The employee leader said how to deal with the trouble

1. Don't refute it right away.

When the leader is angry, don't refute it directly immediately, know how to look at the leader's face, first endure the grievances, reflect seriously, analyze whether you are doing well, find out what causes the leader to be angry, and prepare for communicating with the leader later.

2. Don't make excuses.

When the leader is angry, it is the most unwise thing to justify yourself, especially when the leader is angry, this practice will undoubtedly add fuel to the fire, and will only make the leader more angry and worsen the relationship between you and the leader.

3. It is forbidden to speak sharply and attack the other party.

When the leader is angry and blamed, you must control your emotions, keep your sanity, and don't speak sharply or viciously. No one is perfect, no one is perfect, and some subordinates directly anger the leader and attack each other with words because they can't bear the criticism of the leader.

In the workplace, don't have a conflict with the leader and make an unpleasant scene, after all, the leader is the one who formulates KPIs for you, be careful that the leader suppresses you and gives you small shoes.

4. Avoid adding fuel to the fire and head-on conflict.

If you make a mistake at work and are criticized by the leader, don't clash head-on with the leader to avoid adding fuel to the fire and offending the leader. No matter what grievances and grievances you have, you must wait for the leader to dissipate your anger, and then communicate with the leader to resolve the previous contradictions between you and the leader.

5. Don't change the topic and intensify the conflict.

When communicating with the leader, you must do the right thing and not the right person, and don't make unreasonable troubles and change the topic, otherwise it will only intensify the contradiction and make the leader feel that you are a scheming person, which will affect your impression in the leader's heart.

6. Seek truth from facts and speak with facts.

When communicating, you should seek truth from facts, speak with facts, and don't be afraid of being punished and shirk responsibility, which will only make the leader feel that you are not responsible, and will only evade responsibility. On the contrary, if it is your responsibility and take the initiative, it will also leave a good impression of responsibility on the leader.

Give employees who are in a mood a holiday, which will be counted as a public holiday; The public holiday is not enough, and the work leave is handled.

If you can figure it out, go back to work; If you can't figure it out, wait for the expulsion.

If it affects the work, it will be punished, and the rest will be discussed.

Whether the other party is angry for a while, or is it always the sameFirst of all, our first reaction to the employee's emotional behavior is to walk away directly and deal with our emotions first, such as embarrassment, anger, anger, etc.

There must be a certain reason for the employee's emotion, first of all, as a leader, you must know why the employee is emotional, and if you know the reason, you can find a suitable way to solve it.

Employees are emotional, first of all, leaders should understand why employees are making decisions because of their emotions.

If an employee is in a state of flux, how to solve it as a leader? Could you please take this issue into account? Thank you for the question.

1.Keep the evidence and prepare for your resignation.

After a quarrel with the leader, if you are very sure that you will wear small shoes in the future, your career development will be hindered, and you have to resign, then it is recommended that you keep all kinds of emails, transcripts and other relevant certificates as soon as possible, in case of emergency.

Why? Because some companies and leaders without a bottom line, in order to "disgust" employees in the end, they will set up obstacles for you through various reasons, such as arrears of wages, no compensation, or no resignation certificate on the grounds of dismissal, which will affect your entry into the next job.

And retaining evidence does not mean that we want to take the initiative to "make trouble", but to take the initiative in our own hands, in case the company is not emotional, we also have enough evidence to support ourselves in the first time.

2.Take the initiative to communicate and admit mistakes, and ease the relationship with the leader.

In any case, arguing with a leader in the workplace is an irrational and emotionally uncontrollable behavior.

Regardless of whether it is right or wrong afterwards, as the parties concerned, we should reflect on it as soon as possible, in addition to "positive and tough", whether there is a better way to deal with it. If the quarrel is caused by your own "top" and emotional out-of-control, then you have to calm down and think about whether you are really wrong.

Especially if the job is not bad and I don't want to quit myself. After calming down, take the initiative to communicate with the leader, admit your mistakes, and try to ease the relationship. For most leaders, as long as you bow your head, you won't be too embarrassed afterwards.

3.Set a wait-and-see period while preparing yourself for the future.

Of course, once there are contradictions and quarrels with the leader, it is like a crack in the mirror, no matter how the surface is covered, the crack will still exist after all. If you've had an argument with a leader, if you're unsure if it will affect your future career, set a wait-and-see period to see if the leader has actually "retaliated."

In the meantime, you can also look for a home during this wait-and-see period and give yourself some way out, just in case.

All in all, people will inevitably encounter leaders who are not compatible with their own aura in the workplace, but no matter what kind of contradictions and conflicts there are, it is better to choose a calm way to solve the problem than to quarrel and then worry about their next way out.

After quarreling with the leader, many people feel that this is the end of it, and the leader must clean himself up.

Method 1: Let the leader see your attitude.

In this case, you must let go of the so-called face, and the first thing to do is that no matter who is right or wrong, you must muster up the courage to admit your mistakes to the leader and apologize in time, and seek the leader's understanding and tolerance. If it is a matter of leadership, as long as it does not involve issues of principle, it is not a shame to take more responsibility on oneself.

