As a leader, there are often people in his subordinates who vent some kind of dissatisfaction, resentment, or even anger to him. If you are a smart leader, you will be willing to be a listener to every one of your subordinates who confide in you, complain, or vent, and even act as a "venting company". Some leaders mistakenly believe that between the leader and his subordinates, of course, the subordinates listen to the words of the leader, how can there be a reason for the leader to listen to the words of the subordinates? Therefore, when they talk to their subordinates, they often only ask the subordinates to say a few words, and then they take over the topic and talk nonsense endlessly. They casually interrupted their subordinates' speeches so that they could not continue. When a subordinate speaks unpleasantly, they get angry and unceremoniously wave their hands to stop them, making them very embarrassed, and some even go so far as to leave their subordinates there and make them even more embarrassed. When holding various meetings, they arrange the main time for themselves to speak, and do not arrange the time for others to speak, let alone the time for subordinates to speak. Even if he arranged a little time to speak to others, he couldn't hold it as soon as he opened the chatterbox, taking up all the time for others to speak. No wonder some subordinates say: They only need to bring ears to meetings, not mouths.

(1) Let people finish their words

Listening to someone's speech, sometimes you do know the next half after listening to the half, and even in this case, you can't interrupt the other person's speech. Because from the person who speaks, he doubts whether you really know, and he is not at ease if he is not finished. This is also often the case in real life: logical and logical guesses are often wrong. Therefore, be patient and let the person finish the speech.

(2) Actively encourage subordinates to finish speaking

Quiet listening, not a word can not be interjected, appropriate short interjection, encourage subordinates to finish speaking, this kind of quiet listening will receive better results. When a subordinate is afraid to continue talking for fear of delaying your time, you can say, "It's okay, you go on." Or: "It's okay, please finish talking." to reassure him. If your subordinates are nervous and speechless for a while, you can say, "Don't be nervous, let's talk slowly!" "To ease his nerves. If your subordinate's speech is not very coherent, you can listen and help clarify what he is saying, summarize what he says and ask him if he is right. If a subordinate is afraid to say something, when he "wants to say it", you can say to him: "Don't worry, I will call the shots for you!" Or, "I'll keep it a secret for you." ”

(3) Be focused

Subordinates speak, listen passively, treat themselves as a machine that accepts voices, do not show or react at all, absent-mindedly, and give a bad impression. When listening to people, we must concentrate all our energy, including mobilizing our own perceptions, feelings, and attitudes. In the process of listening, use local expressions or short words, constantly express, or understand, or express support, or express happiness, or express anger, so that the other party will feel that his speech has been valued by you, so that he feels happy and reassured. If you are also a little closer to the other person and lean forward slightly, it will give people the impression of being deaf and happy. It has been said that the multiplication sign "×" is the inclination of the addition sign "+". Leaning means listening, leaning slightly and noticing how much power someone else can generate.

(4) When talking to subordinates, promises must be fulfilled

Although this is not a problem of silent listening, it greatly affects the effectiveness of silent listening. The purpose of a subordinate talking to a leader is nothing more than "asking" and "contributing", or asking for understanding, or asking for help, or offering a little information, or offering a good idea. If the leader agrees to the request or agrees to adopt the offer, but then forgets it and does not respond at all, the subordinate will feel deceived and will never be trusted again. The ancients said, "A promise is a thousand gold". Once promised, no matter how great the difficulties are, they must be overcome and guaranteed to be fulfilled. If it is something that cannot be done, or something that cannot be fully done, you can only promise a few points with a little certainty, and you must not easily agree. Most of the subordinates are reasonable, as long as the leader makes the reason clear, they will not be difficult. Do not say anything innocuous or ambiguous about his request in order to send him away as soon as possible. This will give people a sense of being deceived and tricked, and your prestige may be damaged. Rather, it is necessary to give a clearer answer in the light of the Party's policy and objective possibilities. If you can't answer for a while or if you can't make a decision, you should also explain the situation and difficulties clearly, so that the other person will feel that you are concerned about him and what he has said, so that there will be a sense of satisfaction and satisfaction.