Recently, a client told me a wonderful story about how a change in attitude helped me keep a valued employee. Angered and complaining about a company policy provision, the employee requested a private meeting with my client, the owner of a small sales company, and began directly telling him what was wrong. The client could not hear anything the employee said because she was too busy planning her own reprimand strategies. It was important to let the employee know that the policy is good. On the other hand, he did not want to lose his main sales representative. Physically, she felt her body tight and mentally, she was interested in what he had to say.
Who is called an Employee?
Fortunately, he recalled an old saying from his own sales days: When you negotiate to close a sale and place an order, “the first person to speak is lost” is always true. The client thought about this, took a deep breath, and listened instead. He felt physical stress decrease and, for the first time since the employee began speaking, he noticed that he was actually listening.
Stephen Cowie’s Highly Active Habits One of the best known habits, and perhaps the most difficult to achieve, Habit 5: Try to understand first, then understand. My client started asking questions to find out what caused the explosion. He was curious, he wanted to know everything he could about his employee’s point of view. He became increasingly interested, and it was quickly fun to discover what politics looked like for this person. The more he listened, the more he could see the situation through other eyes. As he sought clarity, he began to regain his own balance and power. He saw that he could accept and build the thoughts of his employees, and at the same time tell the truth from his perspective as the leader of the company.
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She heard not only the employee’s words but also the motivation of the message: the employee was concerned about fairness, clarity of communication, and the company’s reputation. She too. They seemed to be on the same side to get the best for everyone. From these general points, the client explained how company policy supported the company’s clarity, fairness, and vision, and how adherence to it would help the employee in the long term. She was able to stay open to some positive suggestions for change, and eventually reaffirmed her role as a leader and mentor. The owner of the company helped solve the problem and positioned it as something that could be solved together and the conflict became an opportunity to strengthen their relationship and strengthen their ability to face future challenges.
Morihei Ushiba, a 20th century martial artist, philosopher and founder of Aikido, says: “We constantly face adversaries, but there really is no adversary.” When we can make friends with our opponents, it is an exciting, rewarding exercise of a different kind of power. It is one thing to think that we are listening, but quite another to do it: imagine ourselves in the place of the person we are listening to and position the problem so that it can act as an attempt to solve mutual problems. . Try. When you have protection in your own power, you will find that you can temporarily step out of it and find something even better.