Employees quarrel, how to deal with the leader, employees quarrel at work, how to deal with it?

As a leader, when you find that your subordinates are quarrelling, whether it is between old employees and new employees, or between employees you admire and other employees, at this time, you must immediately speak out to prevent the quarrel from going on. The time spent working is for work, not for fighting.

Be aware of the situation first. After all, they are all their own subordinates, and if they don't deal with it, they don't solve it, and let the contradictions between their subordinates continue, which is not conducive to the development of the whole team. As a leader, you can take time to understand the reasons for the conflict from other colleagues, and only after mastering some basic information can you deal with the relationship between the two parties.

Once you've understood the situation, the next step is to deal with the problem. As a leader, you should have a personal conversation, let the parties themselves describe the process of the incident first, and then their own shortcomings are in the **. If there is a conflict between the old employee and the new employee, when educating the old employee, it is necessary to educate the old employee to be like the old employee and care about the growth of the new employee.

New employees should respect old employees, so that everyone can make progress together and achieve better results.

In the collective meeting, a collective summary should be carried out, so that every subordinate can participate in this matter, talk about the impact of the quarrel, let everyone collectively discuss how to deal with it, let the two parties talk about their views on the incident, and how to deal with similar incidents in the future, and record the incident, and record the results, so as to form a system for everyone to implement.

As a leader, what should I do if the old employees quarrel in person? It's all about how to deal with employee quarrels.

Some netizens said: An old comrade in the unit went crazy on the spot in the leader's office, and then slammed the leader's door and left, if you were the leader, what would you do?

Frankly speaking, if I didn't consider my identity, I would definitely have to fight him on the spot! What about the old comrades, everything can still be unreasonable, who is afraid of whom?

But if I'm a leader, I have to be patient and take care of the big picture. But it doesn't mean that this matter will be admitted, the reason that should be explained, and the accounts that should be calculated must be calculated clearly. Otherwise, where is my authority?

Now, let's talk about this topic.

First, as a leader, first of all, you can't be rash.

As a leader, the most important thing is to be calm and never rash.

The old comrade dared to go crazy on the spot in the leadership office and slammed the door, which must have relied on his status in the unit. If you are like him, two people with a violent temper quarrel will only intensify the conflict, and it will definitely not help you control the situation.

Think about it, will no one hear such a frenzied behavior from other employees on the side? Maybe a bunch of people are waiting to see your good show, how do you deal with watching the leader?

You have to calm down and don't fall for him! Countering violence with violence will only show your rudeness and incompetence.

Employees will look down on you in their hearts, and feel that this leader has no better way to deal with such old employees, and the level is just the same as him.

What's more, if you, as a newly appointed leader, don't even have prestige, and the word of face-to-face quarrels spreads, it is estimated that you will not be able to sit firmly in this position.

Therefore, emotional management is the first step to your success, and only when you control your emotions can you have the ability to think about coping measures.

For such a rude old comrade, just smile at him, and there is no need to say anything.

2. Find out the background of this veteran comrade and seek appropriate ways to deal with contradictions.

The so-called knowing oneself and knowing that the other side can survive a hundred battles, and the old comrades dare to be mad with you face to face, and they must also have their confidence.

As a leader, we don't fight unprepared battles, you must first find out his background in the unit.

For example, when did the old comrades come, did it matter when they came, what was their prestige and status in the company, what was their ability to excel at, and what did they want to do with the leader this time, etc.

You'd better get to the bottom of this series of problems, especially for this incident, and the fuse and deep-seated reasons must be clarified.

Only by knowing by heart can you grasp the commanding heights of strategy.

So how do you understand these contexts?

First, I think it's best to seek support from other leaders who are older and you can trust, assuming that your boss has a higher leader. If an old comrade has a backer, you also have a bigger backer to be able to suppress him.

Second, you can talk to the human resources department of the unit, which has the most complete personnel information in an organization, such as the origin of veteran comrades, work performance, rewards and punishments, honors, etc.

Third, you can ask people who know the old comrades, but the main thing is that such people cannot be the henchmen of the old comrades, otherwise you won't be able to ask anything.

Third, the combination of grace and power to win the old comrades.

Emotional management is particularly important. Whenever an employee is promoted to middle management, my first piece of advice is always: learn to control your emotions first.

As an employee, I would be quite willful, with a sharp personality, and I would actively speak at meetings, and I would show my emotions when I was emotional. Several times when my supervisor was a little angry, my colleague kicked me at the bottom and told me to pay attention to the occasion.

Luckily, I met a gentle supervisor, and even if I was a little emotional, it didn't make much of a difference. At that time, I felt that people with strong abilities had some emotions, which was quite normal. This idea taught me a lot of lessons.

After doing management, I still maintain a sharp personality, I can't get used to the work performance of employees, I directly criticize and blame, sometimes emotionally, I don't care about any occasion, complaining, complaining, and losing my temper.

There was an incident in the next department, because of the poor performance, the department manager and several employees quarreled, thinking that the employee's execution was too poor, and the employees collectively thought that the manager's strategy was not in line with the market trend.

Later, there was a big trouble, and several core backbones resigned, taking away several important business projects. After the high-level accountability, the department manager was dismissed, and it is said that two backbones were recovered later.

Afterwards, the leader talked to me and asked me to pay attention to emotional problems, and I have already reported from my colleagues, because I am sometimes more emotional, the team atmosphere is more tense, and the employees are a little cautious in doing things, and they dare not communicate upward.

Later, an employee who had been with me for two years resigned, and reminded me before leaving: If you can, try to let your colleagues feel your emotions as little as possible, everyone will be afraid to communicate with you, and they will be nervous and estranged at work.

These two things had a big impact on me, reflecting on whether I was not qualified as a manager, and I began to take the initiative to learn emotional management.

