Читать книгу Decide now! Make the Right Choice under Stress - Simone Janson - Страница 7

Simply make decisions for leaders: yes, no, maybe?
// By Markus Hornung

More salary, more responsibility, more career: A new job is created and offers an employee of the team unexpected advancement opportunities. Great news or dilemma? For the executive it is often both. After all, the boss has to decide who he is to take the place and accept that he is hitting other employees with it.

Negative emotions are part of the job

It is part of the proven standard repertoire of a boss to make unpleasant decisions and to represent them clearly. Often, however, superiors also have a bad feeling about it. Maybe there is the employee, who has been dedicated for years, who does not fool anyone in the department.

And yet he lacks social skills or openness for new ideas. If the new position is required, the boss will wisely use a more appropriate colleague.

What is behind the envy of your colleagues?

Regardless of who the manager chooses: Another member of the team will probably see himself in the new position. The opportunity to defuse the conflict lies in a one-on-one conversation. If an employee has been left out during the promotion, this is a personal defeat.

After all, his qualifications, successes and his daily work were not enough to win the race in the office. In search of the reasons, he compares his projects, values ​​and strengths with those of the more successful colleague and may come to the conclusion: “This is unfair! I should have deserved the promotion. ” This can permanently impair motivation.

Understand emotions and make decisions

Leadership can take pressure here if it takes the incomprehension, the annoyance and ultimately the disappointment up and take seriously. If they manage to respond unconditionally to the emotions of the employee, they will subside.

A helpful phrase is, for example, "I can understand that you are having trouble making this decision and that you are disappointed." In doing so, the supervisor signals a sincere interest and sympathy for the hurt feelings of the employee.

In short, sincere, engaging

Bosses are well advised to keep challenging debates short. As hard as it may sound, that means: No small talk to initiate the conversation and no phrases of appeasement. One said: "Is everything half as bad" does not help anyone.

If the employee is really angry, he will only calm down if he has the feeling, that has also arrived at the opposite. The supervisor can adapt to the emotional situation of his employee: So also lift the voice and do not try to calm the other in a muted tone. So the boss makes clear that he understands what moves his team member.

Transparent criteria for the decision

It is also a good preparation to consider good and comprehensible motivations, priorities and criteria during the decision-making phase.

Supervisors can reveal these when employees who have been handed over are asked specifically. This helps both the superior to represent his decision and the employee to accept them more easily.

Text comes from: Der Abschied von der Sachlichkeit: Wie Sie mit Emotionen tatsächlich für Bewegung sorgen (2015) by Markus Hornung, published by BusinessVillage Verlag, Reprints by friendly permission of the publisher.