The Golden Opportunity For Communication Begins With Complaints.

When employees resigned, they passed

Dissatisfaction with the current situation of enterprise management is the golden opportunity. Good managers should learn the golden rule of management from the dissatisfaction of employees.

Let employees speak their grievances.

When employees leave their jobs, they can only tell the truth of their problems. Enterprises should establish a relaxed atmosphere so that employees dare to speak out their opinions.

Competent managers should also rely on the wisdom of others. In some ways, subordinates may have more experience than their superiors. If they do not attach importance to their proposals, they will not only make managers fail in decision-making, but also frustrate their enthusiasm. Therefore, a good faith relationship between managers and subordinates should be established, and this relationship will help subordinates to work with a sense of responsibility instead of passively obeying them.

The world's richest man, Microsoft Corp chairman and chief software designer Bill Gate encouraged his employees to speak freely and put forward their criticisms, proposals or proposals without reservations about the development of the company, the existing problems and even the shortcomings of their superiors. He said: "if everyone can make suggestions, everyone will be concerned about the company and the company will have a future." Konosuke Matsushita, the former general manager of Panasonic company, called the "God of management", has a mantra: "let employees speak their grievances." his practice has made the management more joyful and less annoying; interpersonal relationships have been more harmonious and less contradictory; between the upper and lower levels, there has been less estrangement; more understanding and less confrontation between the company and the staff. Leaders of internationally renowned enterprises are mostly managers who follow their advice.

Improving management from complaining

There are mainly four kinds of complaints from employees: the first is pay; second is the work environment. Third is the relationship between colleagues. So how should leaders and managers handle and deal with complaints promptly? First of all, be willing to accept complaints.

Complaining is nothing more than giving vent to a complaint and complaining about the needs of the audience. These listeners are often the most trusted parts of the complainant. As long as he gives vent to complaints in front of you, your work has been completed by half, because you have succeeded in gaining his trust. Secondly, try to understand the causes of complaints. Third, we should pay attention to equal communication. In fact, 80% of complaints are for small things, or for unfair injustice.

Such complaints can be solved through equality with the complainants. First, calm them down to prevent the spread of complaints, and then take effective measures to solve the problems. Finally, deal with decisions. Generally speaking, 80% of complaints are caused by management confusion, and complaints caused by personal negligence of employees are only 20%.. Therefore, standardizing work procedures, defining job responsibilities and improving rules and regulations are important measures to deal with complaints; in standardizing management system, we should adopt a democratic, fair and open principle, so that employees can participate in discussions and jointly formulate various management standards, so as to ensure the impartiality of management and win the hearts of the people.

Advocating benign conflicts

Managers should vigorously advocate benign conflicts in enterprises, introduce benign conflict mechanism, and give strong rewards to individuals who dare to challenge the situation, initiate new ideas, offer different views and make original thinking, such as promotion, salary increase or other means. The benign conflict is quite valued in the newly established values of GE company. The company often arranges employees to have dialogue with top leaders of the company. Welch himself often participates in such face-to-face communication and debates with employees.

Through sincere communication, we can directly lead to a benign conflict with employees so as to make decisions for improving the management of enterprises. We should pay special attention to using informal communication to stimulate benign conflicts when communication is used to stimulate conflicts.

Akio Morita is in the informal conflict with the staff to stimulate a benign conflict, such as in a dinner with the lower and middle managers found a young man is not calm, so he encouraged him to say what he said, after a few drinks, the young man complained about many problems in the company's human resources management, Akio Morita immediately after listening to the corresponding reforms in the enterprise, so that the human resources management of enterprises into a benign track.