Managerial emotions affect team atmosphere.

I saw a movie that told the story of an island where the local villagers wanted to cut down trees, and instead of cutting them down with knives, they could sit in a circle and constantly abuse the trees. Unexpectedly, a month later, the tree withered and fell to the ground on its own.

The story is a bit exaggerated, but we all know that language with negative emotions can really hurt people and affect the mood of others.

If you are scolded every day at work, even if you endure it for life, it will be difficult for you to get better at work, right?

Employees are often emotional, and will be said to have low emotional intelligence, but the impact is limited, as long as the supervisor intervenes, other colleagues ignore it, and basically can't make much waves.

As the leader of the team, if the manager often shows emotional words and deeds, the whole team will be affected, employees care about the attitude and evaluation of the leader, dare not easily refute the leader, can only endure, there is a gap in communication, and the team working atmosphere is negative.

Some managers are really strong, it's the personality of the management, or the means, that they are still able to manage their emotions very well, rather than being carried away by them.

People who are emotionally out of control are easily affected by the external environment and become emotionally unstable, make wrong decisions and inappropriate words and deeds, and often regret when they calm down.

Such a manager is fatal to every team and should be self-examined.

As a leader, lead by example in doing things first. Why are employees arguing with you, and you need to be clear about this. Under normal circumstances, employees will not scold their leaders for no reason, except for being treated unfairly in the workplace, there is resentment in their hearts, and they will only break out when they are squeezed to a certain extent.

Secondly: as a leader, you must have a standardized management system, and you can't change other people's opinions and ideas because of personal preferences. A good leader has a management problem, and as a leader, you need to wake up.

Finally: quarrels will only exacerbate the contradictions between the two sides, first of all, calm down and deal with the contradictions that arise in a timely manner. The apology should be apologetic, and the criticism should be criticized.

Going to work is to make money, making money requires teamwork, don't be lazy with yourself.

If it is a personal problem outside the company, help or not depending on the situation, depending on the personal feelings or whether someone asks for help. If it occurs within the company, it should be mediated fairly and impartially, and in addition to the statements of the parties, it is necessary to understand the content of the things described by witnesses and insiders, and make it clear that the conflict cannot affect the work and bear the consequences. In the case of damage to the unit, the punishment shall be given, and the contract shall be terminated in accordance with the terms of the labor contract if it is serious.

As a leader, we cannot retreat from this situation that requires Liwei, and if we hesitate, I am afraid that it will be difficult to convince the public in the future, and we must not be hasty and mixed with personal feelings, and we must seek truth from facts.

Should be generous, after all, you are the leader, the measure should be large, do not fry with employees, because the benefits of the enterprise are good or bad, employees are needed to create, this is the first, second, because you are a leader, you must stand in a higher position than others to look at things to solve problems, to have quality and patience, so that employees can better create benefits for the enterprise, therefore, employees quarrel with leaders, to have their own quality, not to see with employees in general, is the key to the development of a good enterprise.

In fact, it depends on your management style:1If you're an engaged leader:

It doesn't matter if you quarrel, you can first let him calm down his emotions first, and we can communicate together if there is a point of view, as long as it is beneficial to the team and the company, good ideas are adopted 2If you are a commanding leader: you need the leadership authority that you said upstairs is the hierarchical authority.

Of course, it's not good to go directly to him and say that it's not good to quarrel with the leader or something; You can cool him down; You can remind him sideways; The other side will understand.

As a leader, if you encounter such an employee, of course, you should figure out the problem, why do employees quarrel with you, if it is really a problem of their own work, so that employees feel unreasonable, we must carry out work reflection, and if there is a mistake, we must make employees satisfied, which is conducive to the development of work, but if it is an employee who is vexatious, it must be dealt with according to the company's regulations, so as to convince people to be severely punished.

Hello. In the workplace, employees may be capricious, but leaders still have to have a leadership pattern. In the workplace, we must not bring emotions into problem solving, if there is a problem, we deal with it.

If it's me, the employee has emotions, I will give the other party space and time to vent, and after the other party calms down, I will call the employee again, sit together, and communicate how to solve it. The interpretation of the interpretation, the hearing of the opinion.

Of course he will be fired. Employees and leaders belong to the position of being directed and directed. It is possible to communicate, but the quarrel between employees shows that the company system is not taken into account.

As a leader, even if employees quarrel with you, I won't. I will be more rational when I quarrel with him, and he will persuade him very well, try to communicate with him, if there is any problem that can be solved, there is no need to quarrel to solve it.

The principle followed by the enterprise in recruiting talents: "Virtue and talent are exceptionally reused, virtue and talent are cultivated to block the dust, no virtue and talent are limited to use, and no virtue and no talent are resolutely not used", and the cultural training of the enterprise before the talent enters the company - unity, pragmatism, innovation, and refinement convey the spirit of enterprise and the execution of performance management. The performance management of an enterprise can help the enterprise improve management efficiency, improve the management level of managers, and promote the development of enterprise management to a high level and high efficiency in the continuous improvement.

In response to the case of "employees quarreling at work": for example, grinding Peiguo is non-violent communication, and the technical ones have expressed their opinions, and the enterprise should affirmatively recognize the positive energy development of employees when the "motivating factors" drive the development of employees' positive energy, but it should pay attention to ways and methods; If it is violent and simple communication quarrels may bring harm, it is recommended to persuade and educate to convince people to manage employees in a reasonable and satisfactory manner, and the quarrel effect may bring about the development of people's hearts and minds among employees to corporate loyalty.

Employees quarrel at work, no matter what the reason, first transfer from their posts, call to the office alone, and then deal with the situation after understanding.

When employees quarrel at work, they immediately stop and call them to the office or outside to mediate privately, after all, the impact of going to work is not good.