How To Train "DNA" For Leaders?

< p > there is a kind of < a href= "http://www.91se91.com/news/index_c.asp" > boss < /a >. When you enter his office, he will look up and see you, smile at you, greet you, greet you, and listen carefully to what you have to say.

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P also has a boss who will hardly recognize your existence.

He will take a look at you. He will bow his head and continue to work. When you speak, he will keep staring at his computer, or watch his watch, and then point to a corner of the table and say, "just keep the data."

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< p > there is also a boss who always makes you feel bored at meetings. "When it comes to my speech, the manager seems to be giving me some special expression, some empty expression, weariness and slow winking which does not appear to be interested in him. Unlike his response to other colleagues, my speech did not get the nod of understanding.

He seems to be very concerned about the current situation. What is he thinking about? Lunch date?

He paid no attention to my report and deliberately ignored my work. Is there any other reason? I really don't understand.

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< p > < strong > do not underestimate the power of small details < /strong > < /p >.

< p > do not think these are only small details of interaction between supervisors and subordinates.

Never underestimate the power of "small details", because there are many subtle clues beyond the language beyond a href= "http://www.91se91.com/news/index_f.asp" > workplace < /a > communication, which will reveal the true thoughts and feelings of the speaker.

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< p > Steve Young, a leading consultant in organization, calls this subtle clue of interpersonal communication "micro message".

Micro messages are often pmitted in the following ways: < /p >

< p > facial expression < /p >

< p > tone < /p >

< p > gestures < /p >.

< p > the choice of words < /p >

< p > eye contact < /p >

< p > problem < /p >.

< p > interaction level < /p >

< p > he pointed out that as early as the 197 century, the academic circles of psychological and behavioral studies began to study all kinds of micro messages in interpersonal communication.

For example, Professor Sloan of MIT School of management, Mary Lo, studied the influence of "no communication" on people, and explored how some people improve or reduce their voice, smile or no smile, and how they affect interaction. When someone looks in contact with us or looks at someone else or someone who greets them in cold or warm manner, he receives the micro message.

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< p > micro message can be pmitted through retort gestures, physical inclination or away from someone who is speaking, and can also be reflected in the speaker's tone.

It is estimated that the average person receives an average of two thousand to four thousand micro messages per day. They do not seem important and do not seem to be worth discussing. However, the impact is very small. It is especially important for workplace a href= "http://fz.sjfzxm.com/" > communication < /a >.

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< p > negative micro messages (empty eyes, evasive gaze, shrug shoulders in meetings, busy looking at his e-mail or talking on the phone while you are talking) will undermine the confidence of employees, causing him or her to speculate on every decision again and again, and gradually, employees will not want to contribute any more, just want to finish what they say.

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The positive micro message can improve employees' investment and have a better impact on the company's earnings performance. < p >

Maybe it's just when employees come in, smile up and talk to them when they talk, or when they introduce others to your team members, they feel equal and respect for each member.

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< p > "micro message will mold every relationship," Stephen Jan pointed out. "It is not to destroy a relationship, but to create a better working relationship."

Therefore, if you want to be an excellent leader, you must grasp the ability to effectively pmit micro messages to stimulate self-esteem, commitment, loyalty, < a href= "http://pop.sjfzxm.com/popimg/fz/index.aspx" > trust "/a" and respect.

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< p > < strong > make good use of micro message: good leader DNA < /strong > /p >

< p > experts provide ten basic ways to exercise "superior signal", encourage leaders to make good use of these points, enhance their ability to master micro messages, and convey the positive impact on employees: < /p >

< p > 1, active soliciting opinions < /p >

< p > 2, establish a personal relationship < /p >

< p > 3, keep asking questions < /p >.

< p > 4, praise others' idea < /p >

< p > 5, pay attention to your facial expression < /p >.

< p > 6, listen actively to everyone's speech < /p >

< p > 7, attracting others to participate in < /p >.

< p > 8, pay attention to private greeting mode < /p >.

< p > 9, respond constructively to different opinions < /p >

< p > 10, do not interrupt others too often (< /p >).

< p > > take "keep asking questions" as an example. If you have a subordinate complaint, your actions cause his displeasure, never respond with defensive statements. "You overreact, don't be so sensitive. You should focus your attention on project plan instead of what my eyes are doing, please!" < /p >

"P > what you have to do is to ask questions," what did you observe? When was the first time to notice this, and how did I behave differently to you? Why didn't you tell me before? "More questions, more effective than defensive answers.

You may not agree with each other's accusations, but discuss more about why he feels that way, contribute to constructive dialogue and increase two-way communication opportunities.

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< p > in addition, the establishment of a personal connection can also help executives pmit positive messages.

Steve Young, for example, was a high-ranking executive he had met. When he passed the supervisor's a href= "http://www.91se91.com/news/index_x.asp" office at /a, he occasionally invited him in to chat.

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< p > "he will mention my wife by name and ask how my son and daughter behave at school.

He will also reveal some personal details about himself, such as the story of his daughter in University.

Our conversation will not last for more than five minutes, up to ten minutes, but when he talks, he will never ask questions.

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Let P feel deeply that the supervisor can easily bring public affairs into the conversation. "But instead, he chose to make dialogue only related to individuals, so as to build up my commitment and loyalty - I am not just another employee, I am in the social circle."

This simple and implicit behavior is the performance of good leadership. "The message he conveys makes me one of his biggest supporters, and every task he assigns will be filled with excitement."

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