5 Conversation Tips for Leaders and Employees
2022-05-19
Individual conversation is an important way for leading cadres to carry out ideological work, and it is also an important leadership art. Many specific issues between employees and leaders are suitable for resolution through individual conversations. Making good use of personal dialogue can not only understand the situation, exchange ideas, exchange opinions, raise awareness, and solve problems, but also open up communication channels, brainstorm ideas, unite people, and enhance friendship. Therefore, a qualified leader must practice this basic skill and master the art of leadership.
1. Affectionate
Sincere feelings, sincere attitudes, equal treatment, and cordial communication are important prerequisites for a good personal conversation. We often say that ideological work should be "emotional", and the same goes for individual conversations. Attract, infect and move people with deep feelings of respect, caring, and caring for the person you are talking to.
Affectionate means that leaders must have a "love" and have deep feelings for their subordinates. Emotion itself is an educational force. Leaders should take the initiative to approach the object of conversation, establish a deep working friendship with employees, and be their close friends.
Emotion is reflected in the study, work, thinking and life of the conversation object. Usually, it is necessary to grasp the family situation, social interactions and factors that affect work, study, emotions, etc., and at the same time understand their characteristics, even what mistakes have been made, the root cause of the mistakes, and in this case, have a private conversation with the other party, It can make the other party willing to open their hearts, and then better solve the other party's ideological knot and obtain good results.
Emotions manifest in an attitude of trust. We need to respect each other's feelings, give full trust, eliminate barriers, and reduce each other's fear, tension and vigilance. When talking alone, listen patiently and carefully to other people's conversations, nod and acknowledge when the other party says well, give encouragement, stimulate the other party to speak by interjecting and asking questions, and let the other party finish speaking easily and understand the leader's intention. Only when deep feelings and trust are established between each other, can the truth spoken by leaders become their own thoughts and requirements through the "catalysis" of feelings, form their own consciousness and determination, and then encourage employees to take the initiative to do well.
2. Timely
Leaders who want to have a personal conversation should have it at the right time. If the leader talks too early, the conditions are not mature, and the expected purpose cannot be achieved; if the talk is too late, the opportunity will be lost, which is not conducive to the solution of the problem, and even causes losses to the work. Therefore, choosing the right time for the conversation to lead is an important foundation for a good personal conversation. The timing of the leader's choice of conversation should be determined according to the purpose of the conversation, the nature and urgency of the problem, and the ideological level, consciousness, psychological quality, mood and atmosphere of the conversation object. For example, when someone is criticized, punished, praised, rewarded, or changes jobs or accepts new tasks, as a leader, they can have a personal conversation with them in a timely manner; if someone has a weak sense of responsibility and there is a fault at work, the leader should also promptly communicate with employees Talk, conduct critical education, help analyze the reasons, summarize experiences, and make them learn lessons. If an employee does not talk about unity and quarrels with colleagues, the leader should "cold treatment". After employees are emotionally stable and self-reflected, they should give education and help instead of "adding fuel to the fire", expanding the situation and deepening the conflict. In short, when leaders choose the right time to have individual conversations, they must grasp the "heat", neither "waiting for opportunities" nor "missing opportunities".
3. Symptomatic
Leaders should have individual conversations that vary from person to person, and "prescribe the right medicine", that is, leaders' conversations should be more targeted. How to "treat symptoms"? One is to consider the object. Different objects have different foundations, needs and hobbies, and the content, methods and languages of conversation are also different. As much as possible, leaders should start with topics of interest that are familiar to the other party. The second is to eliminate the other's various psychological barriers in a timely manner. Most of the psychological activities of the recipient of the cake talk are guesswork, defense, fear, opposition, frustration, and joy. In individual conversations, leaders should eliminate the psychological factors that affect the conversation in time according to the main psychological state of the object to make the conversation productive. implement. The third is to proceed from reality, distinguish different objects, and put forward requirements at different levels. The "starting point" should not be too high, lest the conversation object lose motivation. Leaders should be different from person to person, with analysis and distinction, and with reason and evidence, and strive to mobilize the enthusiasm of all kinds of people.
4. Reasoning
When leaders do ideological work, they need to reason and persuade people with reason. Having individual conversations as a leader also requires "speaking the truth." Talking should be truthful, not just speaking, but truth-seeking. The principle is to be based on facts. If leaders talk with employees and do not pay attention to factual reasoning, they will not only fail to convince employees, but may also express some subjective and even distorted reasons, which are disgusting. In fact, employees should be evaluated realistically, divide people and things into two parts, don't say they are good, everything is good; say they are bad, they are useless; don't take the "I tell you, you have to obey" approach attitude, and doing so is often counterproductive. Therefore, in order to be reasonable, leaders must first talk about dialectics, analyze specific issues in detail, and achieve "two-point theory" in order to truly convince employees.
5. Flexible
Leaders should be flexible and diverse in their personal conversations. The purpose and object of the conversation are different, and the way of the conversation should also be different. In practice, the following dialogue styles can be used flexibly as a leader.
One is to ask the dialogue. The key to this method is to master the skills of "asking", and pay attention to eliminating the other party's doubts in the process of asking. Some employees can ask directly, while others may need to ask politely.
The second is critical dialogue. Some employees can be criticized directly, while others need to be inspired to criticize themselves. Leaders must first affirm the achievements of employees and try to guide employees to recognize their own shortcomings and mistakes.
