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要打造高效团队,你必须掌握这种方法

2021-02-26 14:30:08 InfoQ

{"type":"doc","content":[{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"打造高效团队是每个管理者都渴望的事情,这个过程中有哪些实用的技巧?有什么方法能够快速地让团队成员发挥出最大作用?在 2020 年 11 月 19 日举行的全球技术领导力峰会 GTLC 上海 & 苏州站中,前美篇首席架构师 张超 带来了分享《如何通过深度沟通打造高效能团队》,探讨了深度沟通的使用方法,以及它在高效团队中的功用。本文为其演讲的内容整理~"}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"嘉宾介绍:"},{"type":"text","text":"张超,TGO 南京分会负责人、前美篇首席架构师,曾任用友政务副总工程师、机锋网联合创始人& CTO、QiiLA 创始人& CEO、微信公众号「我是树上」作者;有超过 15 年的从业和创业经验,横跨传统软件、移动互联网和移动游戏行业,在架构设计、团队管理、体系建设、解决方案、产品运营上都有非常丰富的实战经验。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"大家好,我是张超,今天要探讨的问题是如何打造高效团队?这个难题存在很多解法,今天讲一个简单但经常被忽略的做法——深度沟通。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在进入正题之前,先说说团队管理中经常会出现的“泥潭”。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第一种是牛人云集但不出活(成绩)。许多团队都遇到过这种情况,团队招进来了一批牛人,却始终做不出成绩。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第二种是员工会泄气。新成员刚加入,或者新产品线组建时,成员干劲满满,但三个月后就失去了斗志。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第三种是投入了很多人,进度依旧缓慢。尤其在产品的迭代过程中,需求增加导致了人员增加,但是速度依然没上去。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第四种是团队里从来不吵架,一团和气但做事浆糊。表现上是一团和睦,你好我好大家好,对出现的不同观点、不一致的方案则是纷纷“打哈哈”,没有产生实质的解决办法。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"遇到了这些情况,管理者一般都会思考问题出在哪里,又该如何去解决。在我看来一种有效的方法就是和员工进行深度沟通,主要是面向核心员工或者 Leader,深度是指要耗费大量的时间和精力,经过沟通详细地聊出对方的实际需求。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"接下来会具体分几个部分展开,重点探讨怎么做深度沟通?什么是高效团队?以及深度沟通和高效团队之间的关系。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"深度沟通是要召唤出“战神”"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"用一句话来定义,我认为深度沟通是一种“召唤战神”的方法。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"通过深度沟通的方法,把对方内心的战神召唤出来,让他的小宇宙彻底爆发,大概率就能干好一些事情,看到成功的那一天。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"一些管理者认为离职率高、团队流转频繁,是公司发展出了问题。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我反倒觉得人员不流动才是大问题。不流动说明大家都想的只是生存,而不是谋求发展,如果所有人都希望养老,团队就无法活跃起来。所以召唤战神需要有人员流动,机动地形成高效团队。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"一个人在一个团队里终老几乎不可能,通常是 3-5 年就会发生流动,管理者要珍惜这段时间,让团队里的成员充分发挥价值:一方面实现员工自己的价值,另一方面去达成公司的目标。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"每个管理者都期望拥有一支高效团队,但这背后有一些核心要点需要厘清,比如高效团队的目的是什么?管理者是想要管住人,还是想做成事情?"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"传统产业的老板,和互联网行业的风格有很大差异,他们更乐意讲忠诚度,讲究人要好使,枪往哪指就往哪儿打。因此一项业务的成败和老板眼光有很大关系,这样做往往缺乏创新性。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在实际中,员工“好使”和“听话”是两码事。管理不是满足自己的控制欲,打造高效团队的核心目的,一定是想办法把事情做成,并不一定是想要某个人服服帖帖。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"另一方面,公司业务需要发挥团队的力量,所以员工必须能够听从指挥。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"对于高效团队,可以用四个字“多快好省”来体现。意思是需求接得多、做得快、交付质量好、省钱。达到这种状态之后,任务完成时间变短,沟通成本更低,资源浪费更少、审批流程减少,能节省许多人力物力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"当然,“多快好省”是外部对团队的期望,比如老板、业务团队,而对于团队内部人员,需要注重以下四个方面。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"首先是要力出一孔、体现凝聚力。很多创业公司初期会开启很多业务,拉开很大的战线,这是不明智的做法。我们最初创业 20 个人做了 30+个项目,所有人都觉得很不对劲,后来砍掉了很多项目,聚焦下来之后力出一孔,事情就更加有成效了。