✎ Lead.
How do really powerful leaders talk to their subordinates?
Have you ever wondered why some leaders have always been able to build a deep relationship of trust with their subordinates, but your efforts are always in vain?
In fact, the secret is hidden in those seemingly ordinary conversations.
Have you ever thought that a simple heart-to-heart conversation might solve many problems in your team?
Today, we will explore how those truly powerful leaders can achieve efficient and harmonious management through heart-to-heart conversations with their subordinates.
01
Seven questions
Easy to control the conversation
To control a heart-to-heart conversation, a powerful leader will flexibly use seven key question sentences to guide subordinates to open their hearts and find solutions to problems step by step.
1. "What happened?"
When subordinates are in trouble, they often can't articulate themselves due to mood swings.
At this time, the phrase "What happened?" was like a fresh breeze, which gradually calmed the hearts of subordinates.
This is not only the collection of information, but also the soothing of the emotions of subordinates.
In this process, it is important to ensure the authenticity and accuracy of the information, which is the basis for solving the problem. Of course, it's important to be empathetic at this point.
2. "What do you think?"
After knowing the truth of the matter, do not rush to give advice.
The phrase "what do you think?" can not only diagnose the psychological disorders of subordinates, but also guide them to think independently.
The purpose of this question is to explore the subjective feelings of subordinates. It acts as a mirror that reflects the inner world of your subordinates and gives you the opportunity to decipher what they really think. More importantly, it allows subordinates to feel that their voices are valued.
Remember, the opinions of your subordinates are important, and this is the key to building mutual trust. Patience is the most important thing in this process, don't rush to interrupt, and don't deny it easily.
3. "Why?"
When a subordinate tells his opinion, you may have something unclear or a different opinion, and exploring the reason is the first step to solve the problem.
This will not only help you understand your subordinates' situation more deeply, but also stimulate them to think deeply about the problem and get to the root of the problem.
As the Analects says, if you learn without thinking, you will be reckless, and if you think without learning, you will die.
At this time, it is an opportunity to guide your subordinates to think deeply, and sometimes, your "negative" does not need to be said, and subordinates may take the initiative to realize the one-sidedness of their own thinking.
4. "What did you try?"
Human nature is lazy, and subordinates often expect leaders to give solutions.
But the phrase "What have you tried?" can motivate them to take initiative and realize their responsibility for the problem. At the same time, it is also a good opportunity for information gathering.
Admittedly, this is more effective than if you directly told your subordinates how to do it.
5. "What help do you need?"
Subordinates are often accustomed to making excuses for failure, and leaders should guide them to find ways to succeed. The phrase "How can you help you?" makes the subordinate go from being reactive to being proactive, looking for resources to solve the problem.
Therefore, as a leader, you need to guide your subordinates from "finding reasons for failure" to "finding resources for success". Ask them what support and resources they need to make them feel cared for.
More importantly, it is the care and support for the work of subordinates.
6. "Anything else?"
Whenever a subordinate finishes answering, a "Is there anything else?" can inspire them to think about more possibilities. This is not only an in-depth excavation of information, but also an exercise of the thinking ability of subordinates.
This simple question can elicit important information and ideas that the subordinate has not mentioned before. Make sure they speak up and have no reservations.
In particular, it is important to know that subordinates often have reservations about answering relevant questions, or that their first answer is often not the most truthful answer.
7. "What did you learn?"
"Don't forget the past, the teacher of the future. "Summarizing and reflecting is the only way to grow.
Guiding subordinates to answer "What have you learned?" will not only help them grow quickly, but also bring the conversation to a successful conclusion. This kind of ending not only makes the conversation very heartfelt, but also more in-depth.
02
Three principles
Control the effect of heart-to-heart talks
Talking to subordinates is the embodiment of leadership and the key to the harmonious and efficient operation of the team.
By mastering effective questioning skills and considerations, great leaders are able to easily navigate conversations with their subordinates, build strong team connections, and solve problems.
In this process, the leader is not only the problem solver, but also the leader and supporter of the team.
1. Atmosphere first: heart-to-heart talk, not interrogation
Heart-to-heart talks are not interrogation, creating a relaxed and open atmosphere for conversation is key. Choose a comfortable environment with a friendly tone and body language to make your subordinates feel cared for and supported.
An effective way to do this is to repeat what your subordinate said before asking a question, such as "You just mentioned this, and I want to know about other things".
At the same time, choosing a relaxed environment, such as sitting on your side or talking while walking, can be effective in relieving tension.
Just as, a good word is warm in three winters, and bad words are hurtful and cold in June.
2. Be curious: Judging too early is a big no-no
It's important to keep an open mind during heart-to-heart conversations.
As a leader, your role is to be a guide rather than a judge, and judging too early can hinder further communication and understanding.
Therefore, be curious and listen patiently to the ideas of your subordinates. Curiosity is the mother of science.
Remember, you're helping them find answers, not imposing their own opinions. Therefore, it is important to have a more complete understanding of the thoughts and needs of your subordinates by asking questions and listening.
3. Action is king: output is the key
Empty talk misleads the country, but hard work prospers the country. Heart-to-heart talk is not only a verbal exchange, but also a starting point for action. After encouraging subordinates to speak up, be sure to develop a clear action plan and supervise its implementation.
Heart-to-heart talk without action is just empty talk.
Therefore, make sure that there is a clear plan of action after the heart-to-heart meeting, and urge the subordinates to implement it. Pay attention to the changes and progress after the heart-to-heart talk, and evaluate the effect of the heart-to-heart talk.
✎ Write at the end
"Sun Tzu's Art of War" has a cloud: "Knowing oneself and knowing one's opponent will not be defeated in a hundred battles." ”
Heart-to-heart talks between leaders and subordinates are the embodiment of this wisdom. Through clever questioning and careful listening, we not only solve problems, but also promote harmony and progress as a team.
Remember: true leadership is not only about decision-making, but also about communication and understanding.
As Peter Drucker said, "A true leader is not a conductor, but a mentor." "Through skillful heart-to-heart conversations and effective communication, we can build a deep relationship of trust with our subordinates.