Workplace: Compliment Subordinates On Language Skills

"P > domestic and foreign practice experience and related research have been clear. Praise is one of the best incentives.

If a leader can fully express his concern and trust in his subordinates with praise, he can effectively improve the work efficiency of his subordinates.

Because leadership is authority. The praise of leaders is the affirmation of subordinates. The praise of leaders means that subordinates are excellent, and there is possibility of promotion and salary increase.

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< p > however, not every a href= "http://www.91se91.com/news/index_c.asp" > leader "/a" knows how to praise subordinates. Some leaders often fail to grasp the skills of praise because they do not possess the skills of praise.

Usually, leaders should pay attention to the following aspects when praising their subordinates.

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< p > < strong > (1) stress on < a href= > http://www.91se91.com/news/index_c.asp > praising < /a >.

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< p > the occasion for praising here is to make the praise more concealment.

Usually, it is not the best way for a leader to praise subordinates in the presence of subordinates. Sometimes he even lets subordinates doubt the motivation and purpose of leaders' praise.

If a leader praises another subordinate in front of his subordinates, he will have the idea of being praised. "Is he doing something wrong, he is comforting me, he is inflating on me".

If we increase the concealment of praise and let the irrelevant "third party" convey the praise of the leader to the subordinates, we may get better results.

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< p > an effective way is that leaders can praise their subordinates inadvertently when talking to others.

When subordinates hear from others, their superiors will praise him more sincerely and believable, which will further inspire their enthusiasm for work.

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< p > < strong > (2) praise should be sincere, do "a href=" http://www.91se91.com/news/index_c.asp "seeking truth from facts < /a".

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< p > when the leader praises his subordinates, he should seek truth from facts.

At the same time, the leader's praise should also be from the heart. Don't praise for praise.

If subordinates feel that the leader is intending to praise, they will think that the leader is hypocritical, and may lead to a rebellious mentality, so that their subordinates feel the distance from their leaders and form a sense of distrust.

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"P" in the actual work, the leader in praise of the subordinates, language should have the due heat.

If arbitrarily belittling the merits or achievements of subordinates, it will dispel his enthusiasm and affect his attitude in future work.

But undue elevation of the achievements of subordinates, artificially coupled with the value and significance of achievements, and even vulgar praise, will also have adverse effects.

So that the people who have been praised are born with a conceited arrogance. They mistakenly believe that they really have such achievements, and thus fall into the fog of "seeing trees without seeing the forest", thus devoid of the consciousness of making efforts and efforts to develop.

What is more frightening is that it sometimes causes psychological imbalance among other subordinates.

Because for the typical "typical", people often feel unconvinced, suspicious or even annoying.

If this is true, it will not only fail to demonstrate its exemplary role, but will also disperse the cohesion between subordinates.

It may even add unnecessary worries to leaders.

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< p > therefore, commending the subordinate's specific work is more effective than generically praising his ability.

This is because the praised subordinates will do better for the similar things because of the praise of the leaders, and will not make other subordinates jealous. Instead, they will encourage other subordinates to take this as an example for future work.

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< p > strong > (3) commend the subordinate's characteristics and work results.

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< p > praising subordinates is to avoid commonness. Praise the result of subordinates' work is not to praise the work process of their subordinates.

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Similar to P, leaders should pay tribute to the results of their subordinates rather than the work process.

When a job is completed, leaders can praise the completion of the work.

However, if a job has not been completed, it is only your satisfaction with your subordinates' work attitude or work style that you may be praised without any good result.

On the contrary, this kind of praise based on the work process will also increase the pressure of subordinates, and will also produce some conditioned reflexes for the praise of leaders.

If so, the praise of the leader will become self defeating. "/p".