When employees make mistakes, how can they make employees willing to correct them? Do three points, employees are convinced
Recently, Xiaolin has been a little worried. The new intern Xiao Zhang has a fast learning speed. He is also smart, and he does things in a hurry. At the beginning, Xiaolin was very happy. Works so cool.
But the good times didn't last long. Xiaolin discovered the problem. Xiao Zhang did a good job, but he liked to make his own opinions. When encountering a problem, he didn't ask for instructions or report it, and he decided directly. For example, let her find a supplier, just bring the supplier's things directly and put them on the shelves, without auditing, without going through the process.
So Xiao Lin criticized Xiao Zhang. Generally speaking, if you encounter a problem, you can correct it after speaking, but Xiao Zhang is not like this. Xiao Lin kept saying that Xiao Zhang didn't speak, and then slapped his face. Now Xiao Lin is depressed. .
As a manager, it is actually easy to be a "good person", such as giving employees promotions, raises, praise, etc., but it is very difficult to be a "bad person", such as criticizing employees, punishing employees, and dismissing employees. A manager who has not experienced being a "wicked person" is incomplete, which is also a headache as a manager.
When employees make mistakes, how can they make employees willing to correct them? Do three points, employees are convinced
1 The biggest difficulty is emotional management
When employees do something wrong, feelings of anger, guilt, and shame are intertwined, and the employees themselves are in a bad mood. As a manager, in the face of the mistakes of employees and the work is not done well, the team will definitely take the blame, and there will definitely be losses, so the mood is definitely not good.
At this time, when managers want to criticize employees, the biggest difficulty is how to deal with the emotions of both parties. If one is not handled well, it will easily turn into a quarrel, or even if the employee is told, it will be unconvincing and ineffective.
There used to be two colleagues who were talking in the office and got into a quarrel. Then they heard the sound of hitting the table, and then the sound of Ding Ling's sugar palm. They started fighting. Later, I learned that the two were quarreling and each other. Unconvinced, he patted the table and started.
So you must be right about things and not people, and talk about facts, not character, or you will definitely fry on both sides, but it is easy to say, things are done by people, so you must think thoroughly.
There is one point here that you can remember, that is, the meaning of criticism. The meaning of your criticism is to let employees remember the lessons of this mistake and not happen again next time, not to vent their emotions and their dissatisfaction.
When employees make mistakes, how can they make employees willing to correct them? Do three points, employees are convinced
2 Use BIC to do negative employee feedback
BIC is the abbreviation of "Behavior Impact Consequence" in English, which means behavior affects consequences. This tool is commonly used in multinational corporations such as IBM, and is a standard model for managers to give feedback to employees. In layman's terms, it is to tell the employees about the behavior, impact and possible consequences of one thing at one time without pause.
Take the work delay as an example. If the employee's work is not completed and the progress is delayed, how should the manager talk to the employee?
First, behavior: focus on facts, not opinions
Facts and opinions are different. This is very important. Facts are statements that can be proven, without emotion, without judgment, without emotion. Speaking directly, the employee cannot argue.
Opinion is someone's opinion and feeling about something, which is subjective and emotional, especially when the mood is not good, this point of view is unpleasant, and the employee may just go wild.
It is very important to distinguish between fact and opinion here.
When employees make mistakes, how can they make employees willing to correct them? Do three points, employees are convinced
If you say: "What happened to you, you didn't complete the task, the efficiency is too low", "the efficiency is too low" is not a fact, it is the conclusion you draw based on the failure to complete the task, the employee may be because If you delay doing other things, or ask for leave, and you don’t have enough time to finish it, if you directly say that the efficiency is too low, the employee will definitely be unhappy.
And if you say: "This time you didn't complete the task, you still have 2 days of work left", this is the truth, the employee can say the reason why he didn't finish it, but this sentence, the employee can't argue, the employee There is no rebellious mentality.
