Communication skills of enterprise managers

Modern enterprises attach great importance to communication, not only to external communication, but also to communication with internal employees, so

Communication skills of enterprise managers

Modern enterprises attach great importance to communication, not only to external communication, but also to communication with internal employees, so that communication can be cohesive. What are there? I sorted it out below for your reference.

1, tell a story

Boeing encountered some difficulties before 1994. After President Condi took office, he often invited senior managers to his house for dinner, and then told the story of Boeing's fire outside the house. Condi asked these managers to write bad stories and throw them into the fire to bury the "dark" side of Boeing's history, keeping only those inspiring stories to boost morale.

Step 2 chat

Okuda is the first. A Toyota electronic tailor who is not a member of the Toyota family. During his long career, Okuda won the love of many people in the company. He spent13 time in Toyota City, and often chatted with many engineers in the company about his recent difficulties in work and life. In addition,13 of the time was spent visiting 5000 dealers, talking business with them and listening to their opinions.

3. Relieve employees' worries

Keller, the president of an airline, learned that the biggest worry of employees is unemployment, because many airlines recruit a lot in the peak season and dismiss employees in the off-season. Keller announced that he would never lay off employees after taking office. He believes that employees will not have a sense of security and loyalty unless they are relieved of their worries. Since then, the company has had employees in the off-season. When the peak season comes, all employees will work overtime without complaint.

4. Help employees make development plans.

Ericsson is a "century-old shop". Every year, employees of the company have a personal interview time with the human resources manager or the competent manager, and with the help of their superiors, they make personal development plans to keep up with the company's business development and even surpass the company's development pace.

5. Encourage leapfrog reporting.

At Hewlett-Packard, the president's office never has a door. When employees are treated unfairly by their immediate superiors, or see the problems existing in the company, they can directly raise them or even go beyond the level. This corporate culture makes people respect each other when they get along, eliminating confrontation and intrigue.

6. Mobilize employees to participate in decision-making.

Ford makes an annual Employee Participation Plan every year. Mobilize employees to participate in enterprise management. This has aroused employees' gratitude to the enterprise, and their sense of participation and cooperation has been continuously improved, with more and more rationalization suggestions and greatly reduced production costs.

7. Re-employ laid-off employees

Sanyo Company once bought a TV factory in frist, USA. When Japanese managers arrived in frist, they did not openly recruit young and strong workers, but hired those who had worked in factories before and are still unemployed. As long as they have a good working attitude and no technical problems, the factory welcomes them to come back to apply.

8. Cultivate pride

When Cohen started his business, the salary was not high, but the employees were very proud. Companies often buy small items, such as hats, and give one to each employee who participates in some projects to make them feel that their work has added value. When outsiders ask company employees, "How is your job at Cisco?" Employees will proudly say, "the salary is low, but they often send things."

9. Verbal praise

Praise is not only considered as the most effective incentive method in today's enterprises, but also an effective communication method in enterprise teams. Kōnosuke Matsushita, the founder of Panasonic Group, pays great attention to praising people. If he meets an employee who has made rapid progress or performed well in person, he will immediately give verbal praise. If he is not on the scene, Panasonic will personally call to praise his subordinates. ?