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Chapter 4 Improving Leadership with Emotional Intelligence (3)
The subordinates were chattering and pointing behind their backs, their superficial obedience could not conceal their secret disdain. "Belittling one's own leader" is a common phenomenon. The more inferior the person who makes him shout and shout, sometimes the stronger the feeling that the guy who is dictating himself and overriding his own head is actually nothing.

If you think this way yesterday, today and tomorrow, you will never understand where the real gap between yourself and the leader lies.If you still feel that your boss has no merits after reading this book, the gap between you and him will widen, and you will lose your last chance to catch up with him.

The ancient Greek philosopher and scientist Aristotle wrote in his writings: "Anyone can express anger with ease. But to whom and how to express it, what It’s not that simple when it comes to what and where it’s revealed.”

A leader will not let you easily discover his shrewdness, but often uses his clumsy attitude to let you expose your "stupidity".This is an elite quality possessed by few people.

A training institution once conducted a survey of "the boss in your heart" among white-collar workers in the workplace, asking the participants to choose an animal to describe their boss. I think many people have guessed the answer: the most chosen animal is pig.Most of the subordinates believe that their boss is no different from a pig, but they can only listen to his yelling. He has earned all the money, and they can only be driven by him.

"It's really unfair! Turn on the air conditioner and play golf without the ability. People with ideals and abilities like us have to sweat and do coolies from morning till night!"

This shows a very common mentality. Many department employees agree that the boss is too stupid, is it not just lack of ability?They are not as good as the company's lowest-paid postman, what qualifications does he have to sit in that position?

Hey, if you're still thinking about it, I think this is the first EQ lesson you'll have to pass: Never, ever, ever take your boss lightly.Otherwise your blind contempt will put you in a very dangerous situation.

The reason why he becomes your boss or boss must have something that you don't have.No one is going to be your leader and have power over you for no reason, just like your own success is hard-won.

Thinking You're a "Genius" Is Dangerous

"Genius" is usually an unrealistic praise, and when it is used to pretentious, the illusion of vanity and self-righteousness is even more explicit.An employee in a company was kicked out by his boss because of his incompetence, but he had his own judgment and believed that the fact was that the boss did not like him, not his incompetence, so he had to fire him.He said: "Is my ability still questionable? I came to save the company and this idiot, but he can't recognize talents." Then he sighed, where is my Bole?

What this person doesn't understand is that the real reason for firing him is because he can no longer add value to the company.If an employee loses the meaning of existence, he can only leave.But he felt that the leader was too "stupid" and wanted to fire him as a "genius", as if the company would go bankrupt without him.

In fact, it's one of the most dangerous things an employee can do if he thinks he's a genius and his boss is a moron.This shows that the stupidest guy is not the leader but himself.Bosses often don't tell employees the real reason when they fire someone.You can only judge some situations based on some clues, but your guess can only be an "uncertain reason", which includes:

You offended the boss in some way, and let him get rid of it quickly; you offended your direct superior, such as the department manager; in order to save costs, the leader decided to fire you on purpose; the leader felt that you were disobedient and difficult to control , I am worried about you, and want to replace you, the "old man" of the company, with new people; the layoffs in the off-season, you have unfortunately become a bad luck ghost.

There are many excuses. Generally, employees who are angry with their bosses, pack up their things and leave, can expand their imagination to the fullest, and collect and weave their own reasons for being "oppressed and abused" by their leaders.In fact, no matter how narrow-minded the boss is, he will not fire an employee just because he contradicts him. Unless the employee's ability is very poor, he has long wanted to find an excuse to get rid of him, otherwise it is definitely not him" The reason for drawing a knife to kill".

A person who starts a company and manages a certain department wants to make money and profits. He has so many things to consider, and he has no time to take into account the bad temper and weird personality of individual subordinates.Unless there is a fundamental conflict, he will not make such a move.From the perspective of the proportion of the company's cost, the labor expenditure is not enough to affect the overall situation.As far as I know, for some high-paid employees in Chinese companies, their annual salary is sometimes equal to the expenditure on certain office equipment, which is not an important cost of the company.

In short, for your boss, in terms of cost, you are not much more, and you are not less if you are less.So, saving money most of the time is not a reason for your boss to fire you.Their EQ will not be so low, but your EQ and thinking often stagnate at this level to consider problems.

This is my advice to all "workers".Don't think that your boss is so stupid that he can't discover your own strengths, and even throws a tantrum because of your slight mistake and kicks you out.For this to happen, there must be something fundamentally wrong with you, and you don't realize it yourself.

