Only in this way can we give full play to the unique role of the team. However, how to do a good job in safety education is still worth discussing. In my opinion, we should first study what ideological education methods players are most willing to accept under the new situation. Only by knowing what it is can we let nature take its course and get the effect. Of course, team leaders in different units and under different circumstances may have different experiences on this issue. According to the author's recent survey, I recommend several for the reference of team leaders from all walks of life:
Chatting If the team leader can often find time to sit with the team members, have a chat outside the classroom and talk all over the world, it will often have an ideal effect that ordinary meetings, presentations and conversations do not have. Because this way, the other party (team member) can feel your sincerity, that you and he are equal, seamless and casual, and that you respect him, which is interesting enough, so as to open your heart to you and come up with heartfelt words.
The role and mood of visiting a person at home are often determined by his environment. Some situations that can't be understood in the workplace, topics that can't be discussed, and feelings that can't be communicated may be replaced by informal but natural friendly occasions like family. Especially when some team members or their relatives encounter problems that can't be solved, they suddenly find that you came to his or her home in time; Or when he (she) was praised for doing a good deed but his (her) family didn't know it, he (she) suddenly found that you came to his (her) home with the approval and praise of leaders and colleagues, which made him (her) gain new respect and admiration among his (her) family and neighbors, and even eliminated him (her) and his (her). Imagine that he (she) was moved. Of course, in addition to the above special circumstances, it is best to say hello to the host before going to the team members' home. This will make the team members feel your respect for him (her) and avoid unnecessary embarrassment for him (her) and his family.
Reasoning this is relative to the simple arrangement, requirement, criticism and even reprimand of orders and methods. This does not mean that team leaders should never accept orders, arrangements, demands and criticisms in their daily management, which are still necessary in some cases. However, history has entered 2 1 century, and the scientific level and democratic consciousness of the broad masses of workers have been significantly improved and enhanced compared with the past. Therefore, as long as the situation permits, the team leader should try his best to explain the reasons, reasons and expected results clearly and thoroughly before giving orders, arranging work, making demands and criticizing, that is, let the team members know not only why, but also why, or as the saying goes, why they are happy and why they are suffering.
This method of influence is similar to the former one, but it enables team leaders to exert their influence as much as possible by relying on rational power and the charm of their own personality while arranging their daily work and doing the ideological work of team members. What's more, the problems such as ideas, wills and feelings that often exist and change among team members can't be solved by hard constraints and repression alone. What's more, team leaders need to be honest with others and convince others by reason based on the principle of understanding and respect.
In daily work, team members put forward some incorrect or even wrong views or opinions on a certain work in the team because of their position, degree of possession of the actual situation and thinking methods. In this regard, team leaders do not have to stop, but should actively guide, that is, let team members tell the truth first and try to absorb reasonable ingredients. Even if the team members are all wrong, as long as it does not affect the overall situation for the time being, the team leader does not have to rush to correct it, but should let time and the development process of things prove everything and educate the team members with facts to convince them. If you get angry as soon as you hear different opinions and try your best to stop them, not only will you not get the ideal effect, but you may also miss the reasonable components of employees' opinions, and even cause tension between the team leader and the team members, which will affect the work of the whole class. Finally, your team leader will be humiliated. It is for this reason that the ancients said that it is better to keep the people's mouth than to keep Sichuan.
Hook The hook mentioned here refers to the performance hook. The vast majority of workers today have lofty ideals and pursue realism. Unless the situation requires their selfless dedication, they will naturally not bargain. Under normal circumstances, they judge whether a job should be done, whether a system should be observed, whether your ideological work is necessary or not, and whether it makes sense. A very realistic standard is to see if these jobs can bring them practical benefits. Therefore, the team leader should try his best to bring practical benefits, including political (democratic) benefits, to the team members when accepting, planning, arranging and launching a production task or an ideological work.
Considering the economic and cultural interests, we should combine ideological work with solving the practical problems of team members, with doing practical things and doing good things for everyone, and try our best to cash in as much as we can, so that everyone can benefit from the ideological work and other work of team members, thus mobilizing the enthusiasm of team members, creating more benefits for the unit society and testing the effectiveness of the ideological work of team members.