Thinking about workplace jokes

At work, there are always some people who are "prickly". Their labels are: old age, bad temper, unwilling to do things, love to put on airs. They always think that they are old and can't stand any grievances and the loss of their own interests. So under normal circumstances, leaders will not provoke these "thorns." What can make these people angry on the spot is mostly that the leaders have reformed or strengthened the management of the unit and "moved their cheese".

A year and a half ago, an example happened in a small official's unit. A section chief who is about to retire and retire to the second line, because he is dissatisfied with the work arrangement and rank promotion, went to the main leadership office to strike a table. The whole unit and even the aunt who swept the floor understood the situation that day, and the little official still remembers it vividly in retrospect. The leadership's handling can be called "textbook" style: one forbearance, two coaxes and three liquidations!

Hold on. The main leaders of non-commissioned officers' units have just been transferred from the post of chief officer of a county to our unit as the top leader, and have also had the experience of being deputy leaders in municipal units, with rich work experience and strong ability.

After he came to our unit, he was bent on changing his original work style, with low work efficiency and low staff morale. So after half a year of familiarity and investigation, he shuffled all departments. If the rotation is adjusted to a non-leadership position and meets the conditions for job transfer, it will be promoted according to the principle of high and low, and then retired to the second line.

The old man retired in three or four years. He used to be the head of a department for more than five years. This time, he was transferred to a non-leadership position, and the second-level chief clerk was also assigned to the office. Lao Qin thinks that he has been a department leader for many years and should be a first-level supervisor. Moreover, because of the complexity of office work, he is not satisfied with arranging to work in the office. So I ran to the main leadership office and got angry, from shouting at the beginning to slapping the leadership table, and finally slamming the door.

In the whole process, the leaders are serious, calm, humble, calm, well-founded, policy-oriented, and carefully recorded in the notebook. In the face of Lao Qin's roar, anger and striking the table, the leader held back his temper and held his voice, without any angry response. Old tain couldn't find a bargain and couldn't grasp the handle, so he finally had to slam the door.

Two coax. After the incident, the leaders estimated that after careful consideration, they took a series of measures, with the focus on the word "coax".

First of all, the next day, I instructed the leaders in charge to talk to Lao Qin, understand his family situation, ease his bad mood, tell him the future development plan of his unit, and strive for Lao Qin's support for this post adjustment.

Secondly, at the meeting of all cadres and workers a few days later, I praised Lao Qin's achievements and personal dedication in recent years and gave him a top hat. Everyone thinks that the leader is really good-natured and generous, but he is a little embarrassed.

Then, when the leaders went to the lower counties and grass-roots units for several times in a row to investigate and inspect the work, they specifically pointed out that Lao Qin was required to accompany him, so that Lao Qin felt that he was valued and his work was motivated.

Finally, after such a round of persuasion and praise, the leader specially invited Lao Qin to his office and took the initiative to talk to Lao Qin about his work, with the focus on this post adjustment. After more than a month's experience, Lao Qin realized his recklessness, accepted the adjustment and apologized to the leader.

3. liquidation. On the whole, it is quite perfect that things can be handled to this point. But the fact is that a competent leader will never stop at calming the incident and appeasing the parties.

Three months later, the leaders began to liquidate, not only for Lao Qin, but also for all the old comrades who were transferred to non-leadership positions in the unit and all the employees who were usually "thorny".

The leaders learned that most of these "Tartars" are emotional, but they just don't express themselves rashly like Lao Tan. Not active at work, complaining everywhere, watching jokes from leaders. The leaders called the performance of these people "unhealthy tendencies". In order to rectify this unhealthy trend, the leaders seized an opportunity to let Lao Qin write a review and read it out at the staff meeting.

At the regular work meeting for a period of time, the leaders directly criticized the work style of these people following the example of old Qin Wei several times, which played a deterrent role. Then let the leaders in charge define the specific tasks of each staff member in writing, and formulate strict institutional work system and performance appraisal system.

For a time, not only the old comrades themselves were afraid, but even the "Tartars" were silent, and even the young cadres were nervous, which changed the work style of the whole unit and promoted the work efficiency, and the whole unit's mental outlook was completely new.

Colleagues analyzed afterwards-this final "liquidation" may be a "bitter plan" negotiated by the leaders and Lao Qin. However, this is a good play. It is precisely because of the leader's tolerance and superb leadership art that the incident of "subordinates striking the table in the leadership office" has become the starting point for rectifying the work style of the unit and the opportunity for leading and governing the unit and has achieved good results.