What is fundamentally wrong?It's just that there are some things that, once you do, will make you lose your foothold here.You are either endangering the interests of your boss, or you have caused huge damage to the interests of the company.

So, on the other hand, when you sit in this position, you have to adjust yourself, stop thinking about issues with the mentality of a migrant worker, and regard yourself as a guardian of the public interest.Many newly promoted department heads are usually suddenly demoted by the boss after working for two or three months, and beaten back to their original positions.He himself felt baffled, but it was actually because he did not adjust his mentality in time, and did not reassure and satisfy the boss in this respect.

Calibrating Interest Focus: Leaders Should Only Care About One Thing

Only "company interests" should be the most important thing for leaders to care about. Apart from this, nothing can form a real focus in his eyes.

I told Shang Yan a story about the "roller coaster road" of Lawson, a famous "red employee" (the most popular among employees) in a company in California.Lawson worked hard for five years and was finally promoted to head of the manufacturing department.He rejoiced and hosted a dinner with his wife at home, and a dozen friends and colleagues joined in the celebration.

But in just one week, he was transferred from the department, and the boss ordered him to go to a branch in Philadelphia to do sales.Front-line sales are very tiring and don't make much money.Obviously, this is a curve penalty.Lawson couldn't figure it out. In fact, he deserved what he deserved.As soon as he took office, an employee violated the regulations and produced hundreds of defective parts on the assembly line. Lawson's solution was not to punish him according to the regulations (fire and wage deductions), but to conceal the truth for him.

Lawson's handling of this matter disappointed the boss: he still stood on the standpoint of an employee and did not safeguard the interests of the company.

In fact, refusing to be a "Sten" type figure and thinking about problems from the perspective of the company is the key to the leadership's competence.Although in the eyes of employees, such a person is always a bit "stupid".

People who stand at a high position, even if they are just a small leader, will feel that they are too cold to be at a high place.Firstly, his status is threatened, and secondly, almost everyone is watching him, trying to study and control him.As employees communicate in private, employees feel that as long as they study their boss thoroughly, everything will be OK.They can rely on their so-called understanding of the boss's psychology to make plans in advance.Also interested are customers and competitors, who are also researching those in important positions.

In this way, the "leader" is under the gaze of multiple eyes, making him in a multi-level intellectual game, fighting different people on many battlefields, and must win every battle.Such a strong pressure is far beyond the imagination of an ordinary employee.

If he's really an idiot, he can't even stay in this position for a minute.But, because of this, a smart leader always looks like a real dumbass, always doing stupid things that look stupid to you.

You keep laughing at him, which means you can't be him yet.There is only one good way to approach and become him, to turn the gun of consciousness, adjust the direction of usual attention, and think like a real manager.In reality, even the simplest boss will quickly evolve into a complex species under the pressure of such powerful interests.The reason is that what a leader thinks is all out of the consideration of safeguarding the interests of the company.If you don't understand this, you will never understand your boss.If you don't understand and accept this, it will be difficult for you to become a qualified manager.

Your time is limited, only do the most important things
"The most important thing" is the two-in-one of "the thing that best reflects your value" and "the most important thing".We don't need to make ourselves an all-round expert in a certain industry or in a certain field, a family nanny or an encyclopedic figure, unless you want to try to challenge your brain, in fact, you can't be a generalist.Smart people will lead many experts to do things for themselves, stupid people will always think "I want to be omnipotent! I want to be good at everything!"

This question belongs to the decision-making part of emotional intelligence. How you control and express efficiency reflects the strengths and weaknesses of leadership in decision-making.In my opinion, leadership is more manifested in the management of time, and the core principle of time management is actually to make decisions, what is the most important thing, you need to handle it yourself, and what is not important, let others do it.

When you are ready to do something, you must first prioritize the tasks, one, two, three, four, five, arrange the order, and determine which tasks need to be prioritized.Establish this habit of thinking, and you will benefit your whole life.However, many managers overlook the importance of this point.They don't know what is important and what is urgent, but do what they think of, or think what is more urgent than the overall situation, so they put this matter as the current focus.In this way, he will put the important things to the end, busy with a lot of things, and finally find that the thing that should be done has been staying there, and he has not done it at all, thus delaying the big thing.

So you have this phenomenon: Whenever you do a performance review at the end of the month or at the end of the month, you are always surprised and frustrated to see that you seem to have done nothing.

