, once other laid-off subordinates know about it, the consequences will be disastrous. (5) Soothe his soul Be sure to give the person time to process their emotions.Helping him release his emotions with tissues, warm water, and cigarettes when necessary can all be helpful.At the same time, words full of sympathy and understanding can heal the scars in his heart, but don't deny the other party's psychological feelings bluntly. (6) Don’t try to “over” communicate This is also to give layoffs more initiative.There is an old saying in China: "Too much talk is bound to fail", especially when the laid-off personnel are extremely fragile and sensitive, it is necessary to give them time to vent their emotions.Let him feel that you just respect his feelings, not any room for maneuver. I believe that by using these techniques, the laid-off subordinates can be hurt as little as possible.Although psychologically speaking, it cannot eliminate pain, but it can minimize pain. At twenty-seven, Greg Suderance was fired.Right out of college, he was working as a sales assistant for a liquor company near Chicago.Suderance drove his Hyundai Sonata up and down Interstate 74 all day, selling cases of liquor to hotels, working thirty-five hours a week, and earning about $40,000 a year.But no matter how hard he worked, he never met his quota.Finally, on a bitterly cold night, his superiors called him into the back office.Before Suderance even sat down, a superior started yelling, blaming him for hurting operating profits, doubting Suderance's work ethic, and asking suspiciously how he was able to keep the sales job. Any thoughts.Then he said, "You're fired!" The other supervisor remained silent throughout, and when his colleague finished, he patted Suderance on the shoulder, said a few words of encouragement, and told him to leave.No severance pay or exit interviews at all. Suderance, now 33, said: "I will never forget how I felt that day. In less than five minutes, they completely destroyed my self-esteem. Even the friendlier supervisor made me feel like a piece of shit, which is absolutely incredible. It's not the way to tell employees to leave." Suderance said painful memories from the past gave her the inspiration to fire her employees with compassion, honesty and dignity. In 1997, as IT Manager for International Gateway Communications, he had to fire a technician because of performance problems.Along with the dismissal, he also provided the person with new employment consulting services, a generous severance package, and letters of recommendation for future careers. How to properly fire an employee is a skill that many managers do not possess or take pains to develop.But it matters to those who stay and those who go away.When fired in the right way, employees leave sad rather than angry.If you make a mess, you'll kill yourself, scare those who stay and be bad for future recruits. People generally seem to think that dismissals indicate organizational and management problems, which are too sensitive to discuss.But as a part of management, dismissing employees is as important as recruiting, hiring and retaining employees. It is a code of conduct that management must learn.Firing employees is a sensitive issue, but that doesn't mean managers can ignore it.Dismissing employees with dignity requires deliberation, sacrifice and skill.It's not always easy, but it can be done well. Here are three ways to fire to protect an employee's self-esteem: (1) Corrective training The first step is to identify the employee in question and inform them of their failure to perform their duties.Managers should meet face-to-face with the employee in person.Many companies have special programs designed to educate employees about the importance of make-or-break times.Puneet Bassin, Greenlight's director of human resources, has launched what he calls a "performance improvement program" in hopes of bringing marginalized employees back from the margins.Programs such as these are often referred to as progressive training or corrective training.Central to them is a probationary period to observe underperforming employees, during which all work activities are recorded.This record keeping puts pressure on employees in a humane way.By setting a modest goal for employees to strive for, it shows that the company is not out to push them over the edge.In turn, those employees might see a bright avenue to restoring their good name.However, if they still do not improve performance, this provides grounds for dismissal. (2) Hint, inquiry, dismissal Getting fired is never comfortable, but the ask-tell-ask approach is based on the idea that if someone already expects to hear bad news, it's easier to tell him.解雇通常以这一问题开始：“从对你进行察看以来你觉得你的业绩如何？”大多数时候，员工都知道自己的表现不尽如人意，回答时就知道自己即将被解雇。这时，再证实这种怀疑：“是的，你想的没错，你将失去工作。”话一说完，再立刻提出另一个问题：“对此你怎么看？”接着雇员通常会表示悲伤，但不会表示愤怒，一旦他们害怕解雇，他们就更容易接受这种不可避免的事情。通常如果加以恰当提示，大多数人都能认识到将发生可怕的事情。出于某种原因，承认这种现实能够消除最初的痛楚。 （3）劝说法 高科技咨询公司SEI采取了另一种手法，力求减轻解雇造成的心理打击。开除工作表现差的员工前，SEI的高层主管会竭力说服他们辞职。人力资源主管罗德·鲍斯韦尔说，这种方法使雇员能够不失尊严地离职，因为决定命运的正是他们自己。举例说，由于一位年轻的程序设计员一再拒绝佩戴公司编号，鲍斯韦尔告诉这年轻人：如果不首先辞职，他将被公司开除。结果，那人当天就跳了槽。 一些公司则尽量设法避免解雇员工。柯达公司的信息总监托马斯·奈斯沃纳与其人力资源部门的代表一道制订了一项雇员再培训与再指派计划，以便留住那些处境如同走钢丝般岌岌可危的员工。 解雇员工的时候态度温和极其重要。在解雇时看似无情或高兴的管理者会有招致臭名声的危险。如果解雇时不顾对方的尊严，任何一名雇员都可能在背后议论雇主的过去，从而暗中破坏其目前的工作。解雇时毫不留情留下的恶名不仅会疏远现有的雇员，还会把未来的求职者吓跑。解雇员工可能会影响管理者的名声，但如果善待员工、怜悯而不失尊严地对待他们，你就没必要担心自己的名声。