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How To Communicate With Difficulty?

2013/10/18 19:35:00 15

how to carry out a difficult conversation?

few people like difficult conversation.

Most like to avoid completely.

Indeed, today, with many alternative ways of communication, such as mail and SMS services, it is easy to understand the tendency to choose safer and less conflict ways of communication.

however, in the business world with uncertain future and crisis, the correct attitude towards managing and managing difficult conversations has become a key factor in business success.

in the "a href=" //www.sjfzxm.com/business/ "MBA > /a" course "management communication" recently published in the Business School of National University of Singapore, we stress the training of these skills for the next generation of business leaders.

successful conversation /p >

we trained in LinHart group's executives in Asia and the rest of the world.

most of these executives face some form of change.

Undoubtedly, these changes mean destroying the existing pattern, and no one can deal with them in an excellent way.

therefore, our training aims to help current or aspiring business leaders to view and manage these challenges with a new perspective and a broader mind.

Our aim is to counsel, encourage and challenge them to turn difficult conversation into successful conversation.

our view is that emotion is the main cause of difficult conversation.

The reason for difficult conversation is that the speaker is unable to extricate himself, and then his mood is high.

Less than P, today's business leaders only focus on the rational and data driven aspects of decision-making, while ignoring the fact that emotions account for a large proportion of many important decisions.

however, emotions such as hope, fear and pride are the most important driving factors for action, especially in a rapidly changing era.

global interest /p >

in view of this, our < a href= "//www.sjfzxm.com/news/index_q.asp" > Training < /a > emphasizes the use of different methods to examine the essence of difficult conversation problems from different perspectives, and strive to solve problems on the premise of ensuring overall interests.

in this way, emotions become the core of the process, instead of being frightened or evaded, making the problem itself less fearful.

however, solving this problem requires a high degree of sensitivity and willingness to discuss sensitive topics in the workplace.

generally speaking, many leaders avoid talking about emotions at work.

They feel uncomfortable talking with colleagues who have not had any special emotional communication.

but because emotions play such an important role, we feel that the most successful leaders are those who can create safety zones.

In the safety zone, employees can even express their feelings confidently.

Less than P, the conversation changed from simple brain to heart.

to do this, we encourage leaders to investigate different ways of establishing such a speaking environment. Under this environment, every relevant person can realize that emotion is affecting the conversation.

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emotional safety

basically, emotional security starts with a sensitive and vigilant leadership approach, that is, a balance between avoidance and conflict.

In this way, employees can freely discuss all the problems at hand.

The responsibility of a successful leader is to establish a sense of emotional safety, to release positive emotions and emotions during conversation, and then to motivate employees to solve any problem at hand. P

Whether or not p can be achieved depends largely on whether the leader has a high degree of sympathy and whether he can listen to and understand the difficulties of others.

This is especially true in the course of destructive change.

I have also adopted very sharp and almost harsh leadership style.

But my experience tells me that tough is difficult to solve difficult problems.

"how can you not understand it?" and other harsh and critical ways of speaking often lead to excuses.

This is understandable.

the final result is that there is no constructive conversation and a vain dispute.

support .

we believe that a more effective way is that leaders realize that in times of change, what matters is not what they say, but how they perceive their employees and understand their immediate interests in matters.

"P >" therefore, the best business leaders do not simply train employees to acquire new skills, but recognize that employees need support and opportunities so that they understand and accept the new realities that the enterprise and itself face.

conversely, if you did not do so as a leader, and did not start such conversation, then basically you were letting your employees go their own way.

a small number of employees may understand themselves, but most employees may not.

For the latter, they may also be conscious if they have a successful conversation with them.

influential leadership /p >

in our training, one of the most fundamental prerequisites is that leadership is the attitude and attitude that can produce influence, not just the title.

we think that the most effective leader is not simply putting three letters on the office door, such as "a href=" http://sjfzxm.com/DESIGN/designer/index.asp "CEO /a", but can make sober choices, influence employees to move forward in a positive direction, and be able to tide over difficulties with their employees.

influential leaders can have insight and credit, formulate direction of development in difficult times, mobilize collective wisdom and achieve successful pformation of business.

Less than P, but equally important, they must be able to understand employees from the personal and emotional point of view, so that employees can understand the company's development direction and personal interests, so as to release their inherent vitality, make them willing to march forward and become a member of a positive team, and encourage, persuade, support and challenge them in order to achieve the right balance when they embark on the journey of change.