Subordinates Manage Effective Means &Nbsp; Do Listening CEO.

J. W. Marriott (Jr.) is the Marriott International Hotel Group of Marriott.

He once visited the hotel, noting that the customers' ratings for restaurant waitresses were not high.

He asked where the problem was, and the manager said he did not know.

But little Marriott noticed the manager's uneasy body language, then asked the waitress how much he paid.

After he was answered, he went on to ask why the treatment was lower than the market standard.

The manager said: the salary increase must be decided by the head office, and he does not want to raise it.

The conversation lasted only 30 seconds, but little Marriott discovered three serious problems: first, the head office had too much control.

Second, high level pays more attention to profit than customer satisfaction.

Three, the manager dare not ask for a raise, indicating that his superior is a bad listener.

Of course, little Marriott solved all three problems.

This is a perfect case of how to make decisions, but in little Marriott's view, this is even more about one.

Little Marriott attached great importance to listening and listening.

As a listens to CEO, he has at least ten points of experience worth studying by other managers.

First, listen to the grass-roots staff.

Little Marriott used to listen directly to employees' voices.

Two, listen to each other's body language.

We should find out the information that the other person wants to hide from the body language.

Three. Make good use of your body language to show that you are interested in the topic you are talking about.

Four, maintain proper silence.

Don't be too early to say that you have made a decision.

Five, do not judge whether information is accurate or not by means of expression.

Little Marriott found: "a person who is eloquent and articulate does not mean that his ideas are correct.

On the contrary, some people are shy and bad at speaking, and his words may be worth listening to.

Six, do not listen selectively.

In the late 80s of last century, the excessive expansion of the hotel industry was already very serious. But little Marriott was blind and confident, only paying attention to the positive news, and finally paid a heavy price.

"Selective listening is almost as bad as not listening at all," concluded little horse.

Seven, listen actively, that is to say, ask questions.

"The top executives of this team are very important (Chairman, general manager). These people are usually not so close to their employees because of their high weight."

Pony ort recommends asking this question: "what do you think?"

Eight, listen to customers.

"In Marriott, we rely on customers to tell us what has been done right and what has been done wrong.

This is the only way to determine whether we provide the services they want. "

For example, hotels used to hide their sockets as far as possible.

Through surveys of business travelers, Marriott found that sockets need to be adjusted: with the popularity of laptop computers, business travelers hope that the sockets in the room should be visible and accessible.

Nine, turn listening into action.

After listening to a problem, we need to solve the problem. That's the purpose of listening.

Ten, know when to stop listening.

At some point, we must stop debating and collect facts, and make decisions based on the information we already have.

Little Marriott thought: knowing when to stop listening is a critical moment to test the company's overall listening skills.

Obviously, Marriott not only listens to himself, but also builds the overall listening ability of the company.

Marriott, a good listener, led a listener to Marriott and entered the ranks of the "far sighted company" praised by the book "evergreen". It ranks with IBM, general electric, Citibank, Disney, SONY and other companies.