Relationship Leadership

As a leader, his leadership effectiveness depends on his relationship with others. Leadership is influence, as a person. Leader Other people, whether effective or ineffective, have negative influence on leadership. Their language, thinking and behavior can influence others. Are you consistent with your words and affable? Do you show a positive attitude? Your relationship with the employees around you has a decisive influence on your leadership. We should not regard leadership and human relations as separate positions. We should not regard leadership as a position, title or name. The best leadership is not based on authority and authority, but on relationship, so good relationship leadership can play a greater role. So when people talk about management, they usually seek methods, technologies and tools outside, but Administration The way is essentially dealing with people. If there is a problem of trust between people, there can be no problem in management.

　　 Shepherd Enlightenment

We are all familiar with shepherds. Shepherds and sheep can let sheep out. Even if shepherds walk in front of them and do not drive them, sheep will follow the shepherds instead of following the strangers, because the sheep do not recognize strangers' voices. Although the example is simple, it contains three elements of leadership.

The first factor is that the shepherd knows his sheep well. He had a close relationship with sheep. He knew every sheep well, so he could recognize them immediately, and the sheep recognized the herdsmen's voice.

The second element is based on trust. The shepherd knows not only the shape of every sheep, but also his sheep. When they hear the herdsmen's voice, they will come to him, and the sheep will choose to escape from strangers. In this respect, leaders must be trusted by their followers.

The third element, that relationship should be a model relationship. The shepherd walks in front of the sheep, and the sheep follow him. Someone asked the general manager of the major US companies what characteristics they most wanted to hire. The overwhelming majority of general managers say that they most want to hire people who have the ability to cooperate with others. Of course, they want employees to have specific skills, but in addition, they also want employees to work closely with one another.

The ten law of conflict

Being a leader is leading people, because people will not always love your opinions and opinions, so a leader will be hurt if he is in communication with others. Maybe someone will say: he does not get close to others, so there will be fewer opportunities for conflict. These people put themselves in a self-made glass frame. They turned into good human models, but they were very poor leaders. Because a leader is willing to be hurt in some ways before he discovers some people he can trust and trust. Therefore, do not be afraid of conflict, let yourself become a person who can withstand all kinds of conflicts, and then dissolve it, and you will establish your own relationship leadership. The following ten rules should be followed to resolve conflicts.

Rule 1, 101% principles. What is the "101% principles"? For example, a sheep in a shepherd's sheep does not obey the management and leave the herd's protection and go out to travel at any time. At this time, the shepherd can not take care of himself and let himself die. But if the shepherd left behind the sheep to obey the management and went to look for the lost sheep, he finally spent much effort to find it and establish relations with the stray lamb. This is the "101% principles". The same is true in business management. If you lead a stubborn person, please find out 1% of your mutual congruence, and sacrifice everything you have gained. Your one hundred percent ability and talent make the tiny 1% match points become your connection point.

Rule two, love is better than loving your own opinion. If a person loves his own opinions better than those who love him, he will defend his opinion and destroy relations with others. A person who is unable to establish interpersonal relationship will always value his opinion more than others. We need to reflect on ourselves: what matters to us? Is it beneficial or hindrance to our interpersonal relationship?

Rule three, presumption of "innocence". Many managers often manage themselves with emotion, manage others with reason, feel pity for themselves, and not others. If you want to establish good interpersonal relationships, please follow: use your sense when you work alone, and use your emotions when working with others. Before we prove that others have "sin", we presumed it to be "innocent".

Rule four, learn to be flexible. A former president of the United States once said, "matters related to principles should be stable like a rock; we must conform to the trend of the times in matters of interest." In fact, for a manager, it should be so. We must persist in the principle of company system and so on, no matter it is for people or for ourselves. But we should also follow the trend and study hard to make your life more flexible. The greater the individual, the more resilient he is. A good leader will learn to express himself more quickly than his followers: "I am sorry." Effective leaders know how to distinguish between principles and preferences, and learn to be flexible.

Rule five, open the way for disagreements. In daily communication or management, some people will try their best to defend their actions, not because they think they are right, but because their self-esteem makes them unable to give in. At this point, an effective leader is needed to allow the losers to ease their emotions in order to save face. Once the purpose is achieved, concessions are made.

