What to do if the boss manages emotionally and the criticism of the subordinate is always personal?

With the flood of "selfish thoughts", the idea of self-esteem has long become a kind of social development normalization. The emotional instability of female leaders' management methods is the main manifestation of the objectivity of "self-respect". In today's society, there are more and more people with "me" as the core, and many people don't care about the teaching of "threesomes, words must be believed and deeds must be fruitful".

In response to this kind of social environment, many people choose to remain silent or hide. Think: insist on one's objective understanding of the object, respect for the facts is more important than slapping the horse, because this is misconduct in general, <>

Managers are said to be guided by the standard of "dealing with people". That is to say, when an employee makes a mistake in his or her work, the appropriate behavior of the manager should be to blame and give specific guidance to the employee for the employee's incorrect work, rather than verbally attacking the employee himself. Once the management personnel catch the employees themselves and do not let go, they have always contained their own color and insults, just like this female leader, then the management work is deviated, which is the main manifestation of low emotional intelligence.

Therefore, the best way for employees to respond strongly to such emotionally unstable managers who have deviated from management and contain their own colors is to respond forcefully, rather than blindly tolerate.

Due to the patience of the employees, they can only promote the arrogant and unreasonable management methods of the leaders, resulting in themselves being in a bad position. In this case, the accurate behavior should be to boldly go back. To deal with this kind of leader or friend, the first thing is to be calm, occasionally they just have to talk to the dialog, then listen to them, they say well, of course people will be sober.

In addition, in order to maintain a certain distance, you can help them in the trivial aspects of daily life, and you can do it in terms of work, as long as they don't let you dig holes, but you must keep a distance, because if you are too close, these people will also feel uncomfortable, and then suddenly they don't like you, then it will be troublesome.

The last point is that you don't have to worry too much, in fact, friends are all general associations, so sometimes female leaders don't care too much about it, they do have urgent things and don't think clearly about it. However, there is another point, if it is a long-term malicious slander, it is necessary to change the unit or leave the leader, because of such a thing, do not distinguish between leading boys and girls, and being around such people for a long time will cause everyone to be in a negative emotional environment, and people will easily become more and more unconfident and depressed, so this kind of leading cadres must leave.

If the boss is emotional, and the criticism of the subordinates is always personal, you don't have to mind too much at this time, just work hard, and generally don't have a head-on conflict with the leader.

I think I can mention this matter to the leader tactfully when he is in a good mood, and ask him to change this shortcoming.

Find a suitable opportunity to communicate well with your leader and tell the leader that his criticism method is very incorrect, and it is easy to make subordinates emotional, so that the leader will not criticize subordinates like this again.

Clause. First, the leader requires you to work overtime in the company not always full of negative emotions, because this will only lead to a decline in your confidence, and you will be particularly irritable and anxious when performing the task at hand, when you are very emotional, in fact, it is difficult to complete the work reasonably and perfectly, but will get very opposite results, causing you to become more and more negative in the process of the task.

Clause. Second, when the leader transfers you from the post, don't lose control of your emotions, most employees are actually very entangled in the company's work, because if you work for a long time, it may be difficult for your position to develop stably. On the contrary, there will be a lot of stumbling blocks on the road to growth, we have a good relationship with the leader, and sometimes we will lose such a stable job, but some leaders will transfer you from the post, in fact, it is also considering your future, and I hope you can pay time and energy to concentrate on work in the new position, so you must think about this point when you are performing the duties of the company, so as not to let you miss a good opportunity.

Clause. Third, the leader should not be emotionally out of control when criticizing you, some leaders are actually very strict in the company, they hope that every employee in the company should reflect their own value and advantages, but if the leader puts forward some unreasonable requirements for you, and you are emotionally out of control, you will find that the leader will take the initiative to criticize you, so that you can realize your ability in the company.

Disagree. It's not that the boss can't have emotions, but as a boss, the most basic thing to be able to quietly judge is to control your emotions, at least don't lose your temper in front of your subordinates, if you can't even control your temper, I personally feel that this person has no development potential. If this kind of person can also be a boss, either the company's structure is very small and has no development, or it is a family business, and Qichen has no development.

