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Chapter 27 Emotional Quotient: Success (2)
Zhang Ming and Wang Ling are a loving couple. They have a well-behaved daughter. The family of three lives a happy and warm life.One day, Wang Ling's good friend Liu Ying whispered in her ear and said, I saw your husband helping a young woman out of the hospital, something must have happened to them.After hearing this, Wang Ling's whole body went numb, and her head felt like a thunder had exploded.When she saw Zhang Ming, she slapped him heavily. After the two sides quarreled, Zhang Ming was forced to sign the divorce agreement.Soon, Wang Ling knew the truth of the matter.It turned out that Liu Ying had always been secretly in love with her husband. Seeing their husband and wife love each other, she was so envious that she would do anything to break them up.Liu Ying finally got her wish and saw the result she wanted.Wang Ling regretted it.

The tragedy of Wang Ling is that she did not think calmly during the crisis, let her emotions control her, and acted irrationally, ruining her own happiness.It can be seen that she is a person with very low emotional intelligence and does not know how to control her emotions.

We cannot rule out that many people, like Wang Ling, will make wrong judgments during the crisis.Because once a crisis comes, the mood swings are much greater than usual, and it is difficult to keep calm.

How to improve emotional intelligence and stay calm in a crisis?First of all, we must realize the fact that everyone has things that they can control and things that they cannot control.Recognizing this is the first step towards peace of mind in a crisis.Crisis is inevitable, anyone may encounter it, and once you encounter it, you must first admit that the crisis has already occurred.This is a big prerequisite for keeping calm.

re-locate
When a crisis strikes, our emotions can become difficult to control.An important way we can deal with this emotion is to change the way we think about and understand things.This requires us to change perceptions and believe that they have happened.Think about it differently, if a crisis happened to your friend, what would you say to him?You'll give him words of encouragement and encourage him to face a difficult situation.Once a crisis happens to you, you need to tell yourself what you told your friends.

Learn a lesson
Learning lessons is also a great way to help us change our perspective and stay calm.When a crisis hits, think about how you have dealt with similar situations in the past, and what have you learned from it?It would be great if there is established experience to help us.If not, we have to reflect on what is the root cause of this problem.Use it as an opportunity to fix mistakes and avoid bigger crises in the future.

do a reality check

This is the approach we need to take when a crisis hits and we overreact.When a crisis is approaching, many people often prepare for the worst, or use restrictive words such as "often", "must" and "never".For example, someone often says, "This happens to me a lot," or "I've never had much luck." These expressions can increase a person's sense of loss.So we have to change and ask ourselves some different questions.For example, "What is the worst thing that can happen, or what do I want to get from what happened?" "Is there a positive side to this problem?" etc.Questions like these help us shift our focus from losing control to learning from the experience.

Emotional investment makes management more effective

There is an entrepreneur who always smiles from the heart when welcoming new employees who have just joined the work, and shakes their hands one by one and says: "I have been waiting for your arrival." For those who are strong, it is very exciting to see the warm welcome and condolences from the boss. From the moment they arrive at the company, they are full of energy to repay the boss's love.

This entrepreneur not only talks about it verbally, but also takes the initiative to do it in specific work.For example, he trusts employees very much, boldly asks employees to do things, gives them a lot of autonomy, and makes employees really feel that the boss is "always waiting" for their arrival.In addition, he also uses this method to praise those subordinates who have outstanding achievements and want to be leaders, so that the subordinates feel the importance of self-reliance and self-esteem.For those with professional expertise, this entrepreneur always shows a humble and respectful attitude. What he loves to say to them is "Although I am not an expert, but with your help, I will definitely be able to succeed."

What this entrepreneur does is to focus on the performance of Chinese emotional investment.Emotional investment is a zero-cost incentive.In management, it means that the manager uses some means to convey the sincere emotion of the manager, enhance the emotional connection and exchange of ideas between him and his subordinates, form a harmonious working atmosphere, and achieve better work for subordinates and more effective management. the goal of.

In fact, the relationship maintained by emotion is different from other effects achieved by means of material stimulation. It has a kind of power that penetrates into the hearts of the people, is more cohesive and stable, and can withstand pressure and tests to a greater extent.

