#聊聊高效工作法 #
While most people are resistant to reform, the nature of these attitudes is easily recognizable. By understanding these common attitudes of resistance, you can turn a significant portion of the resistance to reform into a dynamic of reform. At the same time, you can learn to discern and ignore those who are not important.
High-performing teams can learn to distinguish between those who are resistance to change and those who are not. They will spend the most time on the former, while almost ignoring the existence of the latter. This technique can be learned.
There is a unique way to identify resistance to reform: When conservatives begin to perceive threats, it proves that reform is really starting to work. If there is no resistance, it means that what we are doing is not influential enough.
You must be able to accept resistance and not let it beat you in order to make the project successful. The next 3 rules will teach you how to do this.
1.
❐ Know how to punish those who "kill possibilities"?
The curves in the Code of The Laggards are intended to illustrate the different reactions people will have to reforms and the number of different groups of people.
Laggard code curve
3% are "innovators" who can change their intentions at any time. However, in the eyes of other team members, these people have limited credibility. If some basic questions can be satisfactorily answered, the early recipients are willing to take a risk.
The early mainstream mainly looked at the attitude of the early receivers, and the late mainstream took action because they did not want to be left behind. But the laggards will never get better, they'll keep asking you, ignoring all the answers, and asserting that things won't go anywhere, and as a result, they'll watch all the opportunities slip away.
2.
❐ Leaders must be able to understand the attitudes of everyone on the team in order to ignore those who are left behind and focus their time and energy on the early receivers.
Those innovators will stand up right away. When the team was considering reforms or introducing new systems, these people were the first to apply to join.
Essentially, these people are inherently adventurous and willing to embrace new ideas, new technologies, and new processes.
However, their hit rates are low, and their rapidly rising enthusiasm creates a certain illusion for leaders. Innovators are easily drawn to what comes next with bright spots. Although everyone wants to pull this group of crab-eating people into their own camp, the innovators never ask anyone for help. These people will deal with risk recklessly, and this must be clear to everyone.
When confronted with new ideas or reforms, early adopters ask important questions: "What does this new possibility mean?" What impact will it have on the current market share? How do you handle your current product? "They asked some very good questions and then looked forward to a satisfactory response. They will choose to listen, hoping to be persuaded.
When they get a satisfactory answer, they say, "Well, we haven't figured everything out at the moment, but we have enough information." I joined. ”
As soon as the early receivers act, a large number of people will follow them. These people are not bad-hearted and want to be well organized, but they just need to follow the early receivers to make decisions.
The late mainstream just wants not to be left behind. As long as the early mainstream takes action, they will naturally follow suit. They don't really understand the ins and outs of things or what reform means. But whatever it is, they want to join in.
In the beginning, the laggard was no different from the early recipient. When faced with reform or something new, these people also ask good questions. They tend to be prepared and smart.
The biggest difference between the two is that laggards ask more questions, and even when early receivers have already acted, they are still questioning.
3.
❐ Laggards are almost reluctant to put in any effort, they like to sit back and enjoy their success, they like to be noticed, which will make them completely lose their resistance.
In the past, leaders had a responsibility to transform laggards into the early or late mainstream. But this idea is wrong.
The laggards have long regarded themselves as the guardians of conservatives, and their purpose is to protect conservatives from unknown factors. These people fail to realize, or accept, that they are capable of creating the future.
Laggards always want to focus everyone's attention on themselves, and then use excuses like "I just want to make sure I'm doing the right thing" to stifle all possibilities. They will appear at the most inappropriate time and always have a "mysterious atmosphere".
For years, we always tried to pull the laggards forward, but to no avail, and now we have to choose to ignore them. Whatever they start to say, just listen, just show friendliness, and even be intimate. At the same time, it is also necessary to match the corresponding expressions and reactions. When they stop, you immediately ask him, "Got it!" Jerry, what do you think? ”
Who is Jerry? If he belongs to the early receiver, there is naturally nothing inappropriate about asking him what he thinks.
Because with every exchange we want to be able to develop some early receivers. Whether you can achieve your goal depends on whether you can successfully distinguish between laggards and early recipients as soon as possible, and how much influence you can bring to the latter. When early receivers act, all the people you need will follow suit.
If you have 10 hours a day, be sure to invest 11 hours in the early recipients. They are your best supporters.
FRAGMENTARTION split
Note: The above content is from the "Work Site Selection Code"
The Work Site Selection Code accurately describes the behavior patterns prevalent in teams, involving team culture, team goals, team motivation, team cohesion, team communication, team decision-making, etc.
Author Chris McCow distills more than 30 years of consulting experience into 46 practical codes that can be used by small teams, large organizations, managers, and grassroots employees to solve the complex problems they face today. At the same time, the author expresses these 46 rules in simple images, intuitive and interesting pictures, which are easy to understand and master.
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