Clause. 1. Don't hurt your self-esteem when blaming employees.

In daily work, how to reasonably blame subordinates when they do wrong things can make them understand their own incorrectness and have a practical effect of encouragement. It is not necessary to blame for the sake of being better, but only to be guaranteed to blame for the sake of being better and stronger.

Self-esteem is a kind of psychological need that is normal and physically and mentally healthy, and it is generally placed very high in people's hearts, and the interests of the nation are violated. Employees can be blamed for making mistakes, but the moral bottom line of self-esteem cannot be touched. Hurting one's self-esteem can lead to ruin and a bad place to stand in the company.

When the face of the employee is thrown on the ground, it will inevitably cause resistance from the employee, and even obvious counterattack. Self-esteem plays a particularly important role in a person's development trend, and if you give your employees attention at the same time, they may be able to respond to you with excellent sales performance.

Clause. Second, it is necessary to fully grasp the reasons why employees make mistakes, there is no doubt about their advantages, and give them the necessary incentives and assistance.

Most of the employees in the workplace are motivated and want to perform the tasks assigned by the leader excellently. Every employee makes mistakes for different reasons, and for the work that has not been done well, it is necessary to distinguish what is meaningful and what is unreachable. In the case of work ability problems, it is necessary to give specific guidance rather than accusations, and to educate him to "seek help immediately" to prevent the problem from being postponed to the point where it cannot be saved.

For employees who make mistakes, it is necessary to communicate immediately and delicately, and find that the problem cannot defeat people with a stick, and give integrated accusations. It not only highly affirms its strengths, but also provides necessary incentives, and at the same time allows it to understand its own problems and provide assistance to its shortcomings. In that way, the staff union will impress the attention and understanding of the leaders, continue to enhance their confidence, improve their ability, and be able to better give back to the company with gratitude.

Clause. 3. Prevent accusations of "flammability".

It is possible to put pressure on subordinates by blaming, and it is necessary to reflect the standard of dealing with others, and there is no need to blame employees for "flammability" because of their poor mentality. Calmly talking about problems shows the high-quality level of the management personnel, and gives people a kind of careful consideration, bold and resourceful high and big brand image, which is more infectious. At the same time, it is easier for the accused employees to accept, reasonably understand the problems and correct the problems.

As a leader, you should criticize your subordinates by name, and you should not take into account his emotions, because once you speak tactfully, the other party may not take it seriously, and there is no way to establish the prestige of the leader.

When criticizing, in the end, you should call your subordinates to your office to criticize him, not in front of everyone, only in this way will he understand that it is not easy to lead, and will make him willing to accept and correct his mistakes.

Then it depends on reasoning, so that the employee is convinced, he will be able to accept your opinion, and there will be no emotion, which is also the art of leadership.

You can criticize him where there is no one else, and then praise his strengths after the criticism, so that he knows his shortcomings and strengths, so that employees can accept them and change their shortcomings.

As a leader criticizing subordinates, take a soft way to directly point out the mistakes of the other party, slowly correct them, and let the other party have an acceptance process.

It is necessary to let the other party understand that what he is doing is indeed wrong and worthy of guilt, so that he will not have the emotion to accept such criticism.

Many leaders criticize their subordinates for venting their emotions and will not help, and will only stimulate the revolt of employees.

You should directly say the mistakes made by the other person, and you should also tell the other person how to pay attention next time. Tell the other person about the consequences of doing so. In this way, the other party can accept it gladly.

Then you should, with reason, criticize first, and then tell him what to do, and don't be too motivating with words.

For the criticism of each subordinate, you should not only target one person, but criticize all of them, so that everyone will not feel that they are being targeted, so that they can accept their mistakes more peacefully.

You can be very tactful, very tactful to criticize him, don't tell him in a very strong attitude, if you are too strong, no one will like it.

They should be pointed out on a case-by-case basis, preferably in private, and given an opportunity to correct them.

Criticize subordinates as a leader. Praise him first, then ask the question, and she will accept it.

If you criticize your subordinates, it's okay, you can be whatever you want, because he can't change jobs.

First of all, criticism of leaders should be seriously accepted, and rebellious mentality should not be caused by severe criticism by leaders, which will affect work.

