Middle Managers' Skills To Dispel Pformation Anxiety

In the rapid pformation of enterprises, all levels of enterprises are under pressure, but the pressure is also different.

The pressure of top management is to let enterprises change in the right direction.

The pressure of middle managers is to lead team members to achieve high performance in rapid pformation and ensure the pformation effect.

The pressure of grassroots employees is that they need to adapt to rapid changes in enterprises.

Today we are focusing on middle managers.

Middle managers are like sandwich biscuits. It is very difficult for them to control the direction of organization pformation. The senior leaders also hope that they will resolutely carry out the decisions and Strategies of pformation, and they will face the practical problems brought by rapid pformation to team members.

For example, deal with the various anxieties of team members in the face of rapid change.

This is also the voice of middle managers who often hear the training of large enterprises. When the enterprises are undergoing rapid pformation, their own team is affected, the team atmosphere is getting worse, and the members' emotions are generally low and negative. Let alone the effect of the pformation implementation, this often makes the middle managers feel at a loss.

Today we are focusing on middle managers.

Like sandwich biscuits, it is very difficult for them to control the direction of organizational pformation. The senior leaders also hope that they will resolutely carry out the decisions and Strategies of pformation, and they will face the practical problems brought by rapid pformation to team members.

For example, deal with the various anxieties of team members in the face of rapid change.

This is also the voice of middle managers who often hear the training of large enterprises. When the enterprises are undergoing rapid pformation, their team is affected and the team atmosphere is worse.

Generally low and negative. Let alone the effect of pformation, which often makes middle managers feel at a loss.

In order to help the middle managers of enterprises solve this problem, we have done a lot of research work, introduced some psychological professional ideas, summed up a set of effective emotional management methods for the team, and formed the book "positive conclusion: deal with the situation and deal with problems".

At present, some of the methods mentioned in this book have been applied to the team's emotional management by many middle managers in the country. This article is to share some core tools in the book to more managers.

Accepting the emotions of employees instead of suppressing employees' emotions is the second step of team emotional management.

As managers, we have to accept the negative emotions generated by team members and understand them instead of suppressing their emotions.

1) unwilling to face, when the organization pformation starts, the team is prone to ostrich mentality, unwilling to face this change, still using the old method to work, naturally leads to a decline in organizational performance;

2) boycott, when organizational pformation is constantly advancing and has become an established fact and may jeopardize the interests of members of the team, they are likely to start resisting.

3) refocus. When individuals can no longer stop pformation, team members begin to accept and focus on work and improve organizational performance.

4) ability to play. When organizational performance improves and team members see positive results, they will have a positive impact on the team.

Accepting the negative emotions of team members, team members can feel the manager's understanding of them, so that they can accept your help to quickly adjust their emotions and go through the first two stages as quickly as possible, and quickly enter refocusing and exerting their abilities.

Analysis of employees

The key is to analyze the source of employees' negative emotions.

When the organization is undergoing a rapid pformation, the employees at the grass-roots level are prone to have 3 negative attitudes because of the lack of high level and grassroots information, and the lack of timely communication of key information.

1) the mentality of the victim, I was involved in the pformation of the organization innocently, not that I led to various aspects of the organization, but let me bear the consequences of these problems.

2) the mentality of the bad guys. The stupidity of decision-making in front of the company's leaders has led to various problems. Now, what kind of rapid pformation is it going to happen? It will only bring more problems.

3) the helplessness mentality. As a small employee at the grass-roots level, I have little words to say, and in the face of rapid changes in organization, I can do nothing at all.

These 3 negative attitudes not only cause employees to have negative emotions, but also are more likely to be pmitted through the daily communication between employees.

Once these 3 negative attitudes spread to the whole team, the atmosphere and morale of the team will be hit hard and the team performance will be affected.

In the face of these 3 mindsets, what should managers do? Let's look at the last and most critical step in the 4A model: adjusting our emotions.

When we find out the source of employees' negative emotions, we can think of ways to adjust their negative emotional state to a positive emotional state.

In adjusting employee mood, the following 4 points are essential for managers to achieve their goals:

1) maintain timely, two-way and frank communication.

Earlier, we talked about the 3 negative attitudes of employees who are prone to victims, bad people and helplessness. They are related to information that is unable to get organizational change in time, and that they do not express their concerns.

Therefore, as a middle-level manager, we need to understand and convey the latest information of organizational change in a timely manner. We should be honest, not secretive and secretive, in the process of conveying information, and the easier it is for employees to misunderstand.

In addition, middle managers need to understand the concerns of employees and give them opportunities to express themselves.

When necessary, convey the concerns of employees to the top of the company to ensure that information is shared from bottom to top.

2) push teams to focus on "goals" instead of "past".

When employees produce 3 negative attitudes: victims, villains and helplessness, they focus their attention on "past", but "past" is over, and too much attention is paid to let them fall into a negative mood.

As a manager, we should lead the team to actively focus on the goals, that is, to accept the current situation and discuss how to achieve the new goals of our team through our efforts.

This helps the team turn its energy and attention to the positive side. It creates a positive emotional state.

3) use the two methods of "self reflection" and "Empathy" to help employees reverse their mindset.

"Self reflection" and "pposition thinking" are very powerful tools for adjusting mood and mentality.

"Self reflection" is not to force the team to think about what is wrong with itself, but to guide the team to think about the negative effects of the negative emotions on the team itself, so that the team members are aware of the negative consequences of indulging in negative emotions. "Transposition thinking" refers to combining the changes in the internal and external environment, guiding the team to think in terms of managers, helping the team to better understand and accept various adjustments of the company, so that the mood and mentality of the team members are more peaceful, and gradually begin to face positively.

4) make use of the positive influence of "opinion leaders" in the team.

The "opinion leader" in a team refers to those who are expected to be influential in the team.

The emotional state of the whole team will be greatly influenced by the opinion leaders.

When a team is in a negative mood, if managers can mobilize the positive emotions of these opinion leaders first and then influence other members, the whole team can be adjusted to a positive emotional state.

In the next few years or even more than ten years, "change" will become the main theme of the survival of enterprises. As a middle-level manager, only a certain team emotional management skills can be adapted to the changes of the organization, so as to seize opportunities in organizational change and lead the team and the enterprise to grow.