The art of war in the workplace, if there are these phenomena in the workplace, don't panic. You can't generalize these problems in the workplace. It is inevitable to meet colleagues you don't like. You must learn the rules of the workplace to be like a duck to water. The art of war in the workplace teaches you to gain a foothold in the workplace.

Whether the art of war in the workplace 1 can effectively reduce the pressure brought by work is an important symbol of leaders' leadership art and an important link to maintain leaders' physical and mental health.

Leaders who are not good at decompression, pay attention to every detail, and their bodies are tired, so are their subordinates. In the end, most of them are thankless. And leaders who are good at decompression are good at grasping major events, amplifying power, being brave in sharing power with subordinates, and advancing and retreating with * * *.

In this respect, Sun Quan, the ruler of Wu during the Three Kingdoms period, is an example. His practice can be used for reference by many business leaders who are troubled by pressure.

Sun Quan's longevity is related to his ability to unload stress.

At the age of 19, Sun Quan took over the inheritance started by his father and brother, and died at the age of 7 1, ruling for 52 years, surpassing any leading figure in the Three Kingdoms period. Compared with Cao Cao and Liu Bei, Sun Quan has the smallest national strength and the greatest survival pressure, but he can prolong his life and firmly hold the country, depending on how he decomposes the pressure.

A major feature of Sun Quan's leadership style is that he seldom goes to the front to lead troops to fight, but leaves them to his subordinates to complete the task. Among them, Zhou Yu's Battle of Red Cliffs and Lv Meng's Jingzhou War and Lu Xun's Yiling War. These three battles were decisive for Wu Dong, but Sun Quan was completely at ease with his men fighting the enemy at the front.

On the surface, the beauty of Sun Quan's employment lies in knowing people and being good at their duties. On second thought, however, Sun Quan's strength lies in his ability to release the pressure, and through the three pressures of kindness, faithfulness and snapping up, he drives his subordinates to share his worries deliberately.

Oppressing people with kindness: mobilizing the enthusiasm of subordinates with kindness

Specifically, "combining kindness with prestige" is to mobilize the enthusiasm of subordinates with great kindness and make them loyal to their superiors. According to the historical records: "Sun Quan is good at caring for soldiers and can gain the strength of all generals. Soldiers are willing to serve the Lord with their own bodies. " Ling Tong died early and his son was still young, so Sun Quan brought his young son into the palace to raise him and loved him as his own. When Monroe fell ill, Sun Quan placed him in the nearby Inner Temple for treatment and offered a large number of rewards for famous doctors and medicines. During this period, Sun Quan often came to visit, fearing that Lu Meng would be hurt and tired. He opened a small hole in the wall and visited at any time.

Sun Quan favors his subordinates and makes them feel respected and loved. Glazer, an American psychologist, believes that "loving and being loved are the most basic psychological needs of human beings, and their full satisfaction will greatly enhance a person's self-esteem and self-confidence." Sun Quan's kindness to his subordinates is to mobilize their achievement motivation and gratitude intention to the maximum extent.

Credit pressure: inspire subordinates' sense of responsibility with full trust

"Credibility" means to summon subordinates' sense of responsibility with full trust, so that they can share their worries wholeheartedly for their superiors. For example, in the battle of Yiling, it was reported that Zhu Gejin had something to do with Shu Han. Sun Quan firmly said: "Zhuge Yuzi and I are close friends, and outsiders can't make rumors." Lu Xun resisted Shu soldiers in Jingzhou, and Sun Quan gave him his own seal and appointed him to deal with the communication with Shu Han.

In the above cases, Sun Quanen's trust in subordinates and employers is beyond doubt, which not only gives them greater encouragement, but also gives them more authority. American psychologist Rogers said: "Unconditional affirmation will inspire a person's potential infinitely." It can be said that the reason why Zhu Gejin and Lu Xun can create prosperity for Wu Dong is inseparable from Sun Quan's full trust and pressure.

Elastic pressure: let subordinates work hard with insecurity.

"Resilience" refers to establishing a sense of insecurity for subordinates, so that they can avoid pride and constantly strive to express themselves. Sun Quan, for example, kept his distance from Zhang Zhao, an old minister, and repeatedly did not use him as the prime minister. Although Zhang Zhao has always been very popular, he is also the largest clan in Wu Dong. Once there was an argument between them, Sun Quan simply said, "Scholars from the State of Wu came to the palace to worship me and went out to worship you. My respect for you is at home. If you humiliate me again and again in public, I'm a little worried about what to do if something goes wrong. " In a word, Mr Zhang was silent for a long time. Later, Sun Quan saw that Zhang Zhao, an old minister, repeatedly opposed an alliance with Gongsun Yuan, saying that he was ill and would not go to South Korea, so he ordered someone to block his door with soil, and all his dissatisfaction was in it.