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第二是成员的自我驱动。如果把研发团队看作引擎,每个人都是引擎的组件,个人的自驱力能高效地释放,引擎才能发挥出最大的动力,企业才能跑得更快。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"相反,如果需要领导拿着鞭子,在每个人后面催赶,推动着员工的前进,这个过程就像是边修车边开车,团队就很难发展起来。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第三,目标一致很重要。目标一致不仅仅是指团队里目标统一,还要把将个人目标和团队目标有机地结合起来。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第四,争论不吵架,对事不对人。争论是为了解决问题,而不要上升到人的矛盾,这可以通过科学训练来矫正,比如时刻注意自己的情绪,用呼吸法平静下来,当讨论中出现了不同意见,不要提高音量来说服对方,而是要想着解决问题,摆出论据去证明自己。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"那在实际工作中,怎样做才算是深度沟通呢?"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"深度沟通是要发现对方的真实需求"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我们先从反面出发,说说哪些不是深度沟通。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"首先深度沟通不是浅短的一对一,很多人每个月会进行 1 V 1,但大部分人会把它看作一项任务,探讨的内容很浅很官方,双方也不会说心里话。在这样浅显的沟通里,两人中间隔了一道墙,它是领导和员工之间不平等的对话。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"很多管理者会忽略这个问题,把沟通当作一个任务,聊完了大家什么也没得到,其实就是为了走一个形式。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第二,深度沟通不是安排日常工作。工作安排在很多时间都可以做,为什么要用这个宝贵的时间来做日常可以进行的事情。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第三,深度沟通也不是挖掘隐私。我们要时刻记着沟通的目的,是希望对方变成“战神”,让他的小宇宙爆发,最终完成他的目标,所以要清楚挖掘的方向和目的。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第四,沟通不是洗脑。作为一个领导跟员工沟通时,如果对方认为要被洗脑,或者是被批斗,就会产生反感和抵触,所以不要去灌输什么道理。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"讲了深度沟通不该有的样子,它应该有的形态也就比较明晰了。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如果跟员工 1V1 深度沟通,必须要保证平等和坦诚。最好让对方觉得自己没什么神秘,比如我在破冰的过程中,就曾告诉员工自己刚入行的时候也干过删库差点跑路的故事。一般他们都会好奇发生了什么,我就坦然地解释是当时的领导帮我扛住了。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"说出自己的真实经历,会让对方觉得自己也是凡人,也曾遇到的许多困难,对比之下对方会觉得也能克服许多问题,破完冰之后,还要挖掘他的需求,挖掘他的理想。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如果对方理想非常个人化,我们可以不认同,甚至可以反对,但还是要尊重对方。有些人说我虽然是搞技术的,只是想通过各种方式赚钱,那就去和他讨论赚钱。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"还有人刚入行就想着自己去创业,可以帮助他分析创业需要什么样的经验和技能,如何寻找投资,商业模式如何设计,对产品的理解是什么?核心的业务是什么?赚谁的钱?钱怎么花等等。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如果员工明白了自己的短板,了解他在公司可以学到什么,最后会得到什么,就会安心地在公司成长,为将来的创业做点准备。如果他成长快收入更多,那么创业启动资金就不用愁了,如果公司上市或者并购,创业也许就没必要进行了。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"只有发现了对方的真实需求,去剖析和复盘并发现有哪些不足之处,再想办法帮助其成长。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"沟通的最终目的,就是去发现对方想要什么,同时他也知道公司想要什么,这样就能释放他的小宇宙,发挥出该有的能力。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"深度沟通是为高效能团队做铺垫"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"对于团队的凝聚力,大家都会提到“使命、愿景、价值观”,实际上它们的作用远大于发了 16 个月、20 个月的奖金,因为员工一旦认同了公司的文化理念,就会产生持续的动力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"平克曼在《驱动力》一书中回顾人类的发展历史,将驱动力分为 3 个不同版本,版本 1.0 是原始的本能满足,人饿了要吃饭、困了要睡觉、渴了要喝水,就是简单地要寻求生存。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"版本 2.0 是工业革命时期的付出与回报,劳动变成一种价值交换,多劳多得,干多少拿多少。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"版本 3.0 是人的自我实现,这并不完全取决于薪资报酬,在年轻一代身上很明显。比如我和刚入职场的同事们聊天,就发现每个人都有不同的追求,有的人就是要赚钱,有的要证明自己很优秀。其中最底层的逻辑,就是帮对方去分析成长路径,发现他们自我实现的真正目的。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"每个人个性化的需求会形成个性化的驱动力,这个驱动力最后要触达到公司,完成公司制定的目标。