Yan: What should I do if my subordinates are in a bad state? The classic way of asking questions when talking with subordinates.

This is a daily lesson.

When you are doing team management, there is a situation that you must be very upset. This subordinate is obviously very capable, but he always can't make a result that matches him.

So it's not about ability. What is this? It's psychological interference! No matter how strong the ability is, if psychological interference cannot be ruled out, then the result he produces is not the best.

The following formula can tell you how the final presentation is obtained. The performance of subordinates equals ability, minus psychological interference.

Performance = ability-psychological interference

As an excellent manager, you can't just look at the data, and you can't simply judge whether the subordinates' comprehensive ability is strong or not. You must also learn a very important skill, that is, the skill to help subordinates ease their psychological emotions. Simply put, it is heart-to-heart.

Of course, heart-to-heart talk is not a formal and serious work report, nor is it a subordinate looking for you to vent his emotions and comfort you. It is two-way communication to help subordinates solve "psychological interference".

Good feedback comes from the right questions.

It takes skill to talk to subordinates and find their real problems. Today's daily lesson is to learn with you how to ask effective questions and talk with subordinates, so as to achieve the technology of solving psychological interference of subordinates.

In normal communication, listening is very important, but in this kind of heart-to-heart situation, learning to ask questions is more important. Ask the right questions to get good feedback.

Share a real case with you.

When I first led the team as a team manager, a young man came to tell me that he was leaving. Well done, how can I let him leave!

So I immediately kept him and started the reasoning mode of "education". I told him that many companies are developing well at present, and his situation will develop greatly if he continues to work hard.

But I feel that he doesn't care, just listens politely. I think something is wrong. I can't take it anymore. I called the business director immediately.

Sales director came over and asked:

? "Why did you leave? What's the matter? "

He didn't hesitate: "I feel that my current job is just doing some trivial things, which means little." As an undergraduate, I can do this as long as I can read. I don't think I can play my role. "

Not only that, he also said a lot of his own ideas, and the business director has been listening carefully and nodding from time to time.

Then the business director asked him the second question:

"What do you think of your career plan?"

The young man simply replied: "I am more interested in things in the general direction such as strategy and goals." I want to start my own business and be my own boss in the future, so I want to learn how to be a boss and how to control the overall situation. Instead of doing such meaningless things all day. "

Then he went on to say his plan.

I thought the young man was ambitious at that time. However, the business director continued to listen carefully to his statement, and so did I. Then the business supervisor asked:

"Suppose you are a CEO now, what core competencies do you think a good CEO needs?"

The young man talked about several CEOs he is familiar with and their advantages, but here he seems to suddenly understand that to be as excellent as these role models, either many products are well researched or management skills are very strong, and to have these abilities, you need to accumulate enough experience in the front line all the year round.

Finally, the business director asked:

"If you want to be such a person, what do you think you can learn from our company?"

When young people come here, they seem to understand what they lack. He replied: "I feel that I have not learned how to implement our company's strategy from formulation to implementation."

You see, asking questions is far more important than reasoning. Ask questions instead of expressing opinions. Finding answers through subordinates is much more useful than what you tell them.

Five questions

Let me summarize five questions for you. In the process of talking with subordinates, you can easily control the direction of conversation by using these five interrogative sentences. These five sentence patterns are:

What happened?

what do you think?

What methods have you tried?

What help do you need?

Anything else?

Here, you should pay attention to these problems, not copy them mechanically, but use them flexibly and deal with them in a targeted manner.

You also need to know the precautions behind each question.

The first question is, "What happened?"

Many times subordinates will panic when they encounter something, and they can't grasp the key points when reporting. As a superior, your sentence "What's the matter?" First, let the subordinates settle down.

Through this question, you need to let your subordinates tell the cause of the matter through the results. These basic elements must be clarified first. Here you should pay special attention to confirm the authenticity and accuracy of the information.

For example, subordinates will say that the customer's view of something is like this. At this time, you should ask him to repeat the customer's original words. For another example, when a subordinate says things like "a lot" and "very serious", you should also ask him to give a specific reference or quantity.

In short, you should make sure that the information you get is as objective as possible.

Knowing the background information of what happened, you can't give advice to your subordinates immediately. At this time, you need to ask, what do you think?

What do you think of this problem? One is to help you diagnose the "psychological interference" of your subordinates; Second, you can guide your subordinates to think and analyze problems independently. At the same time, it also makes him feel that his opinions will be taken seriously.

Maybe your subordinates can't come up with a better idea. At this time, you need to ask the next question: "What methods have you tried?"

People are lazy and often get used to being hands-on parties. Anyway, I will carry it out when the superior gives the order. If I do something wrong, the superior will also take the blame. You ask him, "What methods have you tried?" Is to make your subordinates realize that he is responsible for this. Of course, this question can also help you collect more information.

Now you know what happened, you heard the thoughts of your subordinates, and you know what methods your subordinates have tried. At this time, you can also ask, "What can I do for you?"

The inertia thinking of subordinates is often "finding reasons for failure"; As a superior, you should teach your subordinates to think reversely and let them find the resources for success. You can ask, "What kind of support and resources do you need to achieve your goals?"

On the other hand, it is easy for subordinates to fall into specific details, and your role is to pull them out and see the overall situation. It could be a big problem for him. In your opinion, just one phone call can help him.

The last question is called "Anything else?"

This sentence should be asked after the subordinates finish each time. Sometimes, some important information, ideas, in the moment when subordinates want to stop, what is missing is your sentence "Anything else?" He just said it. In short, when he has said all he wants to say, you can move on to the next question.

When talking with subordinates, there are three points for attention:

First of all, pay attention to the atmosphere. After all, we are talking, not interrogating.

You can simply repeat after the other person answers and then ask questions. For example, "You just mentioned this, and I want to know more about it."

In addition, don't sit face to face with your subordinates. You can sit at a 90-degree angle with opposite sides. You can even go out for a walk together and talk while walking to avoid nervousness.

Second, be curious and don't judge too early.

As a superior, most of the time, you are helping your subordinates find the answer, rather than throwing your answer to him.

Third, note that the output of heart-to-heart talk is action and result.

It is useless to be moved without action. Therefore, when you talk to your subordinates, you can encourage them to speak freely, but after talking, you must have the next action plan and urge them to do it.

In fact, there is a more professional name for this way of communication, which is called "coaching", which is to help your subordinates grow up like a team coach.

We know that coaches can't play for players. Coaching technology is such a way to find the answer by taking subordinates, and then let subordinates solve their own problems. ?

If you are interested, you can learn more about it yourself. Generally speaking, it is enough to learn these five questions in daily work.

Finally, to sum up, in this lecture, I told you the questioning skills when talking with subordinates. Five classic questions can help you communicate effectively with your subordinates. They are:

What happened?

what do you think?

What methods have you tried?

What help do you need?

Anything else?

In addition, we should pay attention to three points: first, we should pay attention to the atmosphere; Second, be curious; Thirdly, we should take action.

This is the end of today's daily class.

I'm Wen Shu. See you tomorrow!