It May Be More Practical To Use Praise To Manage Employees.

　　案例一

My secretary is going to make a rather complicated monthly report.

Over the years, I always thought that this report was her routine work. She always looked at it and said, "OK, let's go out."

This time, I read carefully in front of her, and praised her for doing a good job of integration.

I thank her for the completeness of the report and the completeness of the content.

I was very surprised at her reaction.

She said, "thank you. This is a good compliment."

I found that my coffee cup was always filled up when I wanted to drink coffee for a few days, and she became more friendly.

I wrote these down in a few days, and I will continue to thank her for doing better in her work.

Case two

After I began to express my thanks to my employees and allow them to have an interactive discussion with me, two executives who came to me only when I was asked to start discussing the impact of some problems with me.

They also put forward some advice which they did not dare to make in the past.

I am convinced that as long as I change my behavior, I will definitely increase the productivity of my staff.

This experiment started two weeks ago and has become part of my daily routine.

Case three

Our company deals in supermarkets.

Every month I will follow my two.

This year has been a very hard year for the supermarket, and our performance is still in the doldrums.

Last week, I received the latest performance report. Although the improvement is not very significant, it has made progress.

So at the beginning of the meeting, I congratulated the 10 managers who had made progress recently.

I applaud part of the increase in total income and the improvement in their control costs.

Their expressions clearly told me that my method came into effect.

Not long after, a shopkeeper raised his hand to speak on the new policy that she was about to start.

Other store managers joined in succession.

The talks made the manager want to make more profits next season.

These situations have never happened in the past when they only announced bad news.

Before, everyone was quite quiet, and I was talking.

I find that with affirmative methods, I don't even have to ask questions. They all want to solve problems.

I learned a very important lesson. Everyone likes their achievements to be affirmed, no matter how small the achievement is.

Case four

In the last few weeks, we have been having some problems because of the maintenance of the office and the landlord.

I became quite impatient.

Last week, my supervisor sent a letter of deposit to him. He sent the letter to our landlord and told him that we would pay for it by ourselves, and the loss would be deducted from the monthly rent.

I thank the director and said I believe we can solve the problem.

My usual response to these letters would be: "it's time for us to repair the landlord."

From then on, the director reported to me the progress of three events.

For the last time, he proudly said, "things have been completely solved."

I thank him again for doing it well.

Case five

The biggest gain happened to a employee who I thought was very difficult.

When he receives a job, he always breaks it in some way.

Of course, he accepted the punishment he deserved.

However, I think we should make some efforts to help him behave.

Instead of dismissing him, he started looking for new employees.

I began to change and praise what he did right.

This is better than us.

I used to wait until he finished his work to see it; now when he works, I will go to his seat and see how he is doing.

And praised him when he did the right thing.

I found that because I praised him more and criticized less, his work performance has greatly increased and his mistakes have been reduced.

He also asked for some new jobs.

The employee still has a lot of room to improve, but I've got him in the right direction.

If the manager's basic duties are

Unfortunately, we often hear some managers say:

"I hope someone can be more mature. Every time he solves a problem, he will come in and tell me."

"Some people think that they should be rewarded for doing the right thing. I hope they know that it is right to do well."

"If someone can stop wishing me to praise him when he does something well, that would be even better."

When a manager refuses to praise praise, what has he missed?

He missed the opportunity to keep his employees warm. He missed the space to create sustained good performance. He also missed the possibility of making himself an outstanding manager.

Small test: why don't executives always praise {page_break}?

Directions: please mark the sentences before the sentences in your table which are in line with your condition. You may not use public results.

1. I want to praise others, but I am too busy.

2. I think others will think you are hypocritical.

3. I think the effect of praise may not be great.

4. everyone does things according to their requirements. Professionals should perform their duties well and do well.

5. if things go well, people don't need to get compliments from me.

6. our corporate culture does not advocate this.

7. I believe that praise should be directed at real achievements rather than small details.

8. if I praise one or more people, others may feel bad.

9. if the object of praise is not my subordinates, I will feel uncomfortable.

10. some people are good in some aspects, but there are still many shortcomings and not enough standard of praise.

11. when I give compliments, I feel awkward.

12. I think oral affirmation is useless.

If there are more marks (more than three), you need to consider how to improve in the future.

How should managers praise employees?

Describing behavior description behavior to my feelings, describing the impact of behavior on organization, it is important to extract the meaning of employee behavior and make statements emotionally.

You can use this kind of expression:

"It looks like a very good job."

"Thank you for all your efforts in this work".

"Thank you for working so hard that I can see the result in such a short time".

"I can't do this well!"

Managers walk out of your seats to find out the achievements of their employees.

If you see employees' achievements, affirm them immediately.

E-mail is a good way.

Please note: reducing failure is also achievement, affirming it.

List hundreds of ways you can express gratitude:

In public praise, thank you for writing notes (this is Jack Welch's favorite method), or e-mail, or short messages for mobile phone messages.

Having dinner with you and having dinner with you and your superiors, when you eat, you introduce to the boss his achievements in detail, and send a book to his son on his son's birthday, which reads, "your father is a first-rate talent in our company!"

Send a fruit basket to his home. Of course, a handwritten thank you note is required to pay him a month or even a year's parking fee in the office. If the employee takes a bus to and from work, you take a week's time to pick him up or go to work. When he is on a business trip, he is specially allowed to take a day off in the local area and have a good time.

Have you found that the way you reward is only limited by your imagination?

You'd better get used to it.

Write down everyone's performance on the calendar every day.

Put an employee on those who have achieved success.

If you have affirmed this achievement, you will circle it.

Then do more steps to increase the number of circles and circles.

Praise staff must be sincere, be careful of your employees and tell you, "don't use my skills!"

Motivating employees is a continuous process.

Many parents often joke with their children: "do you want to eat again? Did I just eat it for you just a few hours ago?"

The children will laugh, because the idea is ridiculous.

Everyone knows that we need a continuous supply of food to survive.

Praise is the same.

The study found that praise was given every seven days to maintain a sustained effect.

Moreover, the reward (immediate evaluation) followed the performance of employees is the most effective.

Therefore, Gallup proposed that one of the criteria for testing a good manager is: "have you been praised by every subordinate in the last seven days?"

You should always ask yourself this question until you find that you have been able to appreciate and praise your employees very naturally. At that time, you will also find that your relationship with subordinates is very smooth, and they are always enthusiastic. Your competitors will find it very difficult to seduce your employees.