Rule six, reflect on your attitude. Many times, the wrong interpersonal relationship is caused by wrong attitude. Therefore, as a manager, we must examine ourselves before we can see if our attitude is right or wrong. For example, if you have conflicts with a few people, the problem may be on you rather than someone else. Ask yourself, do I often clash with people? Or is it just an exception? If that is an exception, your attitude may be wrong. What attitude we use to see others is related to how we feel about what others think of us. Therefore, we must examine our attitude first in order to maintain a good relationship.

Rule seven, don't overreact to conflicts. You may be in conflict with people, but don't overreact and make the conflict worse. When the catapult happens, do not throw bombs. If you look forward to conflict, you can make better preparations and solve it rationally.

Rule eight, do not be defensive. If you are defensive, you won't be able to win in your relationships. A trusted leader will know, "I'm sorry, I misunderstood. Please forgive me." When you defend yourself and defend your rights, you will naturally create an argument.

Rule nine, welcome conflict. Let it be a learning experience. Most people can't see the conflict correctly, but if we can learn something from it, we will naturally be thankful for it. Conflict can do harm to you, or you can get knowledge and choose your own right.

Rule ten, take a chance. Many people do not handle interpersonal conflicts because they are afraid to extend their own hands first. Suppose my relationship with you wobble, and you extend your hand to me. What would you feel if I didn't reach out and hold it? First of all, you will feel that you are standing there and hanging a hand in the air. It is ridiculous. Then you will feel rejected. Many people are unwilling to deal with conflicts because they do not want to be rejected, so take a chance.

Plow and bulldozer

Fortunately, we do not have to deal with conflicts frequently. As a matter of fact, we still have some good relations. How can these relationships be better? There are three ways to cultivate good relationships: to recognize them, train them, and guide them. The relationship starts from knowledge, continues because of cultivation, and reaches the summit through guidance. They also used the example of the shepherd to know that they were able to recognize every sheep of their own, and to cultivate them and sheep to hear the voice of the herdsmen approaching the shepherds; to guide them, the herdsmen to walk ahead, and the sheep to follow behind.

First, recognize them: 1, acknowledge your needs to others. In order to effectively cultivate interpersonal relationships, you must be honest about your life and need others. A highly skilled person needs help from others to make a career. If friends and followers are indispensable, then you should admit that you need them. Unless you need it frankly, you will never be able to develop effective interpersonal relationships. 2, believe in the value of others. The greatness of a great man lies in the way he leads small people. The value of others in your eyes determines whether you become their motivators or manipulators. Motivation is to act together for the benefit of each other, and to act together for the benefit of all. On the contrary, the manipulators act together for the sake of their own interests. With motivators, everyone is the winner. Only the leader wins the game with the operator. The latter is not sustainable. 3, focus on people rather than plan. A leader, if he wants to achieve eternal career, must go deep into the lives of others. Changing plans is not as effective as changing people's minds. The saddest person in the world is the one who plans to transform, whereas the happiest person is the one who transforms people's hearts.

Two, cultivate them: if you want to help your employees grow, you must help them when they need you. People who experience hardships are in urgent need of your helping hand. If you can meet this need, you can establish an in-depth relationship with them. Time is more important than time itself. When people need you, it is more important to enter their lives than to spend time with them when they do not need you. Choosing the right time is a necessary condition.

Three, guide them: people act according to their eyes. In developing relationships, we must be examples of others. People don't care how much you know. They care about how much you care. Moreover, they know your concern through your words. Research conducted by us business leaders shows that managers' executives spend 3/4 of their work on people. Most enterprises spend most on personnel, and the success or failure of all management plans depends on people. Interpersonal relationship is the key to success or failure of leadership relations. As a leader, it can become a plough, or a bulldozer: the plough can turn over the soil, loosen the soil, and plow it, making it a good place for seeds to grow; bulldozers shovel the land and push the obstacles to the roadside. Ploughing and bulldozers are useful tools, but one is used for destruction and one for farming. Plough leaders see people as fertile land for development and cultivation, while bulldozers regard people as obstacles to be destroyed.