The third is consultation and dialogue. Leaders can speak in a negotiating tone. As a leader, they should be calm, be equal to others, treat the conversation object with concern and trust, do not consider themselves special, be good at being a teacher, and do not continuously ask questions or interrupt the other party's middle words. It is necessary to affirm the right places, point out the wrong places, and negotiate and solve problems in a friendly atmosphere.
1. Affectionate
Sincere feelings, sincere attitudes, equal treatment, and cordial communication are important prerequisites for a good personal conversation. We often say that ideological work should be "emotional", and the same goes for individual conversations. Attract, infect and move people with deep feelings of respect, caring, and caring for the person you are talking to.
Affectionate means that leaders must have a "love" and have deep feelings for their subordinates. Emotion itself is an educational force. Leaders should take the initiative to approach the object of conversation, establish a deep working friendship with employees, and be their close friends.
Emotion is reflected in the study, work, thinking and life of the conversation object. Usually, it is necessary to grasp the family situation, social interactions and factors that affect work, study, emotions, etc., and at the same time understand their characteristics, even what mistakes have been made, the root cause of the mistakes, and in this case, have a private conversation with the other party, It can make the other party willing to open their hearts, and then better solve the other party's ideological knot and obtain good results.
Emotions manifest in an attitude of trust. We need to respect each other's feelings, give full trust, eliminate barriers, and reduce each other's fear, tension and vigilance. When talking alone, listen patiently and carefully to other people's conversations, nod and acknowledge when the other party says well, give encouragement, stimulate the other party to speak by interjecting and asking questions, and let the other party finish speaking easily and understand the leader's intention. Only when deep feelings and trust are established between each other, can the truth spoken by leaders become their own thoughts and requirements through the "catalysis" of feelings, form their own consciousness and determination, and then encourage employees to take the initiative to do well.
2. Timely
Leaders who want to have a personal conversation should have it at the right time. If the leader talks too early, the conditions are not mature, and the expected purpose cannot be achieved; if the talk is too late, the opportunity will be lost, which is not conducive to the solution of the problem, and even causes losses to the work. Therefore, choosing the right time for the conversation to lead is an important foundation for a good personal conversation. The timing of the leader's choice of conversation should be determined according to the purpose of the conversation, the nature and urgency of the problem, and the ideological level, consciousness, psychological quality, mood and atmosphere of the conversation object. For example, when someone is criticized, punished, praised, rewarded, or changes jobs or accepts new tasks, as a leader, they can have a personal conversation with them in a timely manner; if someone has a weak sense of responsibility and there is a fault at work, the leader should also promptly communicate with employees Talk, conduct critical education, help analyze the reasons, summarize experiences, and make them learn lessons. If an employee does not talk about unity and quarrels with colleagues, the leader should "cold treatment". After employees are emotionally stable and self-reflected, they should give education and help instead of "adding fuel to the fire", expanding the situation and deepening the conflict. In short, when leaders choose the right time to have individual conversations, they must grasp the "heat", neither "waiting for opportunities" nor "missing opportunities".
3. Symptomatic
Leaders should have individual conversations that vary from person to person, and "prescribe the right medicine", that is, leaders' conversations should be more targeted. How to "treat symptoms"? One is to consider the object. Different objects have different foundations, needs and hobbies, and the content, methods and languages of conversation are also different. As much as possible, leaders should start with topics of interest that are familiar to the other party. The second is to eliminate the other's various psychological barriers in a timely manner. Most of the psychological activities of the recipient of the cake talk are guesswork, defense, fear, opposition, frustration, and joy. In individual conversations, leaders should eliminate the psychological factors that affect the conversation in time according to the main psychological state of the object to make the conversation productive. implement. The third is to proceed from reality, distinguish different objects, and put forward requirements at different levels. The "starting point" should not be too high, lest the conversation object lose motivation. Leaders should be different from person to person, with analysis and distinction, and with reason and evidence, and strive to mobilize the enthusiasm of all kinds of people.
4. Reasoning
When leaders do ideological work, they need to reason and persuade people with reason. Having individual conversations as a leader also requires "speaking the truth." Talking should be truthful, not just speaking, but truth-seeking. The principle is to be based on facts. If leaders talk with employees and do not pay attention to factual reasoning, they will not only fail to convince employees, but may also express some subjective and even distorted reasons, which are disgusting. In fact, employees should be evaluated realistically, divide people and things into two parts, don't say they are good, everything is good; say they are bad, they are useless; don't take the "I tell you, you have to obey" approach attitude, and doing so is often counterproductive. Therefore, in order to be reasonable, leaders must first talk about dialectics, analyze specific issues in detail, and achieve "two-point theory" in order to truly convince employees.
5. Flexible
Leaders should be flexible and diverse in their personal conversations. The purpose and object of the conversation are different, and the way of the conversation should also be different. In practice, the following dialogue styles can be used flexibly as a leader.
One is to ask the dialogue. The key to this method is to master the skills of "asking", and pay attention to eliminating the other party's doubts in the process of asking. Some employees can ask directly, while others may need to ask politely.
The second is critical dialogue. Some employees can be criticized directly, while others need to be inspired to criticize themselves. Leaders must first affirm the achievements of employees and try to guide employees to recognize their own shortcomings and mistakes.
The third is consultation and dialogue. Leaders can speak in a negotiating tone. As a leader, they should be calm, be equal to others, treat the conversation object with concern and trust, do not consider themselves special, be good at being a teacher, and do not continuously ask questions or interrupt the other party's middle words. It is necessary to affirm the right places, point out the wrong places, and negotiate and solve problems in a friendly atmosphere.
