升职后怎么样处置好与同事的关系?

时间:2022-1-14 作者:趣学网

You finally got that promotion and now you’re the new boss. Things might not feel much different in the beginning, but managing former peers requires a major adjustment on both ends.
How you handle the change at the outset can affect the long-term harmony and productivity of the group.
— Embrace change. Accept that your relationships with co-workers will inevitably change, say experts. This can be hard if you were friends with someone you now supervise. You don’t have to give up the friendship, but you do need to have a frank discussion outlining the new parameters of your relationship in the office.
‘This includes what you can and can’t do,’ says Stephen Xavier, president and CEO of Cornerstone Executive Development in Chapel Hill, N.C. ‘Obviously, you can’t participate in workplace gossip or any negative talk about co-workers.’
You also can’t be as chummy as you were before and you might, say, have to give up your regular lunch dates with your former peers.
— Get educated. If the company doesn’t provide management training, take a class, get a coach, read books and observe how other bosses handle subordinates.
You want to strike a good balance of authority, says Bonnie Hagemann, CEO of Executive Development Associates in Oklahoma City, Okla. There’s a tendency for new bosses to manage too harshly or be too lenient.
— Establish your role. Early on, step forward and demonstrate how you will handle your role as boss. Be firm but open to feedback and talk through what you expect from employees and vise versa.
Make clear what you’ll be doing differently from your predecessor, if anything. Remember, rank-and-file employees tend to be focused on their jobs, whereas your role as boss means doing what’s best for the department and company. You may be forced to hold employees who you worked alongside just weeks ago accountable in ways that can influence their job standing and pay.
— Address concerns. Introduce changes gradually since big, sudden changes can create a lot of stress — especially if they are complex.
Give employees a role in the decision-making process when you can and help them understand why any changes are necessary.
A good way to discuss inpidual concerns with other former peers is to take them aside one by one and privately explain how things will change, suggests Mr. Xavier.
— Be careful not to play favorites. It can harm your credibility as a fair leader and can backfire with friends who may take advantage of you.
‘Familiarity breeds a potential for some complacency and that can make it more difficult for the manager who’s promoted internally,’ says Paul Winum, senior partner at RHR International, a management consultancy in Wood Dale, Ill. ‘When somebody comes in from the outside, and there’s not a pre-existing relationship, people are on their toes a little more.’
— Head off problems. Manage the disappointment of peers who didn’t get promoted by finding new opportunities or challenges for them in the restructured team, suggests Mr. Winum. ‘You want to forge some kind of positive, constructive relationship,’ he says.
Try to talk through any concerns or issues of those who might have wanted to be boss so you don’t end up being blindsided by a bigger problem or an employee resigning.
你终于如愿以偿得到了晋升,目前你是新官上任的老板了。起初或许所有感觉如常,不过要想管理好昔日与你平起平坐的同事,双方还是都需要做出重大调整的。
你在刚开始的时候怎么样应付这种身份转变,决定了你的团队以后能否长期维持和谐高效。
──泰然同意这种身份转变。专家表示,你与同事的关系不可防止是要有所改变的,必须要做好心理筹备。假如现在的某个下属过去是你的朋友,那样要做到这一点或许会比较困难。其实你也不需要放弃友谊,不过需要跟他们开诚布公地谈一次话,明确界定你们在工作上的新关系。
北卡罗来纳州查珀尔希尔市(Chapel Hill)基石高层管理人才进步集团(Cornerstone Executive Development)总裁兼CEO斯蒂芬?赛维尔(Stephen Xavier)表示,“你要了解自己什么可以干什么不能做。传播办公室小道消息、背后说同事坏话当然都是不能做的。”
你也不能再跟同事过从甚密,譬如,你以前跟同事一块共进午餐,目前或许就需要放弃这个习惯了。
──同意一些必要的培训。假如公司没提供管理培训,那就自己去报个班、找个职场导师、看一些有关书本,并留神察看其他上司是怎么样管理下属的。
俄克拉荷马州俄克拉荷马城(Oklahoma City)管理人才进步协会(Executive Development Associates)CEO邦尼?哈格曼(Bonnie Hagemann)表示,你会期望自己表现出适度的权威。那些刚刚登上领导岗位的人一般都有的过犹不及,要么太过严厉要么太过宽松。
──确定我们的角色。刚开始就采取行动,向下属说明你计划怎么样行使老板的职责。态度要坚定,不过同时也要乐于接纳反馈建议,跟下属交流你对他们的期望,也让他们表达他们对于你的期望。
假如你以后的工作方法会有异于前女友之处,那也要跟下属交流了解。切记,一般职员一般仅需关注我们的职责,而身为老板,你的职责是为部门和公司提供最佳解决方法。或许,就在几周前你还与这部分同事相互扶持并肩作战,目前就得调整他们的岗位和薪资了。
──表现出对下属的关心。让他们逐步地适应变化,突如其来的巨大变动可能会给他们导致非常大的重压──特别是那些比较复杂的变动。
可能的话,让下属也参与进决策过程中来,帮他们理解这部分变动的必要性。
赛维尔表示,要想表达出对昔日同事的关心,一个非常不错的办法是跟他们单独谈话,向他们阐明局势或有什么样的变化。
──千万不要偏心。偏心会干扰到你的公信度,对你的朋友可能也会起到一个事与愿违有哪些用途,由于他们可能会恃宠而骄。
伊利诺伊州伍德戴尔市(Wood Dale)RHR国际管理咨询公司(RHR International)的高级合伙人保罗?威纳姆(Paul Winum)表示,“一个内部提拔上来的管理者假如跟某个下属过度亲密,可能会致使他们产生自得自满的情绪,那你的工作会因此而变得愈发棘手。若是一个空降兵,跟下属没旧交情,那大伙倒是可以更好地协同一心、各司其责。”
──准时解决问题,以免问题扩大化。有的没能得到提拔的昔日同事或许会有失望的情绪,威纳姆建议,可以在经过重组的团队内给他们安排一些新的机会或是挑战。他说,“你一定会期望跟下属打造起某种积极的富有建设性的关系。”
跟那些过去觊觎老板地方的下属准时交流,解开他们的心结、解决他们面临的问题,如此,就不至于将来要惊慌失措地应付某个更大的问题或者某个下属突如其来的离职了。

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