Second, impact: short-term impact
This impact refers to the impact of what has happened on people and things around you, including the task itself, colleagues, teams, etc. Be careful not to exaggerate the impact or reduce the impact for peace of mind. It is important to tell the truth.
For example, if the employee did not complete the task, it still needs 2 days of work. This affects the task of the entire team. Then the results cannot be released on time this time, and other colleagues cannot complete the task normally because of your work.
Third, consequences: long-term impact, linked to employees themselves
Consequences refer to emphasizing the negative effects that will be caused by long-term continuation on the basis of impact. This is a bit like a brain hole, that is, based on the current impact, the long-term impact can be inferred, and it can be linked to employees.
For example, telling employees that work is not done will affect the progress of the entire team, and if the product is not released on time, it will affect the performance, and it is related to the individual performance of the employee.
When employees make mistakes, how can they make employees willing to correct them? Do three points, employees are convinced
3 Get ready and talk to the staff
First, give feedback
BIC should be finished in one breath, and don’t give employees a chance to question in the middle. Only when you finish speaking at one time can you have the right to speak. After speaking in one breath, the employee realizes that the manager is not targeting him personally, but wants to be responsible for the work. Under the premise of prioritizing work, employees are more willing to discuss issues calmly with managers.
For example: "This time you did not complete the task, and there are still 2 days of work left. The impact of this on the task of the entire team, then the results of this time cannot be released on time, and other colleagues cannot complete the task normally because of your work. Work. If it is not completed, it will affect the progress of the entire team, and if the product cannot be released on time, it will affect the performance, and this is related to the personal performance of the employees." Finished in one breath.
Second, encourage and listen
After speaking, you need to let the employees say what they say every day, and let the employees express their thoughts. If you don’t want him to say anything casually, you feel that he is throwing the blame, and you need to let the employees finish, which is actually a process of detoxification. It is necessary to show all the emotions of grievance and shame.
What you need to know here is that when you hear the words of an employee and you think something is wrong, don’t stop. You can write it down. Remember one thing here. Everyone will find reasons for their mistakes to reassure themselves, otherwise People can't get through. So you can see that in the process of speaking, employees may be defending or throwing the blame. At this time, don’t interrupt or criticize, otherwise it is easy to start a debate, and then escalate into a quarrel, and the worst may be a fight.
And if you don't want to say it, you can encourage him to say: "I know you've been under a lot of stress lately, and your work is difficult," and let him continue. Only after this is finished can we proceed further.
Third, discuss changes
After speaking, you can discuss how to make changes and list all the possibilities. Remember that you can use coaching techniques here, that is, to guide the employee to say that only the change that the employee says will be done willingly, and this stage is a divergence. Thinking stage, think of as many options as possible.
At this stage, don't say, "I told you to do this long ago", "You listen to me, you can't be wrong."
One thing to note here is that as a leader, there is actually a set of plans and solutions for employees’ mistakes. When employees are in a low mood, they can’t say it at this time. Some leaders just talk about their own plans. At times, you don't know the subordinate's thoughts, if you let him, he may not do it, or the execution will be discounted. As long as the plan proposed by the subordinate himself, he will not have the motivation to implement it, and can go all the way to the end.
Fourth: Action Summary
Having said so much, if you don’t implement it, it will be a waste of saliva. Finally, you should make a summary, list all the possibilities, and list out the executable plans. Finally, ask the employees, how many opportunities for change are there when you implement this plan, and what needs to be done. A 90% certainty is a successful course of action.
Fifth: follow-up plan
Once you have an action plan, you need to have a plan, and then you need to follow up, once every two weeks, so that subordinates can pay attention to it and implement the correction plan in place.
When employees make mistakes, how can they make employees willing to correct them? Do three points, employees are convinced
4 write at the end
Darwin said, "Any correction is progress." Knowing mistakes can be corrected, and great things can be done. It is very difficult to criticize and punish employees. If the two sides sit down and talk calmly, it will be successful. Then use the BIC method to guide the conversation. And there is action, there is follow-up, and mistakes are corrected.