If there are too many negative resources blocking your work, you can't rush out and you can't achieve your predetermined goal-this is the "dilemma".
Find ways to remove or transform negative resources, let positive resources play a leading role, and let yourself rush out-this is "breaking the game."
And deliberately set up negative resources for others, so that he can not pass, or let him have to follow your meaning-this is "playing games."
First, start from scratch and look for new resources. Look for those "irrelevant resources" that have not entered the field of vision before, and then complete the transformation of negative resources through the integration, addition and subtraction of positive and negative resources and irrelevant resources, and find a way out for yourself.
Second, from the existing to the new, explore new ideas. Redefining "resources" and renewing thinking can change mentality and behavior and find a new way out.
Third, from scratch, break the old achievements. Many negative resources cannot be removed, but there are gaps. Only dare to break the self and break it into pieces can we drill the gap of negative resources with minimal strength, and then regroup after going out to become a new self.
In addition, we should know how to break the situation by taking advantage of the situation, investigate-prepare-identify-act. Look at the situation first, then make preparations, identify the "window of opportunity", act at the best time, seize the opportunity, cut in effectively, and finally succeed.
However, not every management game can be broken, especially the game you play for yourself and the dilemma of relationship management.
(Relationship-the interpersonal network that China people should establish and maintain in their life and work. In the past, translating relationship into relationship or connection was not enough to accurately express this unique concept of China people.
The essence of management science can be said to be how to break the game, because all management problems need to be "broken". Our life and work are actually broken. Life is a series of broken processes.
But to be able to break the game, or to break it efficiently, there must be a model.
For a leader, there must be a pattern before selecting people and doing things. How big the pattern is, how big the world is, and how big the game can be broken.
For example, what is the nature of interpersonal relationship? What do you want? What does the other person want? Where is the intersection? Seeing these relationships clearly will naturally conform to the logic of the matter itself.
Therefore, the word "pattern" is first of all a verb-object relationship, "case" is a verb, "bureau" is a noun and an object, and it refers to understanding the nature and relationship of resources. It can also be said that the establishment of the pattern, first of all, is to understand resources and understand the situation. When you have real insight and can extract the "mental method", the word "pattern" becomes an adjective, which shows a state of existence of managers, that is, we say that this person has a small pattern and that person has a large pattern.
The key to cultivating the overall pattern is to know yourself, understand others and gain insight into human nature.
Knowing yourself is the premise of all management. What kind of person are you and what kind of person are you in the eyes of others? What are the advantages and disadvantages I don't know? Am I an internal control personality (suitable for challenging work) or an external control personality (suitable for stable positions)?
In addition to perceptual knowledge, we can also learn about ourselves through tool tests, that is, MBTI personality tests. Only in this way can you manage yourself better.
For example, guard against Ducker effect, master subconscious and control impulse genes.
The most obvious way to manage others is to establish a management framework based on everyone's state self-esteem, that is, to meet the needs of the managed to respect and realize themselves.
A good manager should have the ability to put himself in others' shoes, try to help others change their working conditions, create good emotions, stimulate employees' motivation and control their inertia. So as to create management value.
Before becoming a leader, your growth is success; After becoming a leader, helping others grow is success. (Empowering others)
1) follows the principle of reciprocity. Almost all interpersonal relationships, in the final analysis, are "social exchanges" and need to follow the principle of reciprocity like "economic exchanges".
2) Create a sense of fairness. "Justice is in people's hearts". Whether a manager has a pattern depends on whether he really realizes what fairness is. This is the internal strength of leadership. Leaders should find their own ways to create a sense of fairness-justice is the purpose, openness is the process, and fairness is the result.
3) Explore "enterprise". Aggressiveness is a kind of self-initiated work behavior, which determines whether employees work actively or passively, and the results will inevitably be different. Managers should balance "executive power" centered on managers and "happiness" centered on employees, cultivate employees' self-initiative and initiative, and protect enterprising employees.
Leaders should not panic. Panic is a chemical reaction. The situation makes you awake, which leads to changes in the endocrine system, and then manifests as behavioral panic. Besides emotional injection, we should also master rational injection to manage panic. Compared with the method of emotional injection, the power of rational injection is actually stronger.
Emotion is the protagonist in the decision-making process.
1) The generation of emotions is a natural process of brain operation, and there is no possibility that there are only good emotions without bad emotions.
2) The essence of managing emotions is to control the ratio of good emotions to bad emotions. Positive psychology suggests that the ratio of good mood to bad mood should be controlled at 3: 1.
3) Emotion is the primary productive force. Managers should keep positive emotions themselves and then consciously pass them on to employees.
The narrowing effect of people is that there is something wrong with preferences and they only pay attention to preferences at a certain point and moment. This shrinkage is often caused by "internal factors". These chemicals secreted in the body lead to the "driving force" of behavior-nine horses are motionless. As a leader, to know the "internal cause", to manage and understand people, we must understand everyone's physiological state. For example, don't criticize others when they are particularly angry. Management is not making an enemy, but getting a good colleague.
[Narrowing effect caused by overtime problem and its solution]
Sociologist Hauchard said that almost all knowledge labor is emotional labor. Overtime is often fatigue plus fatigue, which will lead to boredom with work. At least I don't love it, and it will lead to the hidden "shrinking effect". Therefore, getting rid of the existing state will become a strong will.