The management of many Japanese companies attaches great importance to emotional investment.The significant difference between the human resource management of Japanese companies and Chinese companies is that they focus on emotional investment, and these companies advocate giving family-style emotional comfort to their subordinates. The author of "Secrets of Japanese Industry" summed up the reasons for the high economic benefits of Japanese companies and said: Many companies in Japan are like a big family, or even an entertainment venue.The famous Japanese entrepreneur Shimagawa Sanbe once proudly said: My greatest skill in business management is to turn work into family and entertainment.Coincidentally, Akio Morita, chairman of Sony Corporation, also said: "The most important mission of a Japanese company is to cultivate the relationship between it and its employees, and to create a family-like emotion in the company, that is, managers and all employees share joys and sorrows and share fate. emotion."

There are even more touching examples of the Japanese emotional investment in managing businesses.For example, Shinjiro Urai, chairman of Japan's Suntory Corporation, is very strict with his subordinates, and his subordinates are in awe of him, but in private, he takes good care of his subordinates like a father.One day, Wujing overheard the clerk complaining: "There are bedbugs in our room, which makes us sleep well!" At night, after all the subordinates in the store fell asleep, he quietly took a candle and went to the staff dormitory to catch them. bed bugs.Once, the father of one of the company's subordinates passed away, and Wujing took important employees of the company to pay his respects. He did a touching act, that is, he personally kowtowed to those who came to pay respects at the sign-in office.Afterwards, the subordinate recalled: "I was really touched at the time, and since then I have made up my mind, even if I sacrifice my life for the boss."

In fact, there are conditions for the display of human innovative spirit.When people have doubts, they will be timid and dare not innovate in their work. They have a mentality of "I would rather not do it than make a mistake", and they only want to do their job well instead of doing it wrong. Will take the initiative to innovate and enterprising.When people have no doubts about their work and are full of confidence, they dare to let go of their hands and feet at work, and innovative behaviors are more likely to occur.

If managers can make emotional investment in their subordinates, they will establish a full sense of trust and intimacy with employees, and they will effectively eliminate all kinds of doubts in their hearts, and are more willing to exert their potential in all aspects to develop and develop. innovation.

Don't be a leader looking for trouble

In daily management, the managers of many enterprises often "seek trouble for nothing". They feel uncomfortable when they see their subordinates have nothing to do, so they immediately arrange temporary jobs for their subordinates in order to pursue the so-called "maintaining work status".In fact, most of this "seeking trouble for nothing" has nothing to do with process control, but randomness, and the result is very bad.Employees' workloads increased, and they complained, without any noticeable improvement in work output.In the training and lectures, I told those business managers that if they want to improve their management emotional intelligence and make their management effective, they must reflect on this kind of management behavior that is nothing to worry about, and do not do it or try to play "disharmony". leadership.

First of all, "seeking trouble for nothing" is a manifestation of managers' distrust of their subordinates and themselves.Charles Handy proposed in the book "The God of Management" that there is a relative "check and balance" relationship between trust and control. When control increases, trust will decrease. That is to say, the more managers treat subordinates Distrust, the more inclined to use control methods.In fact, managers who "seek trouble for nothing" are more inclined to control their subordinates, and "seeking trouble for nothing" is the external manifestation of this control.It tends to make subordinates develop corresponding resistance.

Therefore, when a boss is "looking for trouble", the enthusiasm of the subordinates will decrease, and their innovation ability will also decrease accordingly, which will affect his work efficiency and loyalty to the company.

"Looking for trouble when there is nothing" also reflects the lack of self-confidence of managers to a certain extent, especially for managers of many small and medium-sized enterprises. But when they do it, they will be quite uncomfortable. At this time, they will rely on their power to find trouble for nothing. As a result, their influence will further decline, management will become more and more complicated, and they will not be able to produce actual results.

Therefore, "seeking trouble for nothing" is actually an abnormal management state. If managers want to improve their management level and increase their emotional intelligence, they must seek more reasons from themselves.Confucius said, "When you see someone who is not worthy, look within yourself." This sentence was hung in his office by an American friend of mine.That is to say, managers themselves should examine whether they have performed their responsibilities in terms of vision setting, potential stimulation, system construction, and cultural shaping, and make targeted improvements and improvements to get out of this abnormal state as soon as possible.

