Use Emotional Management To Motivate Employees

In today's enterprises, you should treat your employees in a completely new way, taking every employee as a talented person with full potential and depending on customers as individuals with complex emotions.

Facts show that the team composed of emotional input can often get excellent results.

No man is perfect, everyone has his own merits and demerits.

Its effect is low.

Generally speaking, eight needs of employees must be fully concerned by leaders, so that employees can make the best performance.

If leaders fail to pay attention to these needs, even if they ignore only one of them, they will virtually stop the development of the organization.

One is the meaning of work: employees need to see the meaning and value of their work, and whether they want to connect with the organization and larger goals.

Employees need to understand how their work relates to the overall vision, what is the meaning of organizational culture, and what the value of a company is.

The two is the atmosphere of cooperation: employees are eager to work in a stimulating environment. They hope to work together with other employees to achieve success.

The three is fairness: employees are willing to be fair and just.

The four is autonomy: employees want to be able to complete their own tasks independently, and they want to have enough ability and information to participate in the decision-making process related to their work.

The five is recognition: employees need to be praised and their merit recognized.

Six is growth: the opportunity to learn, grow and develop skills to achieve career development is also a key requirement for employees.

Moreover, employees need to feel that they are part of the career development plan.

The seven is the relationship with leaders: employees want leaders to share information with them and establish good partnership with them.

Building a strong partnership with employees on the basis of honesty and trust will create a harmonious working atmosphere and enable employees to do better in their work.

The eight is the relationship with colleagues: like the above relations with leaders, good relations with colleagues will also motivate employees to work harder.

If the enterprise wants to develop, the leader must try every means to attract and retain excellent employees with high aspiration and high ability.

Salary is no longer the only way out.

Today's employees need more.

They are looking at their working environment to see if their contributions and efforts are affirmed, whether they receive the corresponding rewards, whether they can participate or be authorized to complete their work, whether they have the opportunity to exercise and enhance their skills, whether there are opportunities for development, and whether they can influence the results themselves.

Therefore, in the past, leadership that only cares about short-term results and command control needs to be revised and changed. Today's leadership takes a higher form of participation, focusing on long-term development results and concerns about employee satisfaction.

At present, the daily management methods used by many organizations will change.

The reason is simple: most employees do not get what they want from the current management mode, and this management mode is making the performance level of employees keep falling.

This prompts us to motivate every member of the team successfully.

Create a new working atmosphere for employees, so that employees can have more motivation and help them develop continuously.

The best leaders provide employees with a good working environment so that they can develop their strengths, have the opportunity to learn and share their talents.

Employees are no longer willing to work for leaders who only know how to give orders and assess performance. The leaders they are willing to follow must be able to coach them, support them and help them achieve their goals.

How to motivate employees' potential? There is a small case:

Diane (Diana) sat listlessly in my office. She said she felt lost and was not sure whether the work she loved really suited her.

She was employed by a well-known consumer company to sell a well-known brand.

In the first few weeks of her work, she consulted past sales information and prepared for the next year's sales plan.

She noted that the marketing of the product did not target certain target consumers.

She considered whether she could attract more customers by adjusting product positioning.

A door of hope opened, and Diane speculated that sales should be bigger.

She began to put her ideas into practice: making strategies, browsing customer information, studying competitors, and so on.

All the analysis supports her intuition. She works day and night to plan a new media - spread brand.

Though exhausted every day, Diane finds himself more and more energetic because of his motivation.

Within a few weeks, she had never felt so devoted, excited, so inspired by potential success.

When she went to the boss's office to hold a jury meeting, her report was placed in a Manila folder on his boss's desk.

The boss reclined in the chair quietly and waited for her to sit down and talk.

He said she had obviously worked hard on these documents, but it was superfluous.

It is no accident that this product has always been sold well.

Didn't she realize that the new sales promotion plan would bring real risks to the company? Her job was to keep an eye on the market trend and pay attention to some minor details of the existing plans, but never change the course of a ship that had been in the right direction for more than 20 years.

The boss's remarks discouraged her.

Just a few weeks after she asked me for career counseling, Diane resigned.

What does her resignation do to the company? No one knows.

There is no doubt that the company has never even asked this question.

But when she told me her story, I saw her energy and her amazing and unique talents in helping the company develop, I realized that her boss had lost her talent.

As an employee, you may have the same feeling with Diane.

But if you have become or become a leader now, think about it in a different way.

If you were her manager, would you let Diane give full play to your talents and work for you? How would you develop their talents and ensure that their talents were brought into full play? How would you encourage Diane to mobilize his spirit and keep working enthusiasm? To answer these questions, you must be willing to make great changes: as a leader, you must put your subordinate career development in the important position of the agenda.