Here, Sun Quan kept a proper distance from Zhang Zhao, and we should not be conceited and seniority-dependent just because we were the elders of the Three Dynasties. Psychological research shows that too much anxiety will make people nervous breakdown, too little anxiety will make people indifferent, and moderate anxiety will make people work hard. Sun Quan pressed Zhang Zhao just to force him not to be complacent and narcissistic.

If you are not good at sharing your troubles, you will become a workaholic.

Speaking of the skill of employing people who are the foundation stone of the Three Kingdoms, Cao Cao is more "elastic pressure" than "trust pressure" on his subordinates. At every critical moment, he "would rather I take the responsibility of the world than the responsibility of the world", so he is self-centered. Why can he win the trust of scholars all over the world? No wonder he fell into Zhou Yu's scheme of "Jiang Gan stealing books"; Liu Bei is more "gentle pressure" on his subordinates than "elastic pressure". So he feels the same way too much. Why does he make his subordinates feel a sense of crisis? No wonder he couldn't stop Guan Yu from despising Dongwu soldiers, which led to "carelessness in Jingzhou"; Sun Quan is a combination of "kindness and pressure", "loyalty and pressure", and everything is connected. Every time something important happens, he should know how to be kind to others, be brave in promoting new people, be so kind to soldiers and trust all ministers. No wonder he saved the day many times and eventually lived a long life.

From this point of view, the art of leadership is also a decompression art. Leaders should know how to effectively distribute pressure and share worries, and avoid "one person bears all the problems". In this process, special attention should be paid to the combination of goodness and kindness, so that subordinates can know how to be cold and warm, and do their best. On the contrary, if the leader does not know how to release the pressure and boldly share his troubles with others, he will fall into the quagmire of workaholism. Although Zhuge Liang and Sima Shi were extremely clever, they both broke down from overwork. But before he conquered, it was enough to say that he was dead.

Workplace tip: The best way to stay enthusiastic about life is to cultivate your interests outside of work, instead of putting all your hopes on work, because only the joy of life can bring you lasting happiness.

The art of war in the workplace ii.

Roses are bright, fragrant and warm. If we compare office workers and wage earners to roses, how can we never be defeated? The author has worked in the enterprise for many years, from the lower level to the middle level, and then to the general manager.

Become an indispensable person

Usually in the company, the boss loves those employees who are available immediately and can bring added value. Management experts pointed out that the boss's salary increase or promotion is often not based on whether your work is good or not, nor on your past achievements, but on whether you are helpful to his future. As an employee, you should always ask yourself: If the company dismisses you, will there be any loss? Are you so valuable and potential that the boss is reluctant to give up? In short, it is very important to keep up with the times and become an indispensable person in the company by relying on your own efforts and professional knowledge.

Build a network

In society, why are some professionals and other hardware not necessarily good, but people can get ahead? In fact, many of them benefit from their interpersonal skills. Networking is to create a space conducive to self-development and strive to get recognition, support and cooperation from others. There are many "small groups" composed of interests, hobbies, classmates and fellow villagers. You should try to be one of them, help others enthusiastically and make good friends. Honesty, credit and integrity are the basis of winning trust and admiration.

Don't make contradictions.

An elder once warned me to remember four words when reporting to the leader: "Don't talk about difficulties". Later, I gradually understood the truth. Bosses face complicated internal and external environment every day, facing more problems and bearing more pressure than employees. Submitting contradictions or not reporting good news will make the boss feel worse, which is likely to leave him with a negative impression of "adding chaos, having problems and poor working ability".

Avoid complaining

According to the theory of organizational behavior, when people suffer setbacks and improper treatment, they often take a passive attitude. Complaining is usually because of dissatisfaction, hoping to get the attention and sympathy of others. Although this is a normal psychological "self-defense" behavior, it is the most painful thing for the boss. Most bosses believe that "grouch" and "grouch" will not only cause trouble, but also cause mutual suspicion within the organization and undermine the morale of team work. Therefore, when you are full of complaints, you might as well look at the boss's law: first, the boss is always right; Second, when the boss is wrong, please refer to the first one.

Good at performance, timely credit.