Specifically, managers should start from the following aspects.

First, start from the setting of the work process, keep an eye on the goal, set the principles, guide the method, be result-oriented, combine the planning of the work task with the process control, and motivate the initiative of the employees, give them room to play, make them Self-actualization needs are met as necessary to increase employee enthusiasm and reduce management resistance.

Second, for some enterprises and managers who have difficulty in detailing the work process, once employees appear to be in a state of "nothing" at work, we can consider improving the corresponding work skills or training socialized survival skills. Supplement, or organize team activities, proper rest, etc. to make employees relax to a certain extent, so as to form a state of relaxation, so that employees can better devote themselves to work and gain time for company regulation adjustments.

Third, self-improvement of managers is the key to solving the problem of "seeking trouble for nothing".Managers should pay attention to that the core of management is not control, nor is it relying on management behaviors in exchange for the manager's own sense of satisfaction in controlling power, nor is it about micromanagement in management, but a result-oriented support system. Realize the vision, provide a platform for employees to create value within the system, and provide effective incentives on the basis of trust.When managers truly understand what kind of behavior management is, they can use this as a basis to change the state of "seeking trouble for nothing" and move towards real leaders.

How to keep employees trusting

The well-known survey company Maritz found through surveys that many employees have deep "distrust" of the company's management.It's just that many managers don't realize its seriousness.

According to the survey, less than 10% of employees believe that the leaders of their company are ethical people; about 12% think that their bosses really listen to them and care about them; The company's top managers walk the talk.

This is both a fact and a huge problem for managers.Many managers are troubled by how to gain the trust of employees, because this problem increases management costs and reduces management effects.

Some people may think that it doesn't matter to managers whether employees believe or not, as long as employees act according to the wishes of managers.However, whether employees trust their superiors directly determines their job performance.Once employees lack trust in the leadership, their behavior will be short-term, such as often being late, procrastinating work, and even preparing for a retreat. They put the establishment of external relations above the interests of the company in order to obtain short-term cash compensation.There is no doubt that these short-term behaviors will directly affect team performance and departmental benefits.

To address trust issues, managers must develop emotional intelligence and value trust.Many people get lost in power after taking up leadership positions. They regard power as very important and believe that power is the most effective weapon to control others.In specific management, they are accustomed to controlling others, do not easily express their views on people and things, and hide the company's operating information.Doing so establishes its authority and solidifies its own power, but it also eats away at trust within the company.

As a manager, you must realize that trust is the most important wealth of an enterprise, not power.From the perspective of social capital, an enterprise has five "spiritual wealth", which are customers' trust in the enterprise, partners' trust in the enterprise, employees' trust in the enterprise, shareholders' trust in the enterprise, and the community's trust in the enterprise .For an enterprise, the sum of the five trusts is the foundation of the enterprise.Among these five kinds of trust, employees' trust in the enterprise is the foundation of the other four kinds of trust and the source of all trust.Therefore, if the managers of an enterprise want to create wealth, they must start by trusting and winning the trust of employees.

If you can't gain the trust of your employees, your team's development will be stymied.I give an example:
In 1984, Wang An's company had a turnover of 33 billion US dollars and employed 2.48 employees. It can be said that it has strong strength. It does not lack human resources or financial resources.However, influenced by traditional Chinese culture, Wang An himself lacks trust in senior American executives outside his family.Therefore, when the external competitive environment changed, he handed over the power of the company to his son, but the American manager who was supposed to inherit the power was left out.Wang An's move directly led to the resignation of many talented managers at critical moments, causing the company's performance to suffer a complete failure.

It can be seen that the failure of Wang An's company is not due to the lack of financial resources and manpower, but the lack of social capital - trust, which is the social basis for the cohesion of employees within the company.

Trust isn't your business or mine, it's something we all do together.Today, many business owners complain that employees are either dodgy, treacherous or untrustworthy.In fact, it's not that employees are untrustworthy but that managers don't give them enough trust.

Not only that, but whether managers are trustworthy is also a question.In fact, only when trust generates interaction, the power of trust will be generated, and the organization will become stronger.As Jack Welch, CEO of General Electric in the United States once said proudly: "I trust my employees, and they also trust me very much."

(End of this chapter)