Managerial relationship management

Managerial relationship management

Emotional interaction: Motivation for the continuous growth of the enterprise Today’s enterprises should treat your employees in a new way, treat each employee as a talent with unlimited potential, and treat customers as individuals with complex emotions.

Not only do they need your products and services, they also want to build emotional relationships with them.

  It turns out that teams of emotionally engaged employees often achieve outstanding results.

Moreover, when customers feel that their employees treat them with enthusiasm and sincerity, they will certainly respond with the same emotions.

This emotional attraction and emotional interaction between employees and customers will become a factor for the continued growth of the company.

  No one is perfect, anyone has advantages and disadvantages.

Accompanied by the futility of rectifying the shortcomings of employees, it is better to discover and make good use of their advantages.

Research shows that humans usually have 24 types of emotional talents, which are manifested through human thinking, feelings and behaviors.

Categorizing these talents can help managers better understand employees and make the most of their strengths.

For example, there are “communicators” who are good at expressing any boring topics clearly and interestingly; there are “harmonics” who can predict conflicts and are good at resolving disputes; there are “competitors” who are always used to comparing with others;Trusted “leaders”; there are also employees who can understand others and only have “transposition” thinking.

  More and more managers value and understand that the talents of employees are the key to improving employee performance.

A senior talent has more than one talent, for example: the customer representative must have at least the talent of “communication” and “transposition” thinking.

  The best way to understand that a position should have a certain talent is to look closely at the high performers: first, discover the reason for its high enthusiasm, closely observe how he builds relationships, and then pay attention to their impact on others (high performers usually canMotivate others to perform better), and finally ask them how to handle information and how to form relevant opinions about the work.

  Emotional input: A good institutional environment is needed to make the corporate structure more and more consistent. The high performance of an enterprise is mainly due to the spontaneous initiative of employees.

Therefore, the most important responsibility of a manager should be to help employees realize their talent potential, set up emotional interference between employees and work teams, employees and customers, and employees and the enterprise.

Managers should be “emotional engineers”, become the motivation to motivate leading employees to invest in emotions, and closely observe their effectiveness.

Here are 12

effective ways to promote employee emotional intervention: 1.

Clearly define how each employee achieves results, rather than defining what to do at each step.

  2.

2.

Provide employees with the information and tools they need and assist them with the skills and knowledge they need.

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3.

Knowing that each position requires a certain level of talent to be competent, the main basis for selecting talents is not experience or intelligence, but talents that are suitable for the position.

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Compliment employees in a timely manner and know their praiseworthy achievements or performance.

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5,

We sincerely believe in the growth and success of our employees and are not afraid of them surpassing themselves.

When someone is found unsuitable to stay in the company, it is also for the sake of long-term development that they have the courage to persuade them to find another job.

  6.

6.

Help each employee distinguish between “innate talent” and “learned skills and knowledge.”

Help them grow their strengths in their field and provide opportunities to try new positions.

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7.

Listen to the voices and opinions of employees.
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8.
Clarify your company’s mission, vision or core values.

Help employees find links between their assessments and company assessments.

Some employees are keen to compete, some employees agree on the value of service, and some employees need skills . The manager’s responsibility is to understand the values of each employee and to associate the role played by the employee with the company’s purpose.

  9.

9.

Clarify the definition of “quality”.

To ensure that all employees pursue the quality of customer satisfaction, and everyone is committed to achieving quality requirements.

  10.

10.

When employees work together and work together without worries, it is easiest to achieve results.

Therefore, managers should be committed to creating a working environment conducive to promoting employee friendship.

  11.

11.

Regularly evaluate achievements or career development with employees.

Require employees to record their progress and achievements in all aspects.

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12
You should understand the different views of different employees on learning.

Some people want to learn knowledge through training courses, some people think promotion and increased responsibility are learning opportunities and so on.

  Emotional management: motivating non-recruitment According to more than 40 research surveys by Gallup, employees can be assigned to employees, non-hired employees and very non-recruited employees.

In most companies, nearly 75% of employees are unemployed.

How to distinguish and effectively manage these three types of employees?

  First, the characteristics of hiring employees use their talents to continuously demonstrate high performance every day; have spontaneous innovation ability and the pursuit of efficiency; know how to actively establish a cooperative and supportive relationship; be aware of the results they should achieve; have feelings for the work;The goal is challenge; full of energy and enthusiasm; actively looking for or creating more jobs, never doing nothing, expanding your hard work, and having a vision for the future; making full use of work and seriously playing your own role.

  For such employees, the role of managers should be: continuously provide opinions and feedback so that they know how to use their strengths; remove obstacles for them to make full use of; thus their success and development, and build dependence on the companyProvide anticipated and challenging work for the strengths of employees; let them draw up the results they should achieve, give them recommendations for implementing strategies, and indicate the progress that should be achieved at each stage.

  Second, the characteristics of not employing employees can only meet the basic requirements; there are doubts or lack of confidence in the heart; unwillingness to meet challenges and high risk; lack of sense of accomplishment; not actively investing in their own roles;Potential views.

  For such employees, the role of the manager should be: clear requirements and performance indicators for each role; let employees assume a new role more suitable for their talents; evaluation should only focus on performance, not individual.

  Third, the characteristics of very non-recruiting employees have adopted a resistive attitude from the beginning; cannot be depended on; have the idea of “being alone”; have no ability to turn problems into solutions;The character lacks spending; is very isolated; does not speak frankly but expresses frustration openly or privately, blocking and dissatisfaction.

  For such employees, the role of managers should be: early detection of problems and discussions about how to solve the problem; use direct and frank language to avoid ambiguity; help employees understand the problemExcellent; honestly face their own problems, employees, examine whether the position is in line with his talents and find a suitable role; discuss more about the goals that should be achieved rather than steps and methods, give employees the freedom to play, and easily build a sense of trust.
  As a manager, if you know how to understand, appreciate, and use the different talents of different employees to transform your strong recognition of the company, work team, and role roles, the problem of talent shortage and brain drain can be solved.