Employee counseling and motivation after reading, how to effectively coach and motivate subordinates

I have to write my own experience, and there is no format for my experience, so I can write what I experience. If you can't write anything, you haven't learned home yet, so keep learning. What others write is someone else's experience.

Back then, in order to write and read "The Legend of Double Dragons of the Tang Dynasty", I read this book more than 20 times. Only then did I write my experience a little like that.

Hello, the purpose of counseling is to "guide others to become aware of problems and find solutions and actions to solve them", but everyone has a different personality, and there is absolutely no "one trick and one trick" method in counseling.

Next, let's share how to coach subordinates with different personalities.

Like to persuade others, positive, action-oriented, like to take the lead, act decisively.

The best way to ask a subordinate with such characteristics is to ask good questions to guide him to think for himself and give him a sense of control, such as: "What do you think should be done?" "How are you going to change?" "How long does it take?" "Wait.

This type of person will consider all aspects before committing, and it is easy to fall into the situation of an analytical freak, relying on logic and paying attention to details when making decisions, and it is easy to ignore the big picture.

Therefore, when coaching them, whether it is a performance problem or a behavioural issue, you need to prepare enough facts and figures.

This type of person relies on feelings and initial impressions, makes decisions based on limited information, is sensitive to the feelings and opinions of others, and fluctuates.

So, you can ask them to collect facts and figures on their own before counselling.

The actions of this type of person are characterized by reluctance to take risks, cautiousness, obsessing with the problems that change will bring, finding supporting evidence before being persuaded, acting slowly, and not easily accepting change.

You need to understand that they need more time to adapt to the change. To put it this way: "I understand that it is very difficult to break habits that I have been doing for many years, and it does take time. ”

This type of person is very focused on interpersonal relationships, pays attention to the feelings of others, is open, kind, and easy to work with.

Counseling them is relatively simple, you just need to thank them for their support and contributions in the process, and share your feelings moderately to win their support.

Mentoring them requires a strong skill in collecting feedback from others on their own, or using questionnaires to collect them anonymously.

This kind of person is happy, angry, sad and happy, and in the face of pressure, it is easy to be emotional, moody, and unreasonable when emotions come.

When the other person is in a mood during the discussion, you can take a break and talk back to it later or another day. end

1. Help subordinates set up appropriate career plans, clarify goals and specific practices; 2. In view of the weak current and shortcomings of subordinates, strengthen counseling to help him improve; 3. Give timely affirmation and encouragement to subordinates when they make progress, and actively strive for salary increases or promotions for subordinates.

Counseling and Motivation Skills for Excellent Managers" has a book version and a ** version, using vivid typical examples and humorous language to help managers create their own coaching and motivation models, so that they can become better and more comprehensive enterprise management talents. Many managers may know how to lead their employees, but they ignore that managers also have the responsibility to coach and motivate employees. So, how should you go to counsel 327 and how to master the skills of counseling employees?

What should be the motivation for employees?

1. "Lead a good team and use good people: 9 rules of execution for middle-level managers".

This book focuses on the problems that managers often encounter in their work, including establishing team members' awareness of rules, effective communication, effective authorization, and effective rewards and punishments. With the help of cases of well-known enterprises at home and abroad and the knowledge of integrated psychology, this book interprets the treatment methods of various management problems in simple terms.

2. Counseling and Motivation Skills for Excellent Managers

2009.04 Peking University Press published a book, the author is Yu Shiwei. This book mainly introduces the skills of managers to motivate and coach employees.

3. Enterprise Performance and Incentive Mechanism: A Strategic Perspective

This book introduces the basic concepts of incentives and incentive mechanisms, the causes of incentive problems in modern enterprises, the main incentive theories and various incentive methods, and studies and introduces the issues of enterprise performance appraisal, salary management, annuity benefits, employee stock ownership, options and non-material incentives.

4. Incentive Mechanism for High-level Professional and Technical Talents: Policies and Cases

On the basis of the original topic, the analysis and research on the incentive policies and practices of local, enterprises and institutions have been added, especially the case study of the technological innovation incentive mechanism of a large state-owned technical service enterprise has lasted for nearly a year, which is of great help to the in-depth empirical research of "Incentive Mechanism for High-level Professional and Technical Talents: Policies and Cases".

Incentive Mechanism for High-level Professional and Technical Talents: Policies and Cases" also added a stakeholder analysis part, and analyzed the stakeholder relationship and functional positioning of the incentive mechanism for high-level professional and technical talents.

Incentive Mechanism for High-level Professional and Technical Talents: Policies and Cases" also supplements some enterprises and institutions, typical individual cases and questionnaires, hoping to give readers more inspiration in theory and practice.

5. Human Relations

Human Relations is a book written by Zeng Shiqiang and Yang Dan and published by Wuhan University Press. The unique feature of human relations is the basic thesis of human nature, simply put, they consider employees to be "social beings".

This assumption holds that people not only have economic and material needs to be satisfied, but more importantly people have social and psychological needs that need to be satisfied.

It is precisely on the basis of this understanding of human nature that the theory of interpersonal relations holds that in order to mobilize the enthusiasm of workers, the social and psychological needs of workers should be satisfied. The theory of interpersonal relations has completely changed the course of the development of management theory and has now become a specialized discipline.

External incentives mainly refer to monetization and materialization; Internal incentives mainly include paid holidays, honorary rewards and other spiritual means; Short-term incentives mainly include salary, bonuses, allowances, etc.; Futures incentives mainly include ** and option insurance.