People's Emotional Intelligence In The Workplace Should Not Be Ignored.

A few days ago, I saw a EMBA learning case called "Asset Management Co without walls".

It's about how SEL, a financial service company in the United States, plays the role of team effectiveness.

The company, which has stagnated its performance, has tripled in just a few years.

The biggest feature of SEL's office is that there is no wall, like a huge honeycomb, with colorful cables on the ceiling and pulleys in tables and chairs.

There are no fixed seats for employees. They can be recruited freely within the company according to different projects, forming long-term or temporary small teams.

The company's atmosphere is relaxed and unfettered, giving full play to the enthusiasm of the staff.

It also reminds me of the enterprises that I have served, including the companies I am in.

The visible and invisible walls between departments and departments, between upper and lower levels, between employees and employees.

I saw nearly four thousand square meters without walls in a large Japanese company.

They are all card holders, and the office of the general manager is pparent.

Visible walls can be seen and easily removed.

But the invisible invisible walls in the office are hard to tear down.

In the course of training and research, the director of human resources of a company told me that their company had a serious "departmental wall".

This invisible wall is even worse for businesses already struggling to survive.

The consequences are mutual evasions, irresponsibility, mutual suspicion and incompatibility, and virtually invisible costs to enterprises.

The root of this phenomenon is the lack of mutual trust.

To push down the wall, I want to try the following ways.

First of all, we need to enhance the pparency of the company's information so that employees can feel secure and trust.

Do not discuss behind the scenes; establish mentoring system, do well in helping others, and integrate new and old staff as soon as possible.

You can also make more use of informal occasions such as lunch time, afternoon tea, relaxation, communication, harmony and trust.

At the same time, the company's top executives should not "hang up high". They should lay down their "grassroots" and convey their concern and trust to their subordinates.

There is a saying that "heart disease needs medicine".

The "heart disease" is not only the self protection mechanism of human beings, but also a common problem in our era, because the lack of integrity in the whole society makes people's trust ability lose.

How to rebuild trust requires a lot of medicine.

I know this strong medicine is able to adjust the mental model of enterprise team experiential training, in the process, I will use some NLP, practical psychology and other effective ways to get through the "trust, governor and two pulse" of employees' trust, so that members of the team can open their hearts and trust each other, and reach a consensus on the company's goals, push the invisible wall of the distrust by team strength, thus forming a trusted office culture, bringing benefits to the enterprises and enabling employees to belong.