Question 2: How do leaders communicate with their subordinates? Whether you can build a harmonious and enterprising team depends largely on whether you are good at communicating with subordinates and using communication skills. First, the skill of giving orders. An order is a leader's request or prohibition of specific behaviors between subordinates. The purpose of the command is to let subordinates complete a specific behavior or work according to your intention; It is also a kind of communication, but the command has an authoritative relationship at the organizational level; Suggesting coercion will make subordinates feel oppressed. If leaders often directly order employees to do this and finish that, the unit (department) may look very efficient, but the quality of work will certainly not be improved. Why? Because direct orders deprive subordinates of the principle of self-control, suppress their creative thinking and positive and responsible psychology, and also lose the opportunity to participate in decision-making. Although the command has shortcomings, it is absolutely necessary to ensure that subordinates can follow the direction and plan determined by the organization. The purpose of the command is to let subordinates complete the specified behavior or work according to your intention, so the following two points should be considered when issuing the command: (1) When issuing the command correctly, convey the command correctly and don't change the command frequently; Don't give orders that you don't even know why; Don't give too abstract orders, so that subordinates can't grasp the objectives of the orders; Don't give orders to prove your authority. (2) How to make subordinates take the initiative to accept orders? How can we enhance their willingness to take the initiative to accept orders?
Question 3: What ways and means should we pay attention to when communicating with subordinates? How to communicate effectively with subordinates? When communicating with subordinates, you should pay attention to: when you need subordinates to do things, avoid using the tone of command; Holding informal group meetings is an effective way to get to know subordinates and establish smooth communication channels with them. After completing one command, issue another command. If several orders are issued at the same time, subordinates will be at a loss. Try to criticize less and praise more; Allow employees to complain about objections.
Question 4: Why do you want smooth communication between superiors and subordinates, so as to facilitate the work and better implement the work?
Question 5: Why is it difficult to communicate between subordinates and superiors? Actually, you can communicate, but it depends on what kind of person your boss is. There are policies on the top and countermeasures on the bottom. If he is really a special person, he doesn't need to suffer for himself anymore. Let's change his boss. Maxima can only display his talents when he meets Bole.
Question 6: How to communicate with subordinates and how to communicate effectively with others are the basic abilities that managers must have as managers. In a sense, the essence of management is communication, and subordinates are a very important communication group for managers. Effective communication with subordinates is related to the specific implementation of management decisions and reflects the management level of managers. At the same time, being able to communicate smoothly with subordinates also reflects the convincing leadership of managers. Therefore, learning how to communicate with subordinates is a compulsory course for managers. This book is divided into eight chapters. Based on the actual process of management, it is mainly divided into two parts: "giving" and "accepting", which specifically describes the communication skills between managers and subordinates. The first to fifth chapters are the art of "giving", that is, letting subordinates accept the skills of managers; Chapters six to eight are the art of "acceptance", that is, the skills of managers to accept the opinions and challenges of subordinates. The sixth chapter is to teach you listening skills. Specifically, it is to let you learn to constantly exercise your listening ability and listen to the opinions of subordinates smoothly, so as to use these opinions to correct the mistakes and imperfections in management decisions. This book is a reference book with high effective value, which attaches importance to practical skills training and is close to the practical problems of managers. Through the study of this book, you can do it completely: 1. You have both theoretical knowledge and practical experience; 2. It can not only make effective decisions, but also effectively implement them; 3. Being able to blend in with subordinates without losing leadership style. If you can take the time to read this book and use some key points flexibly, I believe you will be able to establish a smooth and effective communication relationship with your subordinates, which will ensure that your management decisions will achieve the best results. I believe you will become an excellent manager, and my work will show gratifying value because of your success.
Question 7: Why are there communication barriers between managers and employees? Why are there communication barriers between managers and employees?
Communication is to achieve the agreement of management goals, not differences. Managers of small and medium-sized enterprises often have communication obstacles, and the fundamental reason is the lack of a "sincere" communication culture. The so-called "sincere heart" means honesty, which means integrity and sincerity. It is aimed at the manager's character, not the ability to work and the art of leadership.
Because only honest people will abandon their own selfish interests, and only sincere people will be loyal to the facts. Integrity and honesty are the moral requirements of enterprises for managers, and corporate culture must also be based on morality and conform to "humanity", which is the premise of the continuous existence of enterprises. Therefore, the first qualification that managers must possess is honesty and integrity.
As far as the enterprises coached by Zeya Management Consulting College are concerned, I have deep feelings and experiences:
Problems that could have been solved through communication, but because managers don't communicate with each other or the communication effect is not good, there are a series of problems that are not problems. I found that in these enterprises with communication barriers, there is little communication between departments, and members either have a rigid relationship, or form a party privately or go their own way. In short, the enterprise has not created a cohesive team.
Why is this happening?
1. The fear of employees is the main reason for communication barriers.
Everyone has a habitual defensive mentality, afraid of exposing the thinking behind our thoughts and the resulting loss of egoism. If enterprises do not regard each other as real working partners and have no open system guarantee, communication will be restricted by organizational level, human feelings and other factors and cannot be carried out effectively. In this way, the gap will be blocked and the problem will recur. Therefore, it is necessary to break the bureaucratic style existing in enterprises.
