People may know a little about the life and deeds of Konosuke Matsushita, known as the "god of management".

Goto, the former general manager of Japan's "Sanyo Electric", who had been active under Panasonic for many years, said that Matsushita was so angry at Goto's small mistakes one day that he even slammed the floor a few times with a stirring stick.

Goto was very unhappy with Matsushita's fuss at the time, and really wanted to turn around and leave. However, Matsushita said to him again, "I was angry, so I bent the stirring stick, I'm sorry, can you please straighten it." Goto reluctantly knocked the stirring rod straight with a hammer. Every time he knocked, the anger in his heart gradually subsided a little, and he had the consciousness that "the mistakes that the boss just pointed out will be corrected one by one". After he straightened the stirring stick, he handed it to Panasonic, who immediately smiled and said, "Your hands are so skillful, you have done it better than before!" ”

Goto's ability to accept the other party's rebuke may be due to a variety of reasons, such as his belief in Matsushita's morality and his consideration for his future future. However, there is one factor that cannot be ignored in this process, and that is that Matsushita asked Goto to do the simple work of beating the fire stirr.

Because, when people continue to carry out a fixed job, they can often eliminate the accumulated depression and anxiety in the depths of their hearts, which is also the intention of Panasonic. This is just like practicing calligraphy, you must first sharpen the ink, and the simple action of grinding the ink can eliminate the distracting thoughts in the heart.

When subordinates are blamed, most of them will inevitably feel anger and rebellion against them, and at the same time, they will feel uneasy and anxious about their own abilities. In order to get rid of this uneasiness, the blamed person wants to exclude the blame from his consciousness, and wants to make up a set of statements to rationalize his actions, thus generating a reaction to evade responsibility. This kind of psychology is called the "defense mechanism" of the mind.

In fact, it is not easy to blame others, because the "defense mechanism" of the accused person will work in due course. Therefore, the content of the accusation is not easy to be accepted by the other party. In order to directly convey the accusation to the other party, it is necessary to first eliminate the other party's uneasy state of mind. And one of the ways to dispel the other person's anxiety is to let him do a simple job. The aforementioned Goto, that is, after knocking the fire stirring stick, eliminated the inner crisis state.

Human beings have very different personalities, and if they scold different people in the same way and in the same tone, they will get different reactions.

For example, some people are quick to get the job done after being blamed. On the other hand, some people, after being blamed, are so weak that they are on the verge of dying. And what makes L feel helpless the most is the latter type.

In fact, a subordinate who becomes depressed when he is blamed does not mean that he is incompetent. Empirically, this type of person is more sensitive and can sometimes even bring up minor problems that others have not noticed.

In other words, if the person's characteristics are skillfully brought out and brought into play, he will be able to make a great difference in his work. Therefore, the most important thing is to keep them from falling into a state of malaise, so that it is possible to guide them further.

If a subordinate is in a state of malaise after being blamed, it is better not to blame him directly in front of him, but to praise other subordinates. When the subordinate sees others being praised, he will feel guilty for his own inadequacy, which is a psychological "reinforcement of silence."

Experiments have shown that when workers are divided into two groups, one of whom is condemned and the other is praised, the latter's productivity has skyrocketed. Correspondingly, this method can also be applied in reverse to indirectly strengthen employees' willingness to work.

For example, if there is a subordinate who is always very passive about making a report, he needs to be constantly urged by his superior; And once he was reprimanded, he shrank like a deflated ball. At this point, you might want to arrange for another colleague to come and give a report and praise the subordinate: "You came on time to make a report, which helped me a lot." ”

It is believed that the subordinate will blame himself for failing to report on time. Since it is not a direct rebuke, not only will it not cause him to languish, but it may also stimulate his sensitive nerves to self-reflect!

Of course, we don't mean that this method is 100% effective, and for some people, it may not be effective. Nevertheless, if a laissez-faire policy is adopted for subordinates who make mistakes without subtly reprimanding them, subordinates will not be able to progress. Therefore, it is advisable to use this method as a reference when teaching subordinates to work.

(1) Ideas to avoid the "punishment reaction" of subordinates

We often say that "every family has a scripture that is difficult to read". What I want to introduce here is a "difficult scripture" in the home of a writer.

One day, the writer's daughter not only failed to keep her promise to go home by 11 p.m., but returned the next day in a drunken manner. At this point, the mother, who was angry, indiscriminately rebuked her daughter and demanded that she apologize to her father. But the daughter just had a bitter face and didn't say a word.

The writer glanced at his daughter and said, "What a fool!" And he departed. In the daughter's case, she may want to defend herself or protest after her father has finished speaking. Unexpectedly, her father made the first move, and left immediately after speaking, so that she had no room for defense.

It is said that after that, the daughter returned home on time in a regular manner, and the writer's method was to stop her when she was ready to resist, so that she could reflect on herself. And it worked.

The same can be said for teaching subordinates. For example, some of the employees of a company are very outstanding in their work, but they often excuse the criticism of others or pass the buck, which is very troublesome to the boss.

In this case, it is better to tell him: "Don't have so many opinions, just do it!" Or ask him to say what is on his mind and ask him for his opinion: "What do you think should be done?" ”

Once he can't give an opinion, I believe that from then on he will no longer make a fuss and can work actively.

If only indiscriminately reproached: "Don't talk back! It will only increase his resistance and thus encourage his "external punishment" response.

(2) Let subordinates correct mistakes in time

Readers may have heard of the "dart effect", which refers to the propaganda aspect. Since the other party's attempt was not accepted, the message sent out was like a dart, and it suddenly flew back in its direction.

We often hear some bosses sigh and say, "I don't know how many times I told him, but he always turned a deaf ear." Or, "It's useless to scold him, it's getting more and more unpleasant." As everyone knows, this may be the "dart effect".

Because the boss usually blames the other party, the subordinate is often resentful. In fact, the boss should also re-examine the appropriateness of the way he blames others.

One of the most noteworthy is the timing of the rebuke. For example, if a subordinate commits a relatively minor mistake, if the boss just thinks like this: "He should be aware of his mistake by the party, and it is enough to pay attention to it later." "Then, the longer the time drags on, because there are many trivial things at work, the subordinates may have forgotten about it long ago; Once the boss brings up the old matter again, the subordinates will think: "He has been obsessed with this little thing." At this time, if the boss blames again, it will inevitably cause a "dart effect".

In short, if a person who commits a minor mistake can correct it at the time of the mistake or at the beginning of the other party's memory, he will be able to admit his mistake frankly. If you wait until the other party's awareness of making a mistake has been eliminated before blaming him, it is naturally easy for him to become unnecessarily disgusted.

According to the results of a certain experiment, if a subordinate has a small mistake, he will be clearly blamed on the spot, which will definitely improve his work efficiency. According to a study conducted by psychologists on the error of simple work, the test subjects pressed the button every 0.7 seconds, and the two groups were separated. One group alerted them to their mistakes, while the other group did not, and the results showed that the former was more correct than the latter, which is the effect of so-called "instant confirmation". This "instant confirmation" is particularly effective for newcomers who are prone to making mistakes.

What should be noted in "instant confirmation" is that when a subordinate commits a major mistake, it is often aware of it. Therefore, if he is reprimanded mercilessly at this time, it is easy to arouse the disgust of his subordinates and even make him miss the opportunity to turn defeat into victory. At this point, the best thing to do is to observe and give appropriate advice.