How To Deal With An Angry Boss?

　　 Management transformation The essence of human is human transformation; The transformation of human needs to solve three problems in turn: knowing, being able, willing or unwilling. Ignite and call sb names Only a small part of these problems can be solved.

When I first met Chairman Chen, he just got angry with his subordinates and entered the conference room with anger on his face. The chairman of the board of directors is from Shandong. He is honest and enthusiastic. He always speaks and works in a hurry. After greeting and taking a seat, he first apologized, "Now the economic situation is not good, I am stressed and angry; but in recent years, it has been much better, if not forced to try not to get angry, that" patience "can testify. ”As he spoke, he turned his head to the word "bear" on the wall.

A knife at the beginning of the word, I will continue to talk with him. If I have to endure, it may lead to resentment accumulation, which is harmful to my health; But if you can't bear it, it's easy to hurt your subordinates and colleagues. He said, "There is really no way. In order to manage the 16 subordinate companies in a chess game, I have spent three years exploring a flexible and efficient management model, and even talk about group standardized management at meetings. However, the subordinate production enterprises, sales companies and even the functional departments of the group are unwilling to cooperate and want to dominate the mountain. This is just a matter of guarantee. I scolded people in the financial department. Because cash flow is tight now, we must cooperate with the bank in a principled and flexible way. We can't hold books all day and delay the opportunity. "

Indeed, if there is no problem, it will not be an enterprise but a paradise, and enterprises will never be without these bumpy trivia. Recently, people often talk about the transformation of enterprises in crisis, but whether management or business transformation, its essence is the transformation of people; The transformation of people's ideas and behaviors needs to overcome many defects of human nature.

This is God's negligence in creating human beings. He hastily released our semi-finished products to the world before the process was finished, resulting in laziness, greed and narrowness around us all our lives.

Of course, we also have, and probably more, the glory of human nature in our hearts. As we saw in the Sichuan earthquake, many people selflessly contribute their wealth and strength, help others, and be happy themselves. Therefore, at the beginning of man, he may be neither good nor evil, depending entirely on the nature of the environment after tomorrow.

Let me say that, Chairman Chen's anger has really subsided. So I asked him to give me 20 minutes. I have 9 words I want to give it to him. He nodded happily and agreed, and I began to compare and draw on the whiteboard beside me.

　 Know not:

1. McKinsey said that people can remember a thing only after telling it seven times; In addition, every time a message is conveyed orally, it will decline by almost half, so if there is no direct communication channel to all employees, people far away from the group headquarters may not understand your ideas and intentions at all;

2. In order to let employees participate in the change, he not only wants to understand the company's and the chairman's ideas, but also wants to know what this change means to him (What's in it form). Will the difficulty of work increase, will the pay increase, will it be necessary to learn new methods, and will I be eliminated in the future?

3. If 100 people are unwilling to actively participate in your change, 60 of them are because no one answers the above question for them. {page_break}

　 can I:

1. The ability is not only for individuals, but also depends on whether your enterprise has the organizational ability required under new conditions. You can't expect the inventory supervisor, like Lei Feng, to take the initiative to call every day to learn about the plans and conditions of sales, marketing and procurement, so as to constantly optimize the inventory; In fact, you should establish an information system that links production and marketing to ensure that the inventory supervisor knows production and marketing information at any time and anywhere, so that as an ordinary person, he can also manage the inventory according to the management procedures;

2. Ability also includes various resources such as funds, teams, time, tools and methods. When these conditions are not met, most people will choose to wait and avoid, which is a reality.

3. Among the 100 people who are unwilling to participate in the change, 30 are problems of personal and organizational capacity, which limit their participation.

　 Would you like to:

1. Except for the talented and underachievers, most people do not like change, which is part of human nature. Therefore, we should not be stingy with various incentive measures. Once subordinates have made progress in promoting collectivization and standardized management, they should be encouraged in a timely manner; For those who intend to hinder the change, necessary personnel arrangements should be made to solve the problem.

2. The problem lies in the first three rows, and the root cause lies in the rostrum. Leading by example is always the basis for shaping the corporate culture, and the same is true for a change. If employees see people in the management team disagree, they will not take your change seriously;

3. Among the above people who are unwilling to participate in the change, there are only 10 people who are completely unwilling from the bottom of their hearts.

After that, I would like to ask Chairman Chen to share his views on these three issues. Chairman Chen put down his pen, stood up and drew an inverted triangle just beside the triangle I had just drawn. He said, "My time allocation is just the opposite of what you said. In your example of 100 people not participating in the reform, I always think that 60 people are unwilling, so I have to criticize or even swear. 30 people are lack of personal ability and need to learn and train. Only 10 people cannot understand my idea. After all, I have repeatedly talked about collectivization and standardized management in recent years."

Are you thinking differently now? I asked him. He answered me straightforwardly: I'm not sure your triangle is right, but now I realize these points.

First, swearing can only solve the problem of willingness or unwillingness, and it can only solve part of the problem at most; (willing or unwilling)

Second, I thought that the personal ability of cadres and employees was the main problem, but now it seems that organizational ability may also be lacking; If it is a lack of ability, it cannot be solved by cursing; (Can I)

Third, I suddenly realized that, just like the rebellious psychology of adolescent children, sometimes the more they talk, the more people will not listen to them, so I may need to change the way of communication. It seems unrealistic to expect everyone's enthusiastic participation if we cannot understand the impact of such transformation on their individual.