管理者要做是协调认知和目标,让员工、自己、公司的目标最终保持一致,总结下来就是:“成就下属,成就老板”。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"还有一个值得注意的地方是要注意对事不对人,采用教练式引导。想把别人训练成和自己一模一样,就失去了团队的多样性,所以对不同的人要用不同的策略,针对性地和每个人进行深谈。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"当然深度沟通会产生额外的收获,在和员工做剖析时,一般会产生镜像效应,在剖析对方时也会想到自己,从而去反思自己,达到共同成长的目的,和不同的人做深度沟通,还可以获得多倍的成长。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"要确保深度沟通的进行,还是要从四个基本方面来限定,分别是时间、地点、人物、事件。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"时间建议为 4-8 小时,地点可以是咖啡厅、茶馆,或者公司外较安静的场所,原则是轻松舒适,适合谈话。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"人物就是你和同事两个人,一定不要有其他人出现,另外要强调保密,比如可以告知“今天在这里说的所有话,出了门都忘了”,给对方一个言语上的承诺,这样才可能会听到真话。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"深度沟通需要 Get 的一些技巧"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"了解了深度沟通的重要性和做法,要想在团队中用好,还需要注意以下的要点:"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"1、破冰极度重要。如果冰破不掉,对方的说辞是包装修饰过的,达不到真正的效果。破冰有一些具体方法,我比较常用的是进行自黑,把真实的自己展现出来,对方通常也愿意把自己剥开。破冰破掉之后才能进行后面的环节;"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"2、聚焦到个人目标。弄明白个人的真实想要什么?当然这一步的前提是破冰成功,如果破冰失败了,提及个人目标时,很难出现对方的真实想法;"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"3、引导对方进行自我剖析。这在 HR 群体中有很完整的方法,比如定位出自己的优缺点,然后细致地分析自己,按照条理去逐一列出;"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"4、聊聊近期工作。自我剖析之后,需要客观的东西来对比剖析的准确性,比如近三个月、一个月或者一周的工作。先是工作内容,然后是重点领域的贡献,遇到的问题等等,然后和剖析的情况做一个对比参考,分析哪些地方可以提升、哪些地方值得夸奖;"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"5、如果对方也是一个 leader,还可以看看他有没有活学活用,在经过深度沟通之后,他对底下的人了解多少?提议他去发掘下属的潜力,把深度沟通的方法传递下去;"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"6、进行月度\/季度的重复。因为人是会变的,建议大家三个月一次、或者半年进行一次,提升沟通的效果。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"讨论了许多能够实际操作的方法,在实行过程中,也会遇到一些困难,这也是导致深度沟通经常被忽略的原因:"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"首先是耗时、费神,让主导者负担很重,一般可通过拉长两次沟通间隔的方式去解决。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"其次是很多人有意识地避免深度沟通,因为和另一个人待四个小时、八个小时,是一件很困难的事情,对方一想到要和自己的领导掏心掏肺,会嘀咕到底要聊些什么。但还是要坚持,因为聊完后就像跑完一万米,身体上的多巴胺开始分泌,双方都会感觉很爽,通过这个过程还能认清自己。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"最后的难点还是破不了冰,出现这个情况要么是方法不对,要么是无法自黑。一般来说,无法自黑就是有形象包袱,需要去打破自己的固有形象。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在深度沟通的过程中,还有一些注意事项,这些小技巧能够帮助双方更好地打开:"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"1、适当闲聊。在高密度的沟通过程中,没有闲聊润滑一下,就显得干巴巴的很枯燥,可以适当岔开话题插入闲聊,但要注意对度的把握。然后要去除身份,可以释放出明确的信号,表示沟通中两人就是朋友,让对方感觉到是在平等对话。甚至还可以让对方试一下剖析自己。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"2、少说多听。说多了就很像是在灌输和洗脑,可以鼓励对方多说自己多听,从他说的话语中挖掘自己想要的信息。如果他说得太啰嗦或者太发散,还要及时地拉回主题。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"3、保证非问责。问责通常都很吓人,员工也会觉得不妙,所以要把问责去掉,同时注意语气、用词的方式,比如把问句改为“你觉得这样行不行?我建议你这样做可不可以?”,要用教练式的方式去进行。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"以上就是我所有的分享,谢谢大家!"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/56\/8d\/56c07701425d7425fd1e03f63dba948d.jpg","alt":null,"title":"","style":[{"key":"width","value":"100%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}}]}

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