Talking skills between managers and employees 1. Encourage new employees to integrate into the company.
New employees have just entered the company, and their sense of belonging to the company is not strong, and they still don't understand the management of colleagues and superiors. At this time, employees are very concerned about their performance and image in the eyes of leaders, and will be careful to avoid making mistakes and not easily neglect their work. Therefore, managers should tolerate their own mistakes and give priority to guidance and encouragement.
For example, an employee who has just entered the society and has no factory work experience begins to engage in inspection work. He worked hard for three days, but the detection rate was still not satisfactory. At this time, the management often has the following inappropriate reactions: A: You take these products back, re-examine them all, and then leave work if they are qualified. B: Go home and ask the new Xiao Li to do it.
The above reaction will not only hurt a new employee's confidence, but also make him resistant to the company. Relatively speaking, the following reaction modes are more suitable:
Director: Did you find anything wrong with the product you missed?
Employees:
Director: The products you missed are mainly scratched and dirty. Did you not remember the bad standards clearly during the training? You have detected all other defects, which shows that you are still serious. I'll ask the head waiter to show it to you several times. Please pay attention to the record. If you don't know anything, just ask boldly. Okay？
In this way, employees can calmly realize their mistakes and learn the correct handling methods.
Talking skills between managers and employees. During the probation period, who will not be afraid of difficulties?
Sometimes a new employee may be afraid of difficulties. At this time, the manager needs to communicate strategically, enhance his confidence and integrate into his work.
How to inspire confidence?
Employee: I've never done this kind of work. I'm afraid I can't do it well.
A management: If you can't do this, what else can you do?
B management: I believe you can do it well. Go back and do a good job. Do it.
Management: No one would do that. If not, let's see what others do.
None of the above methods is very suitable. A better answer is encouragement plus active guidance:
Supervisor: If you can't do this job well, what parts can you do well?
Employee: This job can be divided into three parts. I can finish the first part.
Director: In that case, you should start with this part and get started first. I believe you will do well.
Such encouragement and positive guidance not only make employees unable to find excuses, but also teach employees the methods and steps to deal with their work in a subtle way, which can enhance their confidence.
Talking skills between managers and employees. The establishment of rules begins with the probation period.
The way of encouraging and guiding new employees also has disadvantages, which easily makes new employees lack the awareness of rules. Too much encouragement often ignores the emphasis on rules.
For example, an employee has rich work experience and satisfactory climbing performance, but he is often late. The supervisor will talk to him when he finds out. Supervisor: According to the company regulations, if you are late for three times a month, you will be punished by informed criticism, which will not only affect his performance, but also affect your future promotion. You just came to the company, I remind you this time. Don't do it next month.
The above conversation has no effect. He will continue to be late next month, and may commit other violations of the company's system, and even other employees will start to violate discipline. Because in their eyes, the company's rules and regulations are not binding and exist in name only. Therefore, for the above situation, the answer to maintain the prestige of the company's rules and regulations is: Supervisor: Although you are a new employee, the company has already done the corresponding system training. As long as you are an employee of the company, you must abide by the company's regulations. You have been late for no reason five times this month. According to the regulations, you will be punished and your performance will be rated as D. I hope you can learn from it and don't make it again. Your performance is good, and you stand out among new employees. If some small problems affect your future promotion prospects, it will not be worth the candle.
It is ok to take care of newcomers, but we should stick to principles in communication and handling strategies for obvious wrong attitudes or behaviors that touch rules and regulations, and we should not violate the rules just because we are newcomers.
Talking skills between managers and employees. The art of grasping scale
Generally speaking, new employees will inevitably be criticized for their mistakes and violations, but no matter who they are, they will always make people feel unhappy. There is a way of speaking that can not only make employees aware of the seriousness of the company system, but also protect their sense of value, so as to consciously abide by the rules.
For example, an employee has a good understanding and mastery of process flow and technology, but the efficiency is low. The supervisor asked him to communicate:
Director: I have good news for you. The leaders of the factory department saw your suggestions for improvement and appreciated your ideas. It can be implemented throughout the company.
Employee: Thank you, supervisor.
Director: By the way, the factory is going to recommend several people to participate in the new employee skills competition next month, including you. However, the skill competition is strict with time. If you can improve your work efficiency, you may be able to compete with other new colleagues in our factory for the championship. So, I hope you can cheer up at work so that I can submit the entry list as soon as possible.
Employee: (embarrassed)
Director: I am very optimistic about you. You should make persistent efforts.
The director made good use of it? Praise-criticism-praise? The way of talking not only makes employees realize their own shortcomings and mistakes, but also achieves the purpose of talking and avoids the embarrassment of both sides. This kind? Sandwich cake? Style dialogue combines criticism, praise and expectation. Proper use of this method can make the conversation more effective.
Talking skills between managers and employees. How to lead employees with strong dominance?
In enterprises, some employees have strong organizational skills. They are positive, confident, competitive and ambitious. How do managers lead such employees?