Don't be afraid of others saying that you like to return, but worry that your efforts are not seen and your talents are buried. Try to be a "voice" and report to the boss. You make a conclusion first, and then talk about it in detail if time permits. If it is a written report, don't forget to sign it. Besides the boss, try to tell your colleagues and subordinates about your achievements. Their publicity is better than yours. Speaking at the meeting is a good opportunity to show your talents. Don't miss it!

Workplace tips: keep your neck and shoulders warm, avoid heavy objects on your head and neck, avoid excessive fatigue, and don't doze off while riding.

The art of war in the workplace 3: reverse temptation and clever use of provocation

Reverse induction is what we often call "provocation", which enhances our desire to win by belittling others and achieves our own goals. Some truly capable employees are not unconfident, but conceited, thinking that nothing can beat him. For such an employee, the leader can completely use the method of "reverse induction" to attack his conceit and let him consider the consequences of the problem, thus causing him to pay enough attention to the problem and have more chances of winning.

People are often rebellious. The more you don't let him do it, the better he will do it, especially in a fierce atmosphere. For those who are competitive and grumpy, it is the best way to control them through "challenge". The trick of coaxing is to be just right, to use it accurately, not to go too far, and not to let the other party see that you are "stimulating" him, otherwise it will have negative effects.

Seduce and praise subordinates

Seduction is to praise each other in order to achieve the purpose of using each other for me. The power of praise can not be ignored, and sometimes it is even more important than money. Applying temptation to enterprise management is what people often call "zero cost incentive". As a leader, we must first understand the psychology of employees; Secondly, learn to praise subordinates. It is not easy to do this. To learn to praise subordinates, you must master the following points.

Sincere praise. Pretending to praise or unrealistic praise will be counterproductive.

Praise its strengths and avoid its shortcomings. No one is perfect. To praise him is to praise his strengths. It is ironic to praise him for his shortcomings.

Praise should be timely. After making achievements, employees hope to be praised at the first time. If they think of praise after a week because their leaders are busy, it is the same as invalidation.

Learn to praise leaders, and the method of "following the lead" is undoubtedly a management sword for you. Employees are human beings, and as long as they are human beings, they like to listen to good words. You and I are the same, and the leader can't be stingy with your praise.

Incentives and material incentives

As the name implies, induction is to lure it with "profit". Money is not the only thing here. Money is just one of them. Inducement is to use certain interests as incentives, and finally achieve the purpose of letting others use it for me. Among them, "profit" is all-encompassing and must be implemented. The illusory "profit" subordinates will not believe it, nor can they produce corresponding effects. Moreover, leaders must also do the following three things when indulging.

Must understand the difficulties of all employees.

Must understand the mentality of all employees.

Must understand the goals of all employees.

Seduce, play dumb

Deception is a strategic means. If you want to hire people, you must let them serve you first. "Stupid" means playing dumb, but it can let the other person know that you are playing dumb. For example, if your subordinate makes an unintentional mistake, he will appreciate you if you play dumb once, and he will not hesitate no matter how you use him in the future. In modern enterprise management, tolerance is the virtue and accomplishment of leaders. So, what does the leader do? Pay attention to the following points,

Don't expect subordinates to be like yourself. Everyone has an idea, and the result of forced assimilation is to leave you alone in the wind.

Don't find fault in eggs. Some leaders are critical of anyone. Such people only go to Xanadu, and real life can't satisfy you at all.

Throw "hate" into the wind. There is a little thing, subordinates bear a grudge against their wishes and often give him "hard shoes." Such leaders have no "stupid" spirit, so it is better to "finish class" early.

The premise of seduction is to ask leaders to have a broad mind, so that they can be truly infatuated and moved, and at the same time feel a kind of majesty, thinking that this time is a fluke, and there will be no chance if they make mistakes again.

Anti-temptation and full authorization to subordinates

Anti-inducement refers to the leader's full authorization to subordinates, and encouraging subordinates to fail will get unexpected results. As the saying goes, "there is no doubt about employing people, and there is no need for suspects." It is based on trust. Without trust, there is no anti-induction. Encouraging failure is not to let the other party fail, but to let the other party put down the burden of facing failure and go into battle lightly. The result of failure is tacit, and the result must be unfavorable. If the superior takes a tolerant attitude towards his subordinates, it is undoubtedly a shot in the arm, giving them a warm current and letting them feel your trust in him, so as to avoid failure wholeheartedly. This is also the subtlety of anti-induction. The biggest difference between counter-lure and counter-lure is that counter-lure is based on trust and counter-lure is based on distrust, but all roads lead to the same goal.