More salary, more responsibility, more Career: A job is created and offers a Employees the team unexpected opportunities for advancement. Great news or dilemma? For the manager it is often both. After all, he has to Executive decide, who he trusts the position and accept that he puts other employees in front of the Head bumps.

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Negative emotions are part of the job

It is part of the proven standard repertoire of a boss to make unpleasant decisions and to represent them clearly. Often, however, superiors also have a bad feeling about it. Maybe there is the employee, who has been dedicated for years, who does not fool anyone in the department.

And yet he lacks social Competencies or openness to new ones ideas. If the new position requires this, the boss will prudently fill it with a more suitable colleague.

What is behind the envy of your colleagues?

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No matter who the supervisor decides: Probably sees another employee from the Team on the new spot. In a four-eyeConversation lies the chance the Konflikt to defuse. If an employee was passed over during the promotion, it is a personal defeat.

Finally have his qualifications, achievements and his daily use are not enough to keep up the race in Office to decide for yourself. In search of the reasons, he compares his projects, values ​​and Power with those of the more successful colleague and may come to the conclusion: “This is unfair! I would rather have deserved the promotion." Among them can permanently die Motivation To suffer.

Understand emotions and make decisions

Managers can take the pressure off here if they accept the misunderstanding, the annoyance and ultimately the disappointment and take it seriously. If she makes it, unreservedly on the emotions of the employee, these will subside.

A helpful phrase is something like: “I can understand that you like this decision causes problems and you are disappointed." In this way, the supervisor signals a sincere interest and sympathy in the employee's hurt feelings.

In short, sincere, engaging

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Managers are well advised to keep challenging debates short. As hard as it may sound, this means: No small talk to initiate the conversation and no phrases of appeasement. One said: "Everything is half bad" doesn't help anyone.

If the employee is really angry, he will only calm down if he has the feeling that this has also reached the other person. The supervisor can adapt to the emotional state of his employee: so can they voice and don't try to calm the other down in a hushed tone. That's what the boss does clearthat he understands what moves his team member.

Transparent criteria for the decision

A good Preparation is also to consider good and comprehensible motives, priorities and criteria during the decision-making phase.

Supervisors can reveal these when employees who have been handed over are asked specifically. This helps both the superior to represent his decision and the employee to accept them more easily.


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