4 Steps In The Workplace To Teach You To Make Things Simple.

< p > no one is less than a , like "/a" to convey bad news, for example, telling a colleague to not return to work after the Lantern Festival; however, the longer it dragged on, the worse it is; how to accomplish this thorny task cleanly and beautifully; and following the four principles, we can ensure quick decision. < /p >
< p > Dear Anne: I have been reading your column about promotion in recent years, and now I have some questions to ask you. This problem makes the situation very bad. The predecessor of my position slipped the performance of the Department to an unacceptable level, mainly because he did not want to fire anyone - even if some people had not done anything in the past few years. These people also influence other team members, and ultimately make others less efficient. < /p >
< p > so my boss told me that I need to reverse the situation now, dismiss some people, and assess others' performance, tell them, "either do well or go away." I have no experience in conveying such bad news and are very afraid of such conversations. Can you or your readers give me some suggestions to tell me what to do or how can I not do this hard job? - "management messenger" < /p >
< p > dear "management messenger": "if you want to find some way to avoid the bad feelings when conveying bad news, I am afraid I will disappoint you, because this method does not exist," Jeffrey Tum Lin said. This is the CEO of Mouthpeace Communications, a communications management company based in Austen. She also wrote a new book entitled "stop talking and start communication: Stop Talking, Start Communicating: Counterintuitive Secrets to Success in Business and and". < /p >
< p > > a > "Mu Lin < /a". I understand your situation very well. Every time a company manager has repeatedly delayed telling bad news to the whole team or department, people will find him to turn the tables. "It's amazing that a small problem can drag the company down to the point of collapse," says Mr tulmlin. "It's just that no one wants to fire the problem." At the same time, however, he also understands that managers (such as your predecessor) have repeatedly delayed the bad news: "dismissal is a difficult thing." < /p >
< p > there is no way to make this matter easier. But he gave four suggestions: < /p >
< p > 1. goes straight to the theme. "The theme is well identified. It's always something you can't say. It may be 'we need to change suppliers," or "we have to fire you," or "we don't want to see each other anymore," says Mr. So go straight to the theme. He said, "it is useless to want to speak well, but it may make listeners puzzled, so that accepting facts is even more difficult for them." < /p >
< p > 2., stick to the end. If you have the experience of being persuaded to give up a decision, you will know how hard it is to stick to it. "They would say," but we worked together for 15 years! Don't you really want me to leave? " "Or they will ask you why you did it. But we must resist temptation and not be defeated because of being coercion, coaxing or being charmed by others. < /p >
< p > 3. explain why, but do not explain too much. It is suggested that a simple sentence be used to summarize your decision and why you did it. For example, "we fired you because we need to change the direction of the whole department". You want to say more, but you can repeat the reason. Do not increase other information, otherwise the conversation will deviate from the right track. < /p >
< p > 4. to end the conversation. Endless discussion is usually a misstep, "says Mr Mu Lin. "You can naturally answer some factual questions, such as" what day should I leave? "Or" what about my 401K insurance? "If you don't know a factual answer, you can also ask for help," says Mr Mu Lin. "But be careful not to answer any speculative or exploratory questions, for the same reason: your answer will confuse the questions and cause the conversation to deviate from the right track." < /p >
"P," added Mu Lin, "in this case," there is a simple formula: clarity, simplicity and termination. " However, the transmission of less sensitive assessment results is another matter. "Communicating the assessment results, even negative ones, is totally different from dismissal," he said. "This is because communicating results is not a single event, but a continuous exchange. Your wish is that the other side can stay, provided that they can improve their work. " < /p >
< p > to take this into consideration, Mr m Lin suggested that you dismiss the employees who need to be fired first, and then criticize the rest of the employees after a while. There are two reasons. First, Mr Mu Lin pointed out that for the whole team, sacking someone, such as a well-known lazy employee, is already a form of feedback. "Everyone will see this as a matter of course, so we can wait weeks to see what this will do," says Mr tum. "You may find that some of the employees have improved." If that is the case, there will be one more tricky problem you need to deal with. < /p >
< p > secondly, Mr Mu Lin said that if you want to play a role in criticism, you must point out the specific behavior that you want others to change. "Too general feedback is usually the most ineffective, for example," you are not good at dealing with customers. " This sentence does not give employees any useful information, and it is also easy to be ignored. " Instead, a specific example - "you interrupted the client at the meeting last Tuesday" - pointed out exactly where the staff needed to make more efforts. < /p >
< p > "you have just started this job, so you may not have encountered similar examples. But if you want to play a role in the criticism of your employees, you'd better wait for a similar example, "says Mr Mu Lin. "It shouldn't take too long, you will bump into it." < /p >
P: feedback: have you ever been fired, or have you ever fired someone? What makes the bad news more (or not so) unacceptable? What are the most useful criticisms you have received? Please give your comments below. < /p >