Post by account_disabled on Feb 18, 2024 6:04:27 GMT
When their subordinates did not get things done, their reactions were extremely strong. Some leaders directly They scolded their subordinates and called them "pigs". Some leaders said, "You're so stupid" while throwing the documents on the table over... These behaviors are not only typical "not doing things to people," but also serious personal attacks. Therefore, as a professional, a very important and basic practice is: you must learn to distinguish - what kind of criticism from your leader does it belong to? Is it about the situation rather than the person? Is it wrong to people? Or a personal attack? Regarding criticism that is "not about the person but the situation", you don't need to rise to the level of self-deprecation and self-attack, nor do you need to fall into emotional internal friction and pain.
You just need to think about how to get things done. doing things Consumer Mobile number Database well and think carefully about how to do things that were not done well before. What went wrong before? How can I adjust and improve? Regarding criticism of people who are not doing things right, you can speak frankly about your feelings and let your leader know that her way of expression may also hurt you, so that you can reach a mutually beneficial communication method with her. acceptable consensus. My suggestion for "personal attack" criticism is to leave as soon as possible.
Lin Yu's reaction to his leadership, in addition to "discriminating between personnel and affairs", also has a deeper possibility, that is, his interpersonal relationship model - the relationship with authority, is not in a neutral position. When we are children, our relationship model with our father often becomes our relationship model with authority when we grow up. When this relationship model is extended to the workplace, it becomes our relationship model with our leaders. Therefore, some people are blindly obedient to authority, while some people are blindly opposed to authority. But no matter which one, it is actually an unconscious continuation of past relationship patterns.
You just need to think about how to get things done. doing things Consumer Mobile number Database well and think carefully about how to do things that were not done well before. What went wrong before? How can I adjust and improve? Regarding criticism of people who are not doing things right, you can speak frankly about your feelings and let your leader know that her way of expression may also hurt you, so that you can reach a mutually beneficial communication method with her. acceptable consensus. My suggestion for "personal attack" criticism is to leave as soon as possible.
Lin Yu's reaction to his leadership, in addition to "discriminating between personnel and affairs", also has a deeper possibility, that is, his interpersonal relationship model - the relationship with authority, is not in a neutral position. When we are children, our relationship model with our father often becomes our relationship model with authority when we grow up. When this relationship model is extended to the workplace, it becomes our relationship model with our leaders. Therefore, some people are blindly obedient to authority, while some people are blindly opposed to authority. But no matter which one, it is actually an unconscious continuation of past relationship patterns.