Houchard also said that organizations sometimes put special emphasis on the power of spirit and culture. In this way, the employee looks full of emotions, and the organization thinks that they have a positive attitude and high morale, but what the organization doesn't know is that his heart is actually a state of exhaustion. When fatigue lasts for a certain period of time, even if employees don't leave their jobs, this "shrinking effect" will lead to emotional exhaustion of employees, such as nervousness, impatience, irritability, etc., which may lead to an increase in conflicts among employees. What is invisible is that informal organizations will be very active. When the "narrowing effect" reaches a certain level, generally speaking, the flow of personnel will increase significantly, especially the flow of key backbones, which is a huge loss for the organization.
solution
1) To establish a new overtime culture. It is impossible to completely resist overtime. Because overtime has become a global phenomenon, which exists in the United States, Europe and Japan. Then, the key is how to master the scale of overtime at a level that will not make employees uncontrollable.
2) The organization should carry out time budget and time management. Because we don't comprehensively manage the company as a whole and only rely on individuals to improve the time management technology, the effect will be greatly reduced, and even in the most serious case, there will be a phenomenon of "whipping fast cattle", which will lead to a very serious loss of backbone in the organization.
Why does Jobs only wear a black pullover and jeans, and why does Zuckerberg only wear a gray T-shirt every day? Their purpose is to save energy and concentrate on their work.
People's spiritual energy is limited, and attention is more precious than time and money. We should try our best to reduce the loss of mental energy, maintain cognitive energy and focus on the most important things. Watching Korean dramas and browsing gossip news are, in a sense, consuming your attention and time.
Managers should pay special attention to maintaining a state of concentration, paying attention to rest and adjustment, maintaining cognitive energy, minimizing interference with employees' work and reducing employees' mental loss.
Anyone's performance at work can be summed up in two points: one is ability, and the other is desire. Desire and ability are also two clues to understand others.
Behind desire, there is a core concept-motivation. This is the basis of understanding others and management. There are three kinds of motives, which are more common:
1) "achievement motivation". People with this motivation especially hope that they can reach excellent standards and win in a competitive environment, which is what we usually say: "They are particularly competitive and eager to get ahead."
2) "Motivation to gain power". Power is the ability to influence others, and it is also a sign that a person meets the needs of social recognition, self-esteem and self-realization. Management scientists divide human power motivation into "personal power motivation" and "social power motivation". What is personal power motivation? People with power. He always wants to use power to solve problems, paying attention to the feeling of being in power. People with social power motives will know that the purpose of mastering power is to unite everyone and jointly accomplish the goals of the organization.
3) "Motivation to gain a sense of belonging". Common understanding is to hope to have a circle where everyone fits in well and enjoys good popularity. However, people's attribution motives are strong and weak. Some people have strong attribution ability, although their personal ability is not strong, and their performance is not so good. They feel that they belong to this circle, and they will feel better psychologically and feel safe. On the contrary, some people are very capable, but subjectively disdainful of belonging to a certain circle, especially indifferent to the feelings of others, so even if they perform well, they will be rejected by everyone.
The rationality of leaders should first be reflected in understanding the needs and motives of subordinates. Because everyone's behavior is based on their own motives. It is necessary to know how to use Maslow's hierarchy demand theory to make the double helix of "health factors" and "incentive factors" promote the consistency of personal goals and organizational goals, so that it is possible to establish a good team and a good organization.
[Two-factor theory-how to manage post-80s and post-90s]
The post-80s and post-90s generations "mainly focus on health care factors, lacking incentive factors".
People enter the workplace only to meet two needs. The first category is to meet the basic needs of food, clothing, housing and transportation. The workplace conditions are passable, the organization provides the necessary environment for employees, and then the interpersonal relationship is passable. This is the "health factor" in management. Satisfying health care factors is a sufficient condition for a person to work stably. The second category is the need for self-realization and respect. Are wages and benefits higher than others? Is the promotion channel smoother? Can a person gain face, sense of accomplishment and satisfaction in society? These factors are "incentive factors".
How to manage the post-80s and post-90s with two-factor theory?
First of all, the task should be as clear as possible. "Letter to Garcia" is a poisonous weed, which shows that managers blindly emphasize execution and are lazy. Managers should be able to ask questions relatively clearly, instead of giving people a direction of work in a big way. Of course, some jobs must be exploratory, but the experience and ability of young people must be considered in advance to judge whether this job is suitable for him. Frankly speaking, we do some work ourselves and don't know how to do it. In this case, you should be tolerant and spend more time communicating and discussing with a young man. At the same time, we should be good at arranging some experienced middle managers who can guide young people and give help and guidance when necessary. Need to be very patient, this is a psychological preparation.
Second, be good at setting small goals. Managers should be good at decomposing big goals into medium goals and small goals. The smaller the target, the shorter the evaluation cycle and the better the effect. Let young people complete tasks like playing games, and help them build their confidence and ability in the process. To learn to lead young people to "run in small steps", there is a company that manages young people a bit like a game competition, with clear goals, big bonus gap, openness and transparency, heavy rewards and heavy penalties, which fully mobilized the competitiveness of young people.
Third, timely feedback. A young man wrote something to the leader, and the leader said, "Put it there." Then nothing happened for half a month. After a while, the leader remembered it again and said to him, the thing you made last time is not good, you can do it again. "Then the leader said many new ideas. The feeling for this young man is that the previous work was basically done in vain. It is normal that the external situation of the company changes rapidly and the leaders have new ideas. However, this leader's thoughtless attitude towards his subordinates' work some time ago deserves his own reflection. After the completion of a stage, there must be a clear evaluation, especially for the post-80 s and post-90 s, there must be immediate feedback.
Fourth, don't be stingy with encouragement. When young people achieve phased results, they must be affirmed in time and praised appropriately. During the growth of this generation of young people, parents and teachers have always adhered to the principle of "encouraging good children" to educate them. The inner desire for affirmation is much stronger than that of the previous generation. So we must respect their demands, which also belongs to the basic principle of Maslow's hierarchy of needs theory.