How to deal with bosses with redundancies: Emotional intelligent termination


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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.
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Managers are only human. Like any other employee, they know situations in the job that make them uncomfortable. It is usually not about the presentation before a big round or the fear of not mastering a challenging task. Many leaders become insecure when dealing with emotionally sensitive or politically difficult situations.

termination

Here writes for you:

Markus Hornung HornungMarkus Hornung is a consultant and speaker on emotional intelligence.

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Emotional intelligent quit - is that at all?

If redundancies occur, the employees who have to leave are the hardest. But it is also hard for the boss. The bad news first:

A termination remains a personal disaster. The good news: bosses can learn to dismiss employees respectfully and behave dignified.

The termination due to the business

A horror scenario for many bosses is to tell good employees the termination. They know already in advance that this situation will be emotionally stressful and fear to be infected by the anger, the sadness and despair.

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The challenge is not to disguise this empathy, but to use it for the conversation.

Lay off employees - typical traps

Many executives speak for fear that the employee feels chipped away, too much and overwhelm him with statements such as: "It'll be all right." or "You will quickly find a new job."

These emotional killer phrases are not at all helpful, but lengthen the torment and increase grief.

Announce, but right

A good strategy is to perceive and recognize the emerging emotions in such a conversation. This is made clear by supervisors by expressing their understanding of the employee's dismissal.

Clear statements like: “I can understand that you are disappointed and desperate. I would feel the same way. ” relieve both sides. It is good if superiors also state that this step is difficult for them. However, you should be careful not to water down the decision. This includes saying clearly: "Better yet, we will - we must end the employment relationship." No ifs and buts!

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The self-inflicted termination

If an employee has enriched himself at the expense of the company, misused the trust or otherwise committed something wrong, then the situation is for him Chef another.

Instead of compassion dominate anger and disappointment. Nevertheless, a short, clear conversation is the means of choice, so that both sides get out of the situation well.

What can the person concerned do?

Really, no one can prepare for his dismissal, even if in the majority of cases employment-induced dismissals are already indicated. In such a situation, the person concerned helps to name his emerging feelings.

For example: "I feel so helpless and am afraid of not being able to find a new job". An empathic boss will have no objection if the fired employee asks to be allowed to withdraw. After all, the emotional avalanche takes some time to subside.

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