How To Deal With Angry Boss?

　　 Management transformation The essence of human transformation is human transformation. There are three problems that need to be solved in turn: knowing, knowing, being able or unwilling. Ignition and Call sb names Only a small part of the problem can be solved.

When I first met chairman Chen, he just went to the conference room after he had finished his fire and his face was still angry. The chairman of the board of directors is a Shandong native. He is honest and enthusiastic, always speaking and doing things in a rush. After saying hello, he apologized. "Now the economic situation is not good, I have a lot of pressure and temper. But in recent years, I am much better. If I am not forced to try my best, I will not testify to it." When he spoke, he turned his head to the word "forbearance" on the wall.

With a knife on his head, I continued to chat with him. If he tried hard, he could cause grievances to accumulate and was bad for his health. But if he could not bear it, he would easily hurt his subordinates and colleagues. He said, "there is no way out. In order to carry out the management of a chess game for 16 companies, I have spent three years to explore flexible and efficient management mode, and even to talk about collectivization and standardized management. But the subordinate production enterprises and sales companies, even the group functional departments, are unwilling to cooperate and want to occupy the mountains. No, just for the sake of security, I have reprimanded the financial department. Because cash flow is tight, we must cooperate with banks in principle and flexibly, so we can not afford to lose our opportunities by holding our books all day.

Indeed, if there is no problem, then it is not an enterprise but a paradise. Recently, we often talk about the transformation of enterprises in crisis. However, whether management or business transformation, their essence is human transformation, and the transformation of people's concepts and behaviors needs to overcome many defects of human nature.

This is God's negligence in making man. When he has not finished his work, he hastily put these semi finished products on the earth, and the result is laziness, greed and narrow life.

Of course, we also have more and more humanity in our hearts. Just like what we saw in the Sichuan earthquake, many people selflessly dedicate their wealth and strength to helping others and happy themselves. Therefore, at the beginning, people may be neither good nor evil, depending entirely on the nature of the acquired environment.

Let me put it this way, chairman Chen's anger has really gone away. So I asked him to give me 20 minutes. 9 words I want to send it to him. He nodded in agreement, and I began to row on the white board beside him.

　 Know not:

1. McKinsey said that one thing can be remembered only seven times. In addition, a message will be reduced by almost half after oral transmission. If there is no direct communication to all employees, people who are far away from the headquarters of the group may not understand your thoughts and intentions at all.

2. in order to let employees participate in the transformation, he not only wants to know the idea of the company and chairman, but also wants to understand what this change means to him (What 'sinitforme). Will the work difficulty increase? Will the salary be raised? Do I need to learn new ways? Will I be eliminated in the future?

3. if 100 people are unwilling to take an active part in your transformation, 60 of them will be unable to answer the above question because he has no one to help him. {page_break}

　 Can I:

1. capability is not only for individuals, but also for the ability of your organization to meet the new requirements. You can't expect inventory managers to make phone calls every day, like Lei Feng, to understand the sales, marketing and procurement plans and conditions, so as to continuously optimize inventory. In fact, you should establish an information system for production and marketing convergence so as to ensure that inventory managers understand production and sales information anytime and anywhere, so that he, as an ordinary person, can manage inventory well according to management procedures.

2. ability also includes various resources such as capital, team, time, tools and methods. When these conditions are not available, most people will choose to wait and avoid. This is a reality.

3. among those 100 unwilling to participate in change, 30 are personal and organizational capabilities, limiting their participation.

　 Would like to:

1. in addition to talented people and talented people, most people do not like change. This is part of human nature. Therefore, we must not be stingy with all kinds of incentives. Once our subordinates have made progress in promoting group and standardized management, we should encourage them in a timely manner. For those who deliberately obstruct change, we need to solve them through the necessary personnel arrangements.

The 2. problem is in the first three rows, which is rooted in the rostrum. Leadership is always the basis for shaping corporate culture. It is also true for a change. If employees see the management team's disagreement, they will not take your change seriously.

3. of those who do not want to participate in change, there are only 10 people who are totally unwilling to do so.

After that, I asked Mr. Chen to talk about his views on these three aspects. Chairman Chen put down his pen and stood up, and drew a reverse triangle next to the triangle I had just painted. He said, "my time allotment is just opposite to what you said. In the case of 100 people who did not take part in the reform, I always thought that 60 people were unwilling, so they had to criticize or even swear. 30 people were lack of personal ability and needed to learn and train. Only 10 people did not understand my idea. After all, I have repeatedly talked about collectivization and standardized management over the past few years.

Do you have a different idea now? I asked him. He answered me with a straight head: I am not sure that your triangle is right, but I am aware of these points now.

First, swearing can only solve the problem of reluctance, and at the most is only part of the problem.

Second, it turns out that I think the personal ability of cadres and employees is a major problem. Now it seems that organizational capabilities may also be missing.

Third, this is what I realized suddenly, just like the rebellious psychology of adolescent children. Sometimes the more I speak, the more I can not hear, so I may need to change the way of communication. If we can not understand the impact of such a transformation on their individuals, it is unrealistic to expect enthusiastic participation from them.