如何用情绪智力解雇某人

解雇某人在情感上具有挑战性，并且很容易成为领导力的最艰难方面之一。这是实用的情商技巧，可以以同情心，清晰度和镇定为单位。

By Michael Miller – November 15th, 2019

领导力是在情感上挑战的很少的方面，因为让某人走了。我们如何有效地应对这一挑战的情感部分？让我们应用KCG情商模型to look at yourself in this process and how you want to show up as a person and as a leader.

Here are 3 expert tips for how to fire someone with emotional intelligence:

1。Perform the emotional labor to prepare yourself

“第一步是与自己签入，”娜塔莉·罗伊特曼（Natalie Roitman），六现金网赌钱网站秒钟的大中国区域网络总监，“问问自己：我的感觉如何？我感到沮丧，生气吗？您需要首先与自己一起处理这些感觉，否则您可能会将这些感觉丢给该人，从而使已经具有挑战性的情况更加复杂。”

杰恩·莫里森（Jayne Morrison）, Six Seconds Regional Network Director for the Middle East, India and Africa, agrees. “If you’ve reached this point where terminating the employee has become necessary, you’ve probably experienced a lot of frustration. But you just can’t bring that frustration into the conversation.” She says it’s essential to come to peace with what you have to do before you do it: “Accept responsibility for whatever part you could have done better. Accept that they’ve done the best they could with the knowledge, awareness and experiences that they have. Accept that they may not see things the same way. Ultimately, try to reach the point of forgiveness where you truly wish them the best in whatever they do next, and you’re not using this time to vent or blame.”

这里有两种EQ技能。第一个是增强情感素养，这是您识别和标记情绪的能力。第二个是导航情绪, which is the ability to assess, harness and transform emotions as a strategic resource. It’s crucial to do them before you sit down for this conversation, and inevitably, during it.

2.识别并导航您的压力反应模式

您通常在不舒服的情况下如何做出反应？花一点时间考虑一下。典型的回答包括漫步，责备，甚至笑……在频谱的另一端，关闭，责备自己并反复道歉。两端的频谱都可以使情况恶化。请注意您可能如何反应，并有意识地选择不遵循这种模式。那是情感上聪明的领导。

Personally, I tend to give up too much power. I apologize too much, and enter into negotiations that I don’t want to be in. If you tend to apologize like this, Natalie says, you may want to consider what’s really behind that: “Ask yourself: Am I really sorry, or am I just trying to mitigate my discomfort? Because by apologizing repeatedly and undermining your position, you will probably cause more pain, confusion and discomfort in the long run.”

If you tend to go in the other direction, to ramble on and on or even to blame, focus on taking deep breaths and staying on message. Take pauses.

解雇某人是uncomfortable. That isn’t changing. But what you can change is your response patterns in uncomfortable situations,因此，您不会被困在“自动驾驶”上，而是您的动作与您的目的保持一致。

3.与您与您对面的人联系起来

“你必须清楚您的原因。”莫里森说。“您必须接受为什么这样做。如果您沿途采取了小步骤进行有效的沟通并尝试找到解决方案，那么为什么对双方都应该很清楚，但是至少，您必须为自己拥有这种清晰度。”如果您已经照顾了自己的原因，并完成了内部工作，则无需发动和反应。您可以保持冷静，清晰和富有同情心。

请记住：情商不是要变得友善。这是关于有效的情绪。有时向前发展意味着朝着不同的方向发展。话虽如此，一份工作是某人的生计。让他们走是a big deal, and it’s essential to empathize with what they are going through. It can be tempting in difficult situations to ignore or minimize our own feelings – or the other person’s – to avoid discomfort. Emotionally intelligent leadership is about using emotions as a resource – as a way to connect and achieve your goals – and that requires leaning into discomfort.

是否想为您的组织注入情感聪明的领导力吗？

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