Boss To Be "Emotional Engineer"

Emotional management is becoming more and more important in the modern fast-paced, high-pressure professional environment. Employees lack of passion for work, long-term work pressure can not be relieved, spirit is in a "depressed" state, showing the symptoms of job burnout, which will damage the company's operation.

The term "job burnout" has been put forward in the field of clinical psychology in the United States work The symptoms of burnout are defined as "emotional exhaustion", "loss of enthusiasm for work", "reduced personal achievement" and so on. Employees with high burnout not only have a negative impact on corporate performance, but also on other employees' psychology and physiology. Therefore, Zhonghe land's internal training course requires that the boss should be an "emotional engineer" to build an emotional bridge between employees and work teams, between employees and customers, and between employees and enterprises.

Jack Welch, the master of management, also advocates the great power of developing emotional potential, mainly to win the "heart" and "brain" of employees. Only when the employees think of one place can the enterprise have cohesion. If the employees are unable to achieve the goal of the enterprise, they will be able to achieve the goal of the enterprise.

　　 boss To establish a harmonious relationship with subordinates Emotional connection As a means of motivating and motivating employees. In addition, emotional management ultimately needs to give full play to people's potential. The boss should not only become an "emotional engineer", but also become a driving force to mobilize employees to put their emotions into practice, so as to help employees play their natural potential.

The "should have" concept and behavior of these bosses also conform to Zhonghe land's core values of inclusiveness, credibility, efficiency and enterprising. In this way, it is also the core value of "tolerance".

Tolerance and cooperation with a broad mind. For example, between the team, the boss and the team members, they can remind and encourage others in good faith, give constructive opinions, and treat others' personalities, shortcomings and mistakes with tolerance; the boss can be willing to sincerely affirm others, appreciate others, employ their strengths, and be good at spreading, sharing and learning from others' advantages and strengths; The boss can reasonably authorize the subordinates, track and guide them, help others improve, and respect the law of talent growth; the boss can give others the opportunity to express their opinions and actively adopt the reasonable opinions of others; the boss can talk about the matter, not emotional, and put the overall interests of the company above the interests of the Department.