Some time ago, I met an old man and an old lady quarreling on the plane. The old man is also very interesting. He keeps saying the same thing. The old lady was very calm and went her own way. She not only automatically blocked the information of the old man, but also calmly said to the passengers next to her: "Ignore him, he is such a person."

It's like when we tune the radio, if the band is not tuned correctly, then the noise will be very loud, which will hinder us from receiving effective information. The old couple gave me the impression that it was a typical wrong frequency band.

In fact, whether in life or at work, each of us has his own AC frequency band, which is often consistent with his behavior style. If you can't match the frequency band, it's more than half a sentence, and often the other party is talking about noise.

For example, during the meeting, you talked a lot on the stage, and a large group of employees bowed their heads and played with their mobile phones, without any response;

For another example, you hired a powerful new employee from others, and as a result, you got along with him, only to find that there was no effective way to communicate with him and arouse his work enthusiasm.

Can't it be an employee? Don't! Can't it be a leader? Neither! In fact, each other's frequency bands are wrong.

The source network employees and leaders are not on the same channel, so communication is difficult.

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For leaders, we can't change others, only ourselves. In fact, it is not difficult to match the frequency band with employees.

First of all, you need to know which frequency band you belong to.

Dr. maston, an American psychologist, once discovered disc analysis according to two dimensions and divided leadership behavior styles into four categories.

The first category is D-type, which refers to the dominant leadership. Such leaders value things more than people, have a strong purpose, and pay attention to strategies and results.

And his speed is too fast and his mobility is too strong, which leads to the team being unable to keep up, not good at authorization, and carrying all the "monkeys" of his subordinates on his shoulders.

In fact, such leaders can learn to put down their posture, listen more, accept differences and tolerate different voices. When we communicate frequently with our subordinates, there are actually many places that need to be listened to and improved.

The second category is type I, which refers to interactive leadership. This kind of leadership values people more than things.

They may like to have meetings at work, communicate with others and get together after work. They are better at telling stories and sketching visions, but what they lack are concrete steps and efficient actions.

The third category is S-type, which refers to the revised leadership. They have rational thinking, are good at thinking, and like to speak with facts and data.

In fact, this kind of leader can interact with employees more, which is not what employees will do if you fully explain the reasons. When it's time to relax, relax and don't be too formal, which is more conducive to cooperation.

The fourth category is type C, which refers to supportive leaders. They have the most affinity, but they may also slow down their work pace because of gentleness, and they are not good at dealing with emergencies and are slow to act.

In fact, such leaders should learn to be flexible and appropriately exert performance pressure on employees.

In the final analysis, the essence of leadership is communication. Communication is the exchange of different information, which is often in different frequency bands. Therefore, if you want to influence more people, you must learn to adjust the frequency to an acceptable level for employees.

Only by becoming the engine of fast frequency modulation can leaders give full play to their expertise and help employees release energy.

Figure 4 Different types of leaders in the source network

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Second, we should find the frequency band that employees are good at and actively adjust to their own frequency band.

We used to think that leading employees means controlling and manipulating things, but we found that the more you control employees, the more they resist. That's because you don't understand the behavior style of employees, so it's difficult to interact with them.

You can also use disk analysis to classify employees, find similarities and predict possible problems in advance. In the way that the other person likes, influence him, for example:

With regard to employing people, you should learn to use DISC to analyze employees' personality characteristics, make more efficient choices in the arrangement of work tasks, and let them give full play to their advantages.

With regard to retaining people, you can effectively motivate employees through their "workplace masks", that is, differences in status and personality, so as to cope with pressure and improve their enthusiasm.

With regard to educating people, training should be conducted according to the characteristics of employees' work style, such as sense of purpose, communication ability and adaptability.

Recently, we also used a test system to understand the characteristics of middle-level cadres, and then conducted a lot of research and discussion, so as to arrange the learning content in the future training.

Remember, when communicating, understanding is more important than control. You should adjust the frequency band before transmitting information.

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In fact, having said so much, in the final analysis, what I want to emphasize is: the change of three ways of thinking.

First, service thinking.

In the past, we served our customers well and hoped that they would give us good feedback and consume our products and services.

Today, take the initiative to change yourself, serve employees well, and tune in to their frequency band, just like talking to children. The best way is to squat down and talk to them, and the communication efficiency will be higher.

With the awareness of serving employees, team partners will give us positive feedback at work.

Second, emotional labor thinking.

Hochschild( 1983) made an in-depth case study on the emotional expression of Delta flight attendants, and put forward the concept of "emotional labor" for the first time.

Emotional labor refers to the emotional state that employees show satisfaction with the organization at work. For example, the smile of the service staff, dealing with customers is a comfortable way of communication.

Emotional labor has an important influence on organizational behavior and is a key component to achieve job performance. Emotional labor is particularly important in some work dealing with people.

Therefore, in leadership, sales and other positions that need frequent contact with others, the ability to effectively manage emotions and the rational use of emotional labor are crucial to the success of these positions.

As leaders, we should learn to control our emotions, and also learn to adjust employees' emotions.

Third, model thinking.

If you are careful, you may find that the disk mentioned above is a way to analyze people's personality characteristics.

In fact, we can also use the framework of DISC to apply it to other aspects. For example, life planning, D is height, I is enthusiasm, S is width, and C is depth.

In other words, when we learn something, we must learn to draw inferences from others. Similarly, we should also learn to use the power of models to form our own "model thinking".

Because only when our thinking changes can we adjust our views on things and people, and when our views change, our cognition can be upgraded.

Today, it is a rapidly changing era. Technology has changed, tools have changed, thinking has changed, and cognition has changed!

In fact, it is important to know your team and establish a good framework for everyone to work in a very efficient state, which is what we finally expect to achieve.

That's Shan Renxing today. If you think this article is helpful to your employees and colleagues, please forward it and share it with friends!

Editor/Qiu Kaichun typesetting/Zhao Rui editing/Pang Weiqing

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