Are you frustrated with your subordinates because you're a high performer? ~How to overcome the awareness gap?~
Whether in a company or
working as a freelancer,
there are times when you think, "Are they even thinking at all??" and
find yourself getting frustrated.
But even those people
aren't necessarily low-skilled,
nor do they have bad intentions...
it's often just a slight misalignment in perception,
or a breakdown in communication
that is the cause.
I'm sharing this because I found a great article that reminds us of that.
Are people who can manage on their own even in adversity a rare breed!?
The idea that it's natural to think and act to handle things yourself
even in difficult situations where you feel frustrated with your subordinates
is actually a rare type of personality.
You are rare individuals in the world who can grow by turning adversity into fuel with a "never give up!" spirit,
even when rarely praised by bosses or seniors,
or even when harshly reprimanded.
However, most people in the world cannot grow unless they are "recognized," "praised," and "nurtured" by someone.
This trend has become
pronounced over the last decade or so.
It's true that Gen Z can get discouraged by the smallest things.
I wonder if it's more of an issue with the era's environment than an individual problem.
Carefully designing the growth process
There was a time when we would throw people into harsh environments
and wait for them to climb out on their own,
but that is now anachronistic.
Most people
need to go through the steps of being "recognized" and "praised"
to become motivated, put in effort, and grow...
that is necessary.
"Making it verbal" and "making it visible"
I can hear people saying,
praising and recognizing people who are still growing
is really difficult.
Therefore, I propose three simple perspectives.
To achieve effective organizational communication,
・Show interest in members
・Acknowledge members (Find their good points)
・Support members (Think of ways to succeed together)
Just by being conscious of these three points and steadily communicating, it will be enough.
It sounds simple, but the hurdle seems quite high,
but if you focus on them one by one, it's not impossible.
This is the foundation for bridging the communication gap.
Take a proactive and strong interest in each member, understand their career and life plans,
carefully observe their daily actions and words, and take their individual personality and situation into account.
Those in a supervisory position should maintain a long-term perspective and act as someone who finds the good in the details.
Curiosity → Interest/Concern → Observation → Discovery
→ Recognition/Feedback → Support
By believing in their future potential,
• Discovering their strengths
• Thinking together about the next small step for growth
, you can see a growth cycle where you walk together.
We call it organizational "
visualization" to constantly make tasks and progress visible, creating an environment where problems can be addressed immediately if they arise. Furthermore, we call it organizational "verbalization
" to build a relationship where you can speak honestly and point things out to each other, allowing you to share and address issues and solutions.
It is important to take the steps of "visualization" of the situation and "verbalization" where you can speak honestly to think together, and then build a system.
A stance of walking together
To generate these feelings and actions, such as interest, concern, observation, discovery, recognition, and support, it seems necessary to change from your basic stance.
Rather than a stance of "Why can't you do it!?" (Why?) or "Just do it!!" (Do it!),
a stance of "How should we do this?" (How?) and "Let's think about it together" (Let's?), which means "thinking together and encouraging action,"
can be expected to have the effect of fostering a sense of unity
in addition to
the other person's motivation. When giving advice or guidance, try thinking from the perspective of "How would I feel if this were said to me?"
First, the stance of doing things together is important.
A sense of unity is born through the shared experience of working together in earnest.
Feedback should be concrete and simple.
Be conscious of giving feedback rather than scolding.
I want to convey it with the wish that the other person improves, while also imagining how they might feel.
(1) Point out "actions" rather than the other person's "personality" (focus on the event) (2) Convey your own feelings rather than blaming the other person
(I-message) (3) Avoid abstract expressions and convey things concretely
(concretely and simply)
Three perspectives to keep in mind for feedback.
It is easy to understand when there are examples and explanations.
When you are lost or things are not going well regarding how to actually say something,
this is very helpful.
A stance of walking together creates composure and empathy
How was it?
Why can't you even do this!?
Are you even thinking!???
The moment you feel frustrated
Pause for a moment and
notice the perception gap between high performers and those who are not
Thinking of it as a chance to think together and grow!
might make you less angry
With composure,
accepting the moments you feel frustrated,
observation, discovery, recognition, empathy...
it might be interesting to check
which step you have reached lol
Feeling frustrated with subordinates is an emotion of a high performer
When put that way, I feel a bit embarrassed lol
If you thought that might be true, take a breath and
Observation -> Discovery -> Feedback
it seems like a good idea to start reflecting from around there
The person who wrote this article is
Shigeki Kawahara, a "Future Realization Partner" who increases revenue pillars
https://mousoubiz.com/
https://twitter.com/mousoubiz