From the author:
Negative emotions are part of the job
It is part of the proven standard repertoire of a boss to make unpleasant decisions and to represent them clearly. Often, however, superiors also have a bad feeling about it. Maybe there is the employee, who has been dedicated for years, who does not fool anyone in the department.
And yet he lacks social skills or openness for new ideas. If the new position is required, the boss will wisely use a more appropriate colleague.
What is behind the envy of your colleagues?
No matter who the supervisor decides: Probably sees another employee from the Team in the new place. In a four-eye conversation there is a chance to defuse the conflict. If an employee is ignored during the promotion, that is a personal defeat.
After all, his qualifications, successes and his daily work were not enough to win the race in the office. In search of the reasons, he compares his projects, values and strengths with those of the more successful colleague and may come to the conclusion: “This is unfair! I should have deserved the promotion. ” This can permanently impair motivation.
Understand emotions and make decisions
Leadership can take pressure here if it takes the incomprehension, the annoyance and ultimately the disappointment up and take seriously. If they manage to respond unconditionally to the emotions of the employee, they will subside.
A helpful phrase is, for example, "I can understand that you are having trouble making this decision and that you are disappointed." In doing so, the supervisor signals a sincere interest and sympathy for the hurt feelings of the employee.
In short, sincere, engaging
Bosses are well advised to keep challenging debates short. As hard as it may sound, that means: No small talk to initiate the conversation and no phrases of appeasement. One said: "Is everything half as bad" does not help anyone.
If the employee is really angry, he will only calm down if he has the feeling, that has also arrived at the opposite. The supervisor can adapt to the emotional situation of his employee: So also lift the voice and do not try to calm the other in a muted tone. So the boss makes clear that he understands what moves his team member.
Transparent criteria for the decision
It is also a good preparation to consider good and comprehensible motivations, priorities and criteria during the decision-making phase.
Supervisors can reveal these when employees who have been handed over are asked specifically. This helps both the superior to represent his decision and the employee to accept them more easily.
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German edition: ISBN 9783965960206
English version: ISBN 9783965960213 (Translation notice)
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