The team’s negative emotions are not terrible.

Abstract When companies experience rapid transformation, all levels of the enterprise are under pressure, but the pressures are different. The pressure of top management is to make the company change in the right direction. The pressure of middle managers is to lead team members to achieve high performance in rapid transformation, and...
At a time when companies are experiencing rapid transformation, all levels of the enterprise are under pressure, but the pressures are different. The pressure of top management is to make the company change in the right direction. The pressure of the middle managers is to lead the team members to achieve high performance in the rapid transformation and to ensure the transformation effect. The pressure on grassroots employees is that they need to adapt to the rapid changes in the enterprise.
Middle managers are like sandwich biscuits. It is difficult for them to influence the organizational transformation. The senior executives hope that they will resolutely implement the transformation decisions and strategies. They will face the real problems brought by team members due to rapid transformation. For example, deal with the various anxiety that team members face in the face of rapid changes.
This is also the voice of the middle managers who we often hear when training in major companies. When the company is undergoing rapid transformation, the team that it leads is affected, the team atmosphere is worse, the members' emotions are generally low and negative, and more Not to mention the effects of transformational execution, which often makes middle managers feel overwhelmed.
We refined a model--4A model for team emotional management. The 4A model is a tool that helps managers turn the team's negative emotions into positive emotions, divided into four steps.

1. Identifying the negative emotions of the emotional recognition team is the first step, because we can only begin to deal with this negative emotions if we identify the negative emotions of the team.
How to identify the negative emotions of the team? Middle managers need to focus on two aspects:
1) Discover changes in the team's daily behavior. When the team's emotions are affected by rapid transformation, the daily work behavior of team members changes. For example, team members do not communicate with managers as actively as before, and the frequency of communication drops rapidly; they can usually go to work on time, but now they are often late and early; the problems that were easy to deal with before are now very difficult.
2) Pay attention to the characteristic behavior of negative emotions. The negative emotions of the team have corresponding characteristic behaviors. There are three main characteristic behaviors: "silence", "complaint" and "pull off". Silence is a very typical negative emotion of the team. It is not responding to the status quo or the problems it faces. Complaints are another common characteristic behavior. When you see a team problem, you always complain rather than actively solve it. Excuse me, when the team is facing problems, everyone is looking for various reasons to evade, rather than take the initiative. These three characteristic behaviors are often reflected in the team meeting.

2, accepting emotions to accept the emotions of employees, rather than suppressing employees' emotions is the second step in team management. As managers, we have to accept the negative emotions generated by team members, to understand them, not to suppress their emotions.
It is normal for employees to experience negative emotions in the face of rapid changes in the organization, because from a human perspective, few people like change, because change means risk, which means paying more but not necessarily returning. In the process of rapid transformation, the mentality and mood of team members often go through four stages:
1) Unwilling to face. When the organizational transformation begins, the team is prone to ostrich mentality, is reluctant to face this change, and still works with the old method, which naturally leads to a decline in organizational performance;
2) Resist. When organizational transformation continues to advance, has become an established fact, and may jeopardize the interests of team members, they are likely to begin to resist, when organizational performance may fall to a low point;
3) Refocus. When an individual can no longer prevent the transition, team members begin to accept and refocus on the work, and organizational performance begins to improve;
4) Ability to play. When organizational performance improves that team members see positive results, it will have a positive impact on the team, and everyone will begin to develop their capabilities, which in turn will improve organizational performance.
Accepting the negative emotions of team members, team members can feel the understanding of managers, and then they can accept your help to quickly adjust their emotions, go through the first two stages as soon as possible, and quickly re-focus and develop their abilities.

3. Analysis of sentiment analysis The key to employees' emotions is to analyze the source of employees' negative emotions. When the organization is undergoing rapid transformation, the grassroots employees are particularly prone to three negative mentalities due to the information asymmetry between the senior and the grassroots and the untimely delivery of key information:
1) The mentality of the victim. I was innocently involved in the transformation of the organization, not that I caused all aspects of the organization, but let me bear the consequences of these problems;
2) Bad person mentality. The stupid decisions of the company's top management in various aspects have led to various problems. Now, what kind of rapid transformation has it begun? Will only bring more problems;
3) Helpless mindset. As a small-scale employee at the grassroots level, I am very vocal, and I can't do anything about the rapid changes in organization.
These three negative attitudes not only cause employees to have negative emotions, but are more likely to be infected through daily communication between employees. Once these three negative attitudes spread throughout the team, the team's atmosphere and morale will be hit hard, which will affect the team's performance.
In the face of these three mentalities, what should managers do? Let's look at the last and most crucial step in the 4A model: adjusting emotions.

4, adjust the mood When we figure out the source of employee negative emotions, we can find ways to adjust the negative emotional state of employees to a positive emotional state.
When adjusting employee sentiment, the following four points are crucial for the manager to achieve the goal:
1) Maintain timely, two-way, and honest communication. As we mentioned earlier, the three negative attitudes of employees, victims, and helpless people are related to the lack of timely information on organizational changes and the lack of opportunities to express their concerns. Therefore, as a middle-level manager, you need to understand and communicate the latest information about organizational changes to employees in a timely manner. In the process of conveying information, you should be honest, not cover up. The more you cover, the more likely employees are misunderstood. In addition, middle managers need to understand the issues that employees care about and give them opportunities to express. When necessary, we must convey the concerns of employees to the company's senior management to ensure that information is shared from bottom to top.
2) Promote the team to focus on “goals” rather than “past”. When employees generate the three negative mentalities of victims, bad people and helpless people, they actually focus on the "past", but the "past" has passed, and too much attention will cause everyone to fall into negative emotions. As a manager, you should lead the team to actively focus on the goal, that is, accept the current status quo, and discuss how to achieve the new goals of the team through our current efforts. This can help the team turn its energy and focus to positive aspects and generate a positive emotional state.
3) Use the two methods of “self-reflection” and “empathy” to help employees turn their minds. “Self-reflection” and “empathy” are very powerful tools for adjusting emotions and mindsets. “Self-reflection” is not forcing the team to think about what is wrong with the team, but to guide the team to think about the negative effects of the current negative emotions on the team itself, and let the team members realize the negative consequences of indulging in negative emotions; It refers to the combination of current internal and external environmental changes, guiding the team to think from the perspective of the manager, helping the team to better understand and accept the various adjustments of the company, making the team members' mood and mentality more peaceful, and gradually starting to face positively.
4) Take advantage of the positive influence of the “Opinion Leaders” in the team. The “opinion leaders” in the team are those who have prestige on the team and have influence on other team members. The emotional state of the entire team is largely influenced by opinion leaders. When the team is in a negative mood, if the manager can first mobilize the positive emotions of these opinion leaders and then let them influence other members, it can help the whole team adjust to a positive emotional state.
In the next few years or even ten years, "change" will become the main theme of enterprise survival. As a middle-level manager, only by mastering certain team emotion management skills can we adapt to organizational changes and then grasp in organizational changes. Opportunity, lead the team to grow with the company.
Wang Mingwei, Wang Wei/Wen Wang Mingwei is a senior lecturer at Keylogic. He is the author of “Actively: Dealing with emotions and then dealing with problems”; Wang Wei is the president of Keylogic and has the “Innovation Password”.

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