Secondly, you can find opportunities to communicate with the leader in private, reflect the opinions and emotions of the subordinates to the leader, and tactfully explain that this emotion may affect the normal development of the work.

Again, get your mindset right. The starting point of the criticism from the superiors is for the work, in fact, this is responsible for us, and I hope that there will be no mistakes in the work. Therefore, we must face criticism with a positive attitude, not confront each other face to face, and continue to complete the tasks assigned by the leadership.

If there is, it will be changed, and if it is not, it will be encouraged.

It is necessary to unite colleagues and encourage everyone to accept criticism with an open mind and complete the task together.

Problem solving: reflection + communication + determination. This question examines interpersonal and communication skills. The question setting is that the leader often criticizes his subordinates, treats the problem of criticism, and the routine of answering the question is: accept it with an open mind, communicate with the leader appropriately, and express his determination with a bad attitude.

The most important key factor in dealing with emotional people is to be calm and calm at all times.

How do you stay calm and cautious?

You need to have mental energy.

In real life, what do we do when we encounter wind and rain? In two cases, one is prepared, we will stay in the house and not go out, or go out with an umbrella. One is unprepared, so we will quickly find a shelter from the wind and rain, or buy an umbrella nearby.

Each of us has learned from an early age: one, it is useless to complain about the weather; Second, hurry up and protect yourself; Third, sooner or later, the storm will pass. Even if due to the wind and rain, the plane and train are delayed, natural and man-made disasters occur, and things are delayed, as long as we live safely, life will continue after the wind and rain, and we still have a future.

When getting along with emotional people, many times the principle of dealing with it is the same as when we encounter wind and rain. However, there is an implicit premise here, that you have to be able to do that. What would you do if you don't even have the strength to save yourself and no one can help you when the storm comes?

It's all out of control!

The same is true psychologically, if we want to do not complain and not be blown down by the wind and rain, we need to have psychological energy to resist the wind and rain. In this way, when we know that we can cope, when we know that we will not be hurt beyond our ability, we can settle down, and it is easy to be calm and calm and wait for the wind and rain.

How to get enough psychological energy, emotional people, often do not take into account the feelings of others, their words and deeds are very likely to hurt the people around them, intentionally or unintentionally, or bring a sense of depression to the people around them. Although theoretically we know that being angry or not being angry is our choice after interpretation, and we can also choose not to be angry and not to lose our temper, in practice our endurance is limited, and many times, we cannot do it without being hurt by emotional people. Because it is entirely possible for the other party to speak unscrupulously, trample on your personality, uncover your scars, and pour salt on your wounds.

1) Stay out of the way. Never get caught up in any specific accusations and incidents. Whatever the other person says, don't respond specifically, keep your distance, so you can see the whole picture.

Staying out of the way is not the same thing as being irresponsible. In order to take the responsibility of the bend, it is necessary to see clearly, and the bystanders are clear, and the principle has remained unchanged since ancient times.

2) Describe the other person. Describe the other person's state calmly like an outsider, "So intense, what happened?" "Does this further irritate the other side? Yes, so what?

3) Express confusion. No matter what the other person says, you are confused: you don't understand, you don't understand.

When people are angry and angry, they really can't understand. In this way, I force the other party to repeat, keep repeating, and if I repeat too much, I will lose my temper. Anyway, the other party pays more, you pay less, we can afford it.

Isn't it strange for those who don't know, it's hard to accept any accusations if you don't understand, isn't it?

4) Describe your status. You reacted so violently, my emotions fluctuated, I was so angry that I couldn't control it. But I also wondered, if you are so reasonable, do you have to express it in this way? Are you going to vent your frustration, or do you want me to do something?

These practices are not pretending to be confused, but restoring the truth. It's not easy. However, there is no such thing as a cost-free response, either to be scarred or to prepare early.

This responsive mindset is to take matters into account. I didn't know what it was, so I needed to figure it out. If the violence is provoked by the other party, it is the responsibility of the other party to make it clear. If you can't say clearly, of course, you can't react blindly.

The ideal way to respond is one that is neither overreacted nor underreacted. Appropriately, this measure is like a fried egg, if you don't practice much, you can't master the heat.