I have often encountered this problem before, and it is a world problem.As long as you are a manager and want to show your leadership, you will have a deep understanding.When my assistant brings the employees below to report on their work, each of them will say that their work is the most important, and let me give the most attention.

At this time, if I don't have the ability to distinguish the importance and priority of these affairs, the work efficiency will not improve, and important things in the organization may be delayed.Therefore, I often choose to do the important and not urgent ones first, and I will not do those urgent but unimportant ones.Of course, if some things are both important and urgent, that's another matter.

In my opinion, this ability does not necessarily require special training, but you should have such an understanding so that you have the corresponding ability to judge and analyze.

identify which things are most important

Many people want to be a senior manager, and he doesn't know what a senior manager should do.Leadership is a nihilistic concept. In addition to the basic ability factors, it is refined into different emotional intelligence qualities.

The comprehensive manifestation of these quality details will point to a fundamental ability: how do you determine the importance of a thing?
Of course, "determined responsibility" does not mean that these things are all handled by you, but that you have to distinguish their priorities and priorities, fully authorize your subordinates to do them, and let everyone do what he should do. Just manage progress and ask them for results.In other words, within your jurisdiction, you should only focus on the most important and urgent work, and the most critical link is in your hands.The rest can be left to others.

In general, you have to learn to fly a kite.For any work that has been authorized, you need to fully restrain yourself and don't intervene again; you should focus on managing those relatively exceptional things that have not been authorized to your subordinates.Of course, you must let your subordinates have the habit of reporting. They must report the work progress to you regularly or at any time. All you have to do is to listen and correct the mistakes.Some strong leaders pay too much attention to their own status and role. They like to do things by themselves and do everything by themselves.Their abilities may be excellent, but doing so not only wastes their precious time and energy, but also hits the enthusiasm and sense of responsibility of their subordinates.

Subordinates will think, ah, I let you do everything, and the credit is yours, so what is the use of this department for me?Subordinates will gradually develop the habit of being irresponsible and not proactive, and will no longer be enthusiastic about their work.

There will be more and more things for this strong leader to deal with. Perhaps at first he just wants to show his excellence to his subordinates, but as time goes by, he will find that he has done most of these tedious tasks by himself, because Subordinates have moved away from the core of the work system.Therefore, the result of taking all the important and unimportant things into your arms is to increase your burden.

Therefore, managers can no longer do what subordinates can do. What you have to do is to assign them, or even assign someone to take on the role of "assigning work".As a manager, you should not say what your subordinates can say.If the manager is always charging forward, your subordinates will passively follow you, and they will lose the ability to think.A smart leader should hide his own thoughts. If you don't need to deal with that matter yourself, you have to let your subordinates use their brains to think, and then let him talk, and he will be used for you.

The emotional intelligence ability reflected here is whether you focus on employees in your work or your own management style.

Therefore, those leaders with high emotional intelligence usually only inspire and guide their subordinates, but they do not use force. Otherwise, there will be two results when he exerts force. The subordinates will either run away or resist, and the final effect will be greatly reduced. .

"Successful leadership" does not depend on how to manage
This view will surprise you, because it does not match your "common sense".But I said: "Management itself is meaningless." A company executive who participated in the training heard it and thought it was incredible: I am the owner of the company, so how can management be meaningless to me?I don't care about the people below, who will work hard?Management is meaningless, so many management trainings all over the world have become a fool's party?

He confuses a concept, that is, management itself and its purpose, and he confuses the two as a problem of the same nature.

I mentioned the method of management.For example, a smart leader sometimes does not take the initiative to do something, causing a certain degree of management absence, and then waits for his subordinates to come to him, or waits for the situation to change naturally.When some companies have no leaders in their departments, some bosses often leave the position vacant for a period of time, and he does nothing.He let the team internally integrate and compete. After a while, he can find a person who everyone is more convinced and he can trust to take the position of department manager.

When a person understands this kind of intelligent management thinking, he can grasp more opportunities for himself and the company.

Now let's talk about another topic of emotional intelligence management: As a leader, should he deliberately suppress his subordinates?
The answer is definitely not.The correct approach is to find ways to make these people who are better than you loyal to you, instead of dying together in your doubts.Therefore, what managers need most is self-confidence, generosity and tolerance.This requires you to be tolerant of talents and have no doubts about employing them. At the same time, you must learn humbly, improve your abilities, and learn from excellent subordinates.

(End of this chapter)