For example, the company is carrying out a proposal activity to improve the yield, and a very capable employee quickly handed in a proposal.
Supervisor: Have you finished your proposal improvement plan?
Employee: Yes, I'm going to give it to the production and operation department this afternoon.
Director: So soon, are you sure it's finished?
Employee: Yes, I'm sure. Do you want to see it first?
In fact, this employee may be just being polite and doesn't want you to get involved. If the manager answers: OK, show it to me first and I'll check it for you.
Such employees will feel that managers don't trust him and even have bad feelings. In fact, for such employees, managers only need to control them from a macro perspective and remind them of the details.
A better answer: no, I believe you have the ability to make this suggestion. As long as you are confident and pay attention to the details of XX, such as budget and manpower, I believe you will have no problem. Do it. I like you.
This kind of command without trace will make this dominant employee feel that he is still leading the work, feel trusted, and thus be more psychologically acceptable.
Talking skills between managers and employees. Communication with social employees
Some employees are lively, humorous, enthusiastic and good at communication. For such employees, the focus of the conversation should be encouragement to stimulate and maintain their enthusiasm for work.
For example, in the company's year-end performance interview, the supervisor talked to an employee with strong social skills:
Supervisor: Over the past year, you have done a good job and your colleagues have spoken highly of you.
Employee: Thank you.
Director: You took part in this year's amateur singing competition and won the ranking. It must be very beautiful.
Employee: Where, where.
Supervisor: It's really a good balance between work and life. You have been in the company for a year and a half, and you have been an agent for a long time. I know this is inseparable from your enthusiasm and seriousness. Of course, the revolution has not been successful, comrades still need to work hard, and you need to continue to maintain the current good state if you want to become a full member smoothly.
In this conversation, the employees felt the respect of the supervisor. Peacock? Psychology has also been satisfied, and I believe he will work more actively and enthusiastically in the future.
Talking skills between managers and employees. Communicate with employees who are diligent and lack initiative.
In the enterprise, there are also many employees who are diligent and calm, but not active enough. Such employees generally don't make big mistakes at work. Managers should support and encourage their work and try their best to stimulate their enthusiasm.
For example, an employee in the technical department of the company is introverted and hard-working, but his initiative is poor.
Director: You have been in our department for more than a year. You did a good job and didn't make any big mistakes. I appreciate your diligent attitude and decided to put you in charge of a project. I don't ask, you just need to report the progress to me regularly, okay?
This will not only make employees feel your appreciation for him, but also consciously or unconsciously force employees to communicate with others and enhance their initiative.
Talking skills between managers and employees. Guide subordinates to speak in time.
The meeting is to communicate, not to announce the manager? Family statement? . When subordinates don't speak, whether they have nothing to say or don't want to say it, the main role of meeting leaders is to guide subordinates to speak.
For example, when subordinates are vague because of immature consideration, the supervisor can ask:
? You mean right?
? Can you simply repeat what you just said?
Supervisors can also borrow subordinates.
Speech, explore the arguments in this speech, and guide everyone to speak again:
? What do you think of Xiao Zhang's suggestion? Is there anything else to pay attention to?
Such a step-by-step meeting process is often a successful meeting. Therefore, when the meeting reaches a certain stage, the supervisor can also summarize the previous paragraph before discussing the next paragraph:
? We have reached an agreement on the first question. Do you have any suggestions about the second question?
Talking skills between managers and employees. Simply give orders at the same time, leaving room for buffering.
Meetings are usually occasions for giving orders and assigning tasks.
For example, the department received a large order, and the customer required it to be completed within 10 days, and the supervisor called a meeting:
? Recently, the factory received a large order for delivery on 10 day. At our current production speed, we are sure to deliver the goods on time. Work hard, everyone present, and Qi Xin will work together to achieve this goal in the next few days. ?
Simple and clear instructions not only clearly explain the task, but also make employees listen easily and clearly. However, because the supervisor did not set aside a buffer time to complete the task, the final task was not completed on time. Accidents are always inevitable, but the time of the accident can be controlled.
Managers should understand that some words may be better if they are not said in meetings or offices. After all, in the eyes of employees, the superior office or conference room is a serious, formal and business-like place.
Talking skills between managers and employees 10, praising subordinates at work and encouraging employees to work enthusiastically.
Although it is not so difficult to praise subordinates, you don't need to think too much about time and place, you can do it anytime and anywhere. But sometimes it is more effective to praise each other at the workplace.
For example, an employee has worked in the company for three years. Although the work machinery is repetitive and the department is small, he is still very happy, because his supervisor often sincerely praises him when he works, checks online and passes by his workstation after work:
? You look great today. Did you have a good rest yesterday?
? The suggestion you made at the early meeting was very creative?
? You've done very well recently. Your productivity is high and your apprentices take good care of you. I will try my best to recommend excellent employees to you this month. ?
Sincere encouragement by the workstation can achieve unexpected results. It embodies the sincerity and value of managers to employees, and invisibly inspires employees' sense of honor.
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