Twelve Rules For Supervisors To Get Along With People

There is no doubt that profound knowledge and continuous innovation are the foundation of success.

However, to turn a concept into a result and to leave others' cooperation, no one, no matter great or mortal, can not be realized.

Whether you cooperate with others is enjoyable and effective depends entirely on your ability to get along with others.

The following guidelines are the sum of your life.

A few years ago, I learned a belief from Laurence that it became an enlightenment in my interpersonal relationship.

He said that there was an invisible chest card on every neck, which said, "let me feel important".

This sentence reveals the key to getting along with others.

It means that each of us demands recognition.

We have emotions, we want to be loved, loved and respected.

Ask others not to regard us as automata.

Being a person has our own ambitions, aspirations, ideals and sensitivities.

Your subordinates will say, "I am not as authoritative as you are, not earning you so much money, not having such a big house and high education as you, but like you, we are human beings.

I have family.

When I was upset with my children, I felt sad and unable to concentrate on my work.

When the children won the scholarship, I was proud to shout on the roof.

Even big bosses are human.

He just returned from playing golf and hit his first eighty strokes in his life.

He wanted to show off his physique to his subordinates.

The best way to give intimacy is by name, especially to those who do not have a job with you.

In the post office, a "good morning, Sally" (with a smile) will shorten the distance between you.

In the office, when someone is seated, someone will say, "Sally went home and told her husband," believe it or not, our vice president of the engineering department even knew me.

He called my name.

I'm just a little guy in the technical center of two hundred and fifty people! "

Visiting the scene is a good way to manage efficiently.

First, I know who is working.

I asked them for advice, and they proudly described their work and showed their skills.

I learned a lot of things that I can't learn in the office all day.

In addition, it provides me with an opportunity to learn something useful, even outside work.

I know their hobbies, families, their problems and long-term plans.

On the contrary, I also told them about these things.

It is important that I get acquainted with people other than offices.

I like them.

We develop mutual respect and understanding.

People like to do things for the people they like.

Tolerance is tolerance of our disagreement.

For example, your assistant drew up a timetable to redesign suspended parts to overcome fatigue damage. He is working with the material lab, the process department and the bench test department to get the results.

But, you know, finding process department is useless at all.

In the past, they would only propose and not solve the problem.

Even so, do you keep calm before you blame him, and ask him to come up with an experimental final design?

To achieve real tolerance is to work with colleagues in some way.

"One Minute Manager" is a simple explanation of this way.

It requires all people to set their own work goals, that is, everyone is actively involved in the process of making their goals.

Once implemented, people need to know what to do and how to do it.

If the execution is not good, such as procrastination or neglect, you should point out to the responsible person in time.

You must not drag it away.

One minute is a very important part of praise.

If you work well, your boss will not praise you, what will happen?

You will think, "why do I work so hard?

No one cares about my work.

How creative and outstanding I am, and Toni, the smelly hand, earned as much money as I did.

Regular commendation is an excellent source of power and stimulants.

This is especially true when praise shows the understanding of success.

I think there are two ways to communicate and understand with my boss, colleagues and subordinates.

1. admit mistakes

2. openly criticize oneself

Once a mistake is made, admit it immediately.

My former boss said to me, "if you make a mistake, if you want to go to the scaffold and let people behead when necessary, you will usually understand."

Besides, humor and self mockery are helpful.

It shows that you are an individual, an ordinary person, not an old man.

A sense of humor can often help you get rid of embarrassing situations and turn things into friendship.

I often hear people talk about bosses and companies: "I have to deal with things I don't want to do.

Why do we have to work for that nasty foreman?

The boss doesn't know me at all and trust me.

My creed is that my work will always satisfy my boss.

In my career, I have found that, as far as I can keep on giving, instead of seeking immediate rewards, I will get something more important than reward, which is trust.

I set my collective goals as my goals and understand them better.

(if the boss's objectives do not agree with mine, I will not stay behind.

Perhaps I am one of those who spur on self satisfaction.

I believe that the boss has done for me in this respect, and I have done it for others in my terms of reference.

This is another popular theory of improving human nature.

When we train people in a certain way, we actually open doors of opportunity for them in a larger scope to develop their abilities, skills, qualifications and wisdom that they have not yet utilized.

You make it possible for people to pcend themselves.

You give people a task. When he is finished, he uses new discoveries, so that you can help him develop himself.

You share the fun with him.

Conversely, it has also enhanced self-confidence, so as to meet greater challenges in the future.

If he falls, you can guide him, so that he can get up again and encourage him to overcome his fear of the second failure.

I insist that it is not to adopt child care to train them.

Let them learn to swim in the big waves and enhance their self-confidence in achieving continuous success.

As a boss, no matter how smart and creative it is, it can not be as comprehensive as six, twelve or twenty assistants, and collective wisdom is inexhaustible.

Instilling sense of possession to each participant when formulating a plan.

Moreover, a competent leader must adapt himself to a dynamic collective, not to suppress it, nor to buy your personal account collectively.

In my work, I think I am generally tolerant and understanding.

I can understand mistakes made by carelessness.

(at least I think so) at home, not with my wife or children.

Why can we treat others?

Look at it, but can't be tolerant to those who love deeply?

A few years ago, I found the reason.

I idolized the people I loved.

I ask them to be perfect, not absolute but not acceptable.

It took me a long time to realize that my family members, like everyone else, are ordinary people. They can't always be perfect or sub perfect.

I set a standard for them that I couldn't get to everything myself.

I wonder if you have noticed. When we communicate with others, if we always say, we can not learn anything.

Only when we listen creatively can we learn.

Therefore, let others say, give people the opportunity to express themselves, and listen to their opinions, sadness and emotions.

There is a saying that "suspicion makes you and I become a donkey."

However, we often infer other people's reactions and behaviors.

We often think that things are invariable and human beings are invariable.

Sometimes, we simply can not see that subtle changes have taken place in the past, and these changes may prompt people to adopt different ways of behavior.

To illustrate this point, I use my usual examples.

Phil's lawnmower broke down. He just wanted to use it last Sunday.

He wants to borrow it from his neighbor, Jimmy.

On the way, Phil remembered such a thing.

"Last spring, I borrowed a tree scissors from Jimmy. He said that the scissors were to be worn and worn out.

But on the second day, I saw him using the scissors to mend the trees.

In January, when I borrowed the road cleaner from him, he sent me the same way.

Why should this neighbour find him? "

Phil went to Jimmy's house and knocked on the door.

When Jimmy opened the door, Phil shouted, "Jimmy, keep your broken art."

You just asked me to take away the lawnmower, and I didn't want it. "

I did such a stupid thing at home and in the office.

Perhaps any of you has done it.

In short, I think there are twelve criteria for getting along with people. I am not applying the norms of these norms.

But I remember it and learn to apply it.

Strange to say, it worked very well.

Getting along well with others is not the most important quality in life, and it is not too late to start from now.

Without the harmonious relationship with others, even knowledge, wisdom and wealth are meaningless.