2. Managers' miscommunication behavior
Some managers' communication is regarded as telling the truth, and it is not necessary to strive for the best "reason". As a result, communication has evolved into reasoning, and the result of reasoning is bound to win or lose. As long as there are winners and losers, it is impossible to achieve the purpose of communication. Because, communication is not to win a dialogue, but to transcend personal views, find your own shortcomings, and urge yourself to find the best solution. Communication is an equal process, and there is no difference between winning and losing. The result of effective communication can only be a win-win situation. Therefore, the principle of communication is "seeking common ground while reserving differences".
Question 8: How do subordinates communicate with their superiors? Every time I feel that I don't speak very well, I ask ... look at the company. Some companies don't care much about this. We are all about the same age, so there is no such problem. Some companies care about this, but in fact, it's mainly because you don't think too much. No matter who you are with, it is better to be honest with others. If you are honest with others, others will be honest with you. Then, you should have more confidence in yourself and know more communication skills, such as attending open classes and training courses when you have time. That's a promotion for yourself. Of course, there is another way, that is, communicate with leaders more, so that communication will be smoother after familiarity. Just like in Xinlicheng.
Question 9: As a manager, how to manage subordinates well and how to communicate! Reprint the following information for your reference.
How managers manage subordinates
As a manager, you should love your subordinates. The reason is very simple, that is, subordinates are working for you. They are our own people, and we are a team with the same goal. If managers treat subordinates as opposites, who will do things for you? A manager who only finds mistakes must not be a good manager. In other words, finding the shortcomings of subordinates does not mean how smart the manager is, but that he can make good use of a flawed subordinate to show his ability.
1. Managing subordinates means managing their work well. Managers must clearly define their job responsibilities and fully authorize them. At the same time, we must remember the following points: 1, authorization does not grant responsibility. That is to give subordinates the power to do things, but the responsibility for problems is still borne by managers, so that subordinates can fully let go of their hands and feet to do things, deeply feeling that "a scholar dies for a confidant." 2. Authorization is not a matter of laissez-faire. As long as the results are achieved, managers still need to supervise and guide the process to ensure that the progress of things can be controlled in real time without accidents. 3, to make a fair evaluation and rewards and punishments for the work of subordinates. Appreciate and reward good work results, point out and criticize things that are not good enough, and criticize things rather than people; And give appropriate punishment, the purpose of punishment is to let subordinates learn lessons and do better next time.
2、
Appreciate employees. 1, appreciation should be specific, aiming at specific events, not generalities. For employees, appreciating a specific event will make them more impressed, encouraged and grateful, and they will think that you really appreciate him because there are facts to prove it. 2, appreciation should start well and end well, and the most taboo is anticlimactic, such as praise at the beginning and criticism at the end. Understand that you appreciate, not criticize, employees. It is better to praise first and then praise, and it is forbidden to praise first and then criticize, so the meaning is completely different. 3, praise in public, employees will feel better. The performance of human nature is that you want others to know what a good thing is, and you have a lot of face. Therefore, it is best to praise this employee in public. He will enjoy being envied by everyone and will be grateful to you for a lifetime. 4. Appreciation should be recorded to show attention and formality. If you can record every compliment, on the one hand, you can understand the historical performance of employees, on the other hand, employees will feel really valued and the weight of appreciation will be heavier. 5. Take the initiative to look for opportunities to appreciate employees. Appreciate employees anytime and anywhere in daily work, instead of waiting for important events. Be a manager who really appreciates employees, and you will win the love of employees more.
3、
Criticize employees. 1, criticize quickly. There is a stove rule in management, that is, the hand feels pain as soon as it touches the stove, which is an immediate effect. So should criticism. Employees should point out their mistakes immediately, but not for too long, so as not to be impressed. 2. Private, face-to-face criticism and false guidance. As mentioned above, human nature wants to be appreciated in front of everyone, and at the same time, it wants no one around to know when it is scolded. Managers need to take care of employees' face, and some employees even leave their jobs angrily because they have lost face in public criticism, which violates the original intention of criticism. 3. Recognize the facts of the mistakes made, and pay attention to asking and listening. * * * Knowledge management is very important. Managers' misjudgments of employees should also be recognized by employees. Employees should be given a chance to speak, not a scolding. In this process, they should pay attention to asking and listening. 4. Do things right, not people. Criticism is aimed at the specific behavior of employees and should be based on facts, not at themselves. Criticizing or even attacking people themselves is the most taboo. 5. Explain the importance of a job. In order to make employees aware of the seriousness of the mistakes he made, it is necessary to inform employees of the importance of this job so that they will not make it again. 6. Agree on the remedy plan. Criticism is not only to make employees realize their mistakes, but also to find them.
Wrong solutions and solutions, if you can reach an agreement with employees on the wrong solutions, you will really achieve the purpose of criticism. 7. End criticism with positive words. In any case, the next work still needs employees to continue to do, so it should not be suppressed blindly, but should be encouraged and affirmed so that employees will not lose their enthusiasm for work because they are too depressed.
How managers communicate with subordinates
1, "greatness" comes from treating little people.
Leaders and subordinates are equal in personality, and different positions are unequal in personality. One sentence is right: "greatness comes from treating little people." Respect your subordinates, in fact, you get more and more prestige. The president of a bank, every time he comes in ... >>
Question 10: Why is it necessary to communicate with employees one-on-one?
First, it may be that employees' personal working conditions are not good. In order to improve employees' working ability, leaders consider the need for one-on-one communication.
Second, the leader has some unknown ideas about this employee, so he communicates alone.