Practice 2: Communicate effectively.

Many people are very embarrassed when they meet again after a quarrel with the leader, and no one is embarrassed to speak, so as a subordinate, it is better to take the initiative, how to greet the leader, only if you take the initiative to say hello to the leader, the elimination of contradictions can slowly fade over time.

Method 3: To control the impact of efforts to work normally.

Remember, when you have a conflict with your boss, don't try to spread the word or feel justified in showing it to your colleagues. You must keep your mouth shut, you should report to the leader when you should report to the leader, and you should ask the leader to ask the leader, and you must not make your own claims.

Method 4: Ask someone to help mediate.

If you feel that it is a bit difficult or really embarrassed to solve it, then take a stupid approach and ask someone with prestige in the unit to help coordinate. Don't stress it whether you are justified or not, because your subordinates and leaders are quarrelling, and you are already wrong. If the reasons are still emphasized, it is useless to ask anyone to mediate between them.

People have different temperaments and temperaments, and it is difficult to say whether it is right or wrong to "not get along well", but one thing is very clear: he is a general, you are a soldier, and the relationship is between superiors and subordinates. Even if a general is incompetent, he is still a general, unless you want to change a general.

Otherwise, the first lesson to learn when you come out and mix is to obey orders. A soldier who doesn't want to be a general is not a good soldier, there is nothing wrong with that, but you must be a good soldier first, and then you can become a general.

Communication is a kind of ability, a tool, and a management mechanism. But communication must use channels, and communication cannot be carried out without channels.

Intel Corporation is a company that attaches great importance to the construction of communication channels, and its communication is carried out in three ways. The first is regular departmental meetings. Intel's business and functional departments hold regular meetings, and managers regularly communicate with all subordinates in a timely manner, listen to employees' suggestions and ideas, and communicate the company's policies and business decisions.

The second is the Global Employee Relations Survey. At Intel, an annual global employee relations survey is conducted every year, and Intel headquarters sends people to branches in various countries and regions around the world to investigate employee relations and communication. The third is opendoor - open communication.

Intel's Human Resources department has a dedicated Employee Relations Counselor with whom employees can meet in person. An employee relationship consultant conducts an independent investigation of what information is available to understand what employees are reporting and then notifies the relevant departments of the company, including the employee's manager, of the findings.

1) Grassroots investigations.

Enterprise leaders can communicate with grassroots employees and understand the ideological status of employees by regularly or irregularly going to the grassroots level to investigate and inspect the work; Through the form of discussion with employee representatives, listen to the opinions and suggestions of employees on the reform of the enterprise, and listen to the voices and wishes of employees.

b) Supervisor talks.

Business leaders communicate through a number of meetings, informal meetings and outreach activities, such as monthly business analysis meetings and weekly meeting arrangements, through which some major reforms and business conditions are uploaded and distributed.

c) Departmental talks.

Through the holding of some symposiums between various departments to inform each other of the situation and between departments through some activities to achieve the purpose of communication, enhance mutual understanding, understanding and support, and form a common direction and goal of efforts.

4) Regular meeting system.

Communication can be achieved through regular meetings of the department, conversations, assignments, etc.

5) Running internal newspapers and periodicals.

Through self-run newspapers or briefings, the business development of the grassroots or the ideological dynamics of employees are published in a timely manner, and the major decisions or important activities within the enterprise are transmitted to employees in a timely manner, so that the thoughts and actions of employees are highly consistent with the company.

1) Carry out a variety of cultural and sports activities.

By holding cultural performances that reflect the team spirit of the whole enterprise, such as "the enterprise is my home" art evening, tug-of-war, basketball, football games, etc., we build easy communication channels for leaders and employees.

2) It is necessary to carry out activities similar to the "face-to-face" corporate culture forum according to the actual situation of the enterprise.

3) Eat regularly to increase opportunities for contact and understanding during meals, and enhance feelings. At the same time, you can also plan some games to increase cooperation and shorten the distance.

How to deal with an employee's quarrel with the leader? It depends on what reason the employee quarrels with the leader? If he is unreasonable and unreasonable, then you can deduct money and punish him, or even let him resign.

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 spear 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 an old employee and care about the growth of the new employee.

New employees should respect the 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.

Employees who dare to make trouble with the leader are all strong!

1. The leadership is unfair, the newborn calf is not afraid of the tiger, and the argument is based on reason, relying on a youthful spirit.

2. Strong self-strength, just encountered unwarranted accusations from leaders, dare to make emotions, and have strength.

3. The background is hard, the leader can't take it, dare to make trouble, and be reliable.

4. Grumpy, not calm in trouble, dare to quarrel, rely on a short temper.

Personally, I think that you, as a leader, should first put your attitude right, that is, to listen to the two people about what happened without bias or reason, and then make the right judgment, of course, both people in this situation will be punished, after all, it is a conflict during working hours.

Personally, I think that as a leader, I must communicate well with this employee, and see what went wrong and caused them to have conflicts.

Leaders should reconcile the contradictions of their subordinates in a timely manner. Because there must be a reason for a conflict between subordinates, it is necessary to find such a reason.