Interpersonal Handling Tips Open

Interpersonal Handling Tips Open

Everyone may wish to have a good relationship, but if you want to have a more friendly interpersonal circle, you have to learn how to deal with some basic relationships.

  First, the interpersonal relationship and the daily business of the working company must be coordinated by all employees in order to smoothly develop.

Therefore, in order to successfully complete the task, the supervisor must establish good interpersonal relationships with superiors, subordinates and other colleagues.

Everyone gets along well, and without friction, the work schedule can be easily extended.

  Therefore, as a supervisor, you must understand and master interpersonal skills and use them appropriately when working with subordinates or colleagues in order to make your work more effective.

  Second, the consciousness behind the behavior Every person’s behavior is affected by some hidden thoughts, which involves factors such as individual’s position, beliefs, feelings, and behavioral motivation.

Therefore, behavior is only a manifestation of personal thought, and it only reveals a small part of personal thought, like the tip of an iceberg.

However, many times when dealing with people, we can only evaluate him from this small part.

Therefore, when we are dealing with people, we must pay more attention to our words and deeds, and bring accurate information to each other.

  For a supervisor, in addition to controlling his words and deeds, to make his subordinates convinced of himself and willing to execute his instructions, he must also carefully observe and analyze the behavior of his subordinates and colleagues, and try to find the motivation behind their actions.Positions, beliefs, and feelings, so as to understand the reasons for their various performances and the relationship with them.

  Third, the key to establishing interpersonal relationships To establish good interpersonal relationships,[three minds and two minds]can be used.

The three hearts are[know one’s heart],[positive heart],[confident heart], and the two meanings are[sincere meaning]and[active meaning].

  1. When knowing people’s minds when dealing with subordinates or colleagues, they should learn more about their feelings and opinions from the situation of the other party.

We can start with the following three aspects: It is clear that the background manager needs to know the information of subordinates or colleagues.

By turning over some meeting records, work files and daily observations, the supervisor can understand each person’s personality and work ability.

  Understand how others think of themselves Employees or colleagues’ impressions of themselves directly affect their acceptance of their opinions and work arrangements.

In addition to this, you can understand it from the attitude of the other party in your daily personality, and ask the opinions of the third party for one or two.

  Observe the incentives of others’ behaviors. Subordinates or colleagues have a bad attitude towards themselves, and they need to reflect on whether their behavior is wrong or if their actions are misleading.

If the supervisor can prevent the behavioral inducement of confrontation, he must calm down, take appropriate measures, and take contingency measures to correct his behavior, talk to others, explain misunderstandings, and relieve the suspicion.

  2. Positiveness Everyone knows his opinions very much and hopes to be recognized by others.

Therefore,[positive]is to encourage supervisors to need to know others’ suggestions positively and express their opinions when appropriate.

We can start with the following reasons: integrate the suggestions of the other party. When someone makes a suggestion, his opinion should be respected.

At the same time, others should analyze and study the advantages and disadvantages from different perspectives before they need to respond or play a role.

  We should show support for good suggestions. If we think that the suggestions of some parties are feasible, we must show appropriate support, or put forward more improvement strategies based on their suggestions.

  If there are disagreements, explain the reasons first. If you think that some parties’ suggestions are not feasible, you should first put forward the reasons for the objection, and then introduce examples or data as proof, and skillfully remind him of what he has overlooked, so as to convince him.

Don’t criticize at the outset, it will only cause resentment from others.

  Typical Cooperative Actions If someone’s suggestions are accepted, others should propose actions that they can cooperate with.

In addition to helping to potentially feel the support of others, it is easier to build a good relationship with each other.

  3. Self-confidence Some supervisors act arbitrarily, stubbornly, and disregard the feelings of their subordinates; and some supervisors, because they have mastered the tricks of their work, fail to follow the rules and make their subordinates confused.

Both have problems with self-confidence, leading to a bad relationship with subordinates.

The improvement method can refer to the following three points: When the facts and opinions are clearly separated, when a problem is encountered, the supervisor should first analyze the facts with the subordinates, and avoid preconceived ideas based on personal experience before deciding the facts.

  Confession and confirmation of the views of both parties After understanding the truth of the facts, the supervisor should let the subordinates express their views and explain their views to them. Use facts to prove that their views are correct and convince their subordinates.

  A pragmatic approach to problem solving Supervisors need detailed instructions to their subordinates on how to solve the problem, so that subordinates can learn from them and learn from them.

  4. Sincerity means that the supervisor treats others with sincerity before he can get the trust of his subordinates.

Therefore, in order to show sincerity, we must first pay attention to the following four points: as a supervisor, you must not[speak a set, do a set], you must do what you say.

Otherwise, it will make colleagues and subordinates feel confused and difficult to gain the trust of others.

  Open goals indicate their goals to subordinates, exchange opinions with everyone, predict subordinates’ recognition, and work together to achieve goals.

  Open positions If the supervisor makes a mistake, he may wish to apologize and bear the consequences before everyone, and then lead his subordinates to find a solution.  Sharing feelings is an animal of feelings. Supervisors do not prevent sharing subordinates’ joy and worry with subordinates, let subordinates understand their feelings, and know the needs of subordinates. This will help build a more harmonious relationship with each other and strengthen cooperation in the future.