As a manager, you should be responsible for the efficiency of the organization.

The power you have is real and unquestionable: by hiring and firing, your decisions will affect the financial situation of your employees and their families.

In the case of power asymmetry, you may rely on the most powerful source of human motivation, fear, to force them to complete their work.

No matter how well concealed, facing the direct threat of losing your job, or being afraid of being humiliated in public, fear will enable your subordinates to work according to your requirements.

As far as I know, managers at all levels in all organizations regard deterrence as their most important management tool, although no one openly acknowledges this.

Using emotional management to motivate employees:

Let conflict increase performance

The "Hawthorne experiment", a famous event in western management research, shows that employees' work performance is largely related to their internal emotions.

Improving the mental treatment of employees helps to keep the mood of employees at a more ideal level, thereby enhancing their work efficiency and enhancing team cohesion.

Is it a good thing to be friendly in an enterprise? In the minds of many business managers, the answer is yes.

However, from the angle of interaction, modern conflict theory argues that an organization that is too harmonious, peaceful and cooperative is prone to show indifference to the need for change.

Such organizations lack the spirit of innovation, do not criticize and correct the errors and shortcomings that occur in the work, cover up mistakes, and lead to the damage of organizational interests.

Such organizations will also appear to be lifeless, and they will not be able to produce new ideas and contingency in time when the market is changing.

Therefore, smart leaders should know how to maintain appropriate levels of conflict and consciously create conflicts that support organizational goals, so as to achieve the goal of increasing organizational performance.

There are many measures to stimulate moderate conflict.

In the consulting industry and high-tech industries, it is possible to establish an organizational culture that recognised moderate conflicts, so that employees can understand that conflicts should be advocated as long as they are conducive to inspiring thinking and improving organizational behavior.

Appropriate introduction of external talent can also stimulate conflict levels.

Because new recruits do not yet have access to the team culture of the organization, they have relatively few minds and relatively broad thinking.

In addition, because there has not been a close personal relationship with the internal staff, there will be less silence because of a bad face.

It should be noted that when the employees make different opinions, the managers should praise or reward moderately, indicating the positive attitude of the leaders to the innovative opinions, so as to inspire more new ideas.

In technology R & D and marketing departments, conflicts are even indispensable. Otherwise, defective products and projects will be huge if they are put into production.

Therefore, in the establishment and adjustment of the organizational structure, we can use our brains to enhance the frequency and intensity of the conflict, so that the idea can be pformed into real gold that can create benefits after repeated smelting.

Leaders are good at controlling emotions.

The degree of conflict depends on the intuitive ability of leaders and the art of leadership, which needs to be experienced and improved in practice.

One day, former US Army Secretary Stanton came to Lincoln and angrily said a major general accused him of insulting some people with insulting remarks.

Lincoln suggested Stanton write a sharp letter to the guy.

"You can scold him severely."

Lincoln said.

Stanton immediately wrote a strongly worded letter and showed it to the president.

"Yes, that's right."

Lincoln shouted, "this is what I want. Let's give him a good training. It's really written, Stanton."

But when Stanton folded the letter into the envelope, Lincoln stopped him and asked, "what are you doing?"

"Send it out."

Stanton was somewhat confused.

"Don't monkey around."

Lincoln cried out, "this letter can't be sent. Throw it into the stove.

I do this when I write letters when I am angry.

You've already lost your breath when you write this letter. Now you feel much better, then please burn it up and write second letters. "

Lincoln is teaching subordinates to control their emotions.

Organizational behavior is called "self monitoring ability".

Lincoln's way of controlling his emotions is an effective way to cultivate self-monitoring ability.

For managers, learning self-control is the prerequisite for emotional management.

In short, leaders who are good at motivating their employees and having higher levels of leadership should also pay attention to the results and working relationships at the same time.

Because these two factors are the key to long-term development. They are indispensable and must be taken into account.

Only in this way can the potential of employees be effectively opened, so that employees and enterprises can develop together and strive for win-win results.

The key to motivating employees:

1, let every employee do what he likes and match his values.

2. Training business skills for employees.

3, create a cultural atmosphere to encourage innovation.

4, breaking the limitation of "I can't".

5. Coordinate personal pursuit of value and value pursuit, that is, to coordinate employee's personal goals with business goals.

6, create harmonious interpersonal relationship atmosphere.

7. Positive incentives for employees.

8. Allow employees to make mistakes.

9. Effective communication among church staff

10, church staff effective thinking

11. Church staff use mind map.

12, use visual means to motivate employees' potential.

13, use music to stimulate employees' potential.

14. Teach staff to relax at work.

15, regulate the relationship between employees' work and rest.