What if you disagree with the leader in the workplace?

As we all know, it is very important to establish a good relationship with leaders in the workplace, especially in daily work, and it must be highly consistent with the views of leaders. In real life, such a situation is often difficult to achieve. Because as employees, we have our own ideas, opinions, plans or work requirements. Leaders are more concerned about the company, so there are often great differences in their work and even problems in communication. So, what should we do when we disagree with the leaders? Five high emotional intelligence coping styles, so that you can avoid falling into the pit.

First, the use of resources.

Everyone has their own unique personality, and their understanding of things will be different, so it is inevitable that they will have differences with leaders in their work.

However, when these differences arise, we can't always endure and avoid them, but we should actively communicate and coordinate with leaders. If the coordination is inconsistent, then you should learn to use the resources around you.

These resources can be people, things or technology. The most important thing is to use these resources to realize their own and leaders' views.

Second, acquire * * * knowledge.

In the workplace, when you disagree with the leader, don't just fight for right and wrong, but try to be consistent with the leader in opinions and ideas. In fact, what we can do at ordinary times is linked to the interests of leaders. We finish the work, the leader rewards us, and the leader rewards the company. Therefore, in the case of disagreement with the leader, it is important to reach an understanding with the leader and achieve the goal of being consistent with the leader. This is the meaning of the work.

Third, change the angle.

When we disagree with the leader, we can actually try to solve the problem from other angles, such as the leadership of the leader. As long as you have the ability to convince him of your point of view, then your direct leader will no longer have differences with you, and even if there is, it will not be very personal to you.

Fourth, produce results or actual evidence to give leaders the opportunity to make new decisions.

When you put forward plan A, but the leader asks you to implement plan B, the article suggests that there is no need to persuade him in a hurry at this time. If circumstances permit, do both plans. The degree of completion of the two schemes should be basically the same. You can add a little analysis to the scheme you want to do. When reporting to the leader, you can explain to him that you have completed the scheme he wants, and you have done more other analysis and found that Scheme A is more feasible and beneficial. Give the leader a chance to make new decisions with actual comparison.

When criticized, you can adopt the strategy of "agree first, bear the pressure first".

Sometimes, leaders will make mistakes in some data or facts and blame you wrongly. At this time, there is no need to refute, first agree with his statement, and then find good data and evidence to confirm the facts. To do this is to solve the problem first, and then let time and evidence clarify yourself.