How To Deal With Difficult Colleagues And Superiors

As a leader, you are the person who sets the tone for the team. The larger the team size is, the more likely it is that the people who are difficult to get along will participate in the team's "chemical reaction". Therefore, you have to learn to guide their energies so that the whole team can still operate efficiently.

Here are 4 examples of troublesome people and their tricks.

1. love spoil the cold water. Such people can say a few words of difficulty for everything. Whenever something new comes up, he will tell you that it will not work.

Such people always talk differently on different topics at meetings. Then, the team will discuss the affirmative aspects of his negative views. As a result, everyone has deviated from the original theme and the whole atmosphere has shifted from positive to negative.

When dealing with such people, you should listen carefully to what they want to say, but do not let their views lead you to the wrong way. If there is any merit, ask them to put forward a feasible solution, and then find a suitable time to talk to them individually, so that they will know that if they express themselves in a more positive way, they will have a greater impact. If people around them do not buy their negative opinions, they will not be able to change their opinions or change their behaviors. Focus on solutions!

2. people who love excuses. This kind of people can be crazy! You need them to take an active part, but they either don't show up or drag on. As soon as you talk to them, they justify their actions. So, what do you do?

At the very beginning, posts, responsibilities and deadlines should be recorded in black and white, and must be copied to all relevant personnel.

Be clear about your expectations and what support they can get from you.

They are required to submit a report to the management, which will prompt them to perform their duties.

If they again make excuses for themselves, talk to them face-to-face, convey direct and direct messages to them, and let them know that they must contribute to the success of the team. Express your disappointment, but don't blame it. Tell them clearly that you need their cooperation to complete the task.

Let your boss know about this problem and win his support, because the poor performance of these professionals is low.

3. a responsible boss. When I ask a job seeker what kind of boss will drive you crazy, most people say, "I don't like to work for people who are always looking for something." However, few hands-on managers are self-conscious about what they do. They think they can get the results they want, but in fact, giving the team some autonomy can bring better results. Their behavior often stems from uneasiness, so we must give them more security if we want to deal with them well.

How to cooperate effectively with the hands-on managers? First, you need to know what they are worried about and tell them at any time. After having a successful record, apply for more. Autonomy Be clear about what actions you will take to ensure success and how you will continue to inform him of progress. You need to show that you will get better results if you have more freedom in management. Once a mistake is made, you should first report to your supervisor and make a remedial plan.

Employees will not give up their jobs. They can not give up their professional superiors to their superiors. Never try to deal with such bosses by avoiding them, and try to dispel their worries.

If you don't know if you are a hands-on manager, can you ask yourself if you dare not go on holiday, for fear that you will be in trouble when you are away? Or do you think that if you don't give the answer in person, you can't cling to everything? If you answer the two questions yes, you are the manager! Independent operation 。

4. leaders who do not deal with conflicts. Conflict avoidance is a prominent phenomenon in leadership meetings. If you do not want to see public differences, you will not tolerate confrontation. Managers who report to you will not report problems, nor will anyone directly deal with conflicts. As a result, both sides of the dispute will only talk about each other with their allies, rather than directly communicating with each other. If conflicts can not be solved, they will eventually become fatal.

Since there is no process for solving problems, personal abacus will be more important than solving your problem. Managers who meet with you alone avoid conflict. Therefore, organizations can not learn from it, and the same problems happen again and again. In the eyes of some managers, you have become a good old man who hinder progress.

If you are not good at dealing with conflicts, you can create systems that encourage creativity to solve problems. Try these tips:

Resolutely solve problems. Encourage cooperation among colleagues.

Suggestion team (including those who hate conflict) take part in team building exercises to enhance their ability to resolve conflicts.

Be a mediator among colleagues; help others to resolve conflicts.

Since conflict can not be avoided, you must learn to solve problems in the face of conflict. We should set an example for those who hate conflict, but be careful not to threaten them.

You can't pick all the people you work with in person, but when dealing with the troublesome elements, you can follow the following suggestions:

Let's talk about matters. Do not aim at individuals. They should be objective when describing problems, and do not blame each other.

Always be assertive and confident. Be polite and confident whenever you are used to it, because it can be very convincing.

Try to deal directly with those who offend you. Don't be aggressive when speaking. Do not accuse others, but state your views.

Let everyone take the same responsibility for professional behavior no matter whether they are easy to get along with.

Don't let negative people exercise too much power on you or the team -- limit their influence.