In today's fast-paced, high-pressure workplace culture, overtime seems to have quietly become a self-evident part of many professionals' lives.
For some professionals, the early hours of the morning office lights and the weekend schedule filled with work are almost a sign of self-certification on their career path.
In this context, some people choose to show their hard work until late at night on WeChat Moments, sometimes to show infinite enthusiasm and dedication to their work, and sometimes it may simply be to seek empathy and appreciation.
But when you just updated one"Working overtime until the wee hours of the morning"'s circle of friends dynamics, suddenly received the leader's **, and the leader's voice with a little unhappiness came from the other end: "Don't work overtime in the circle of friends in the future." ”
At that moment, feelings can become complicated. You may feel confused, frustrated, or even feel uneasy.
People who lack the ability to manage emotions intellectually may simply respond "I know" and hang up in a hurry, accumulating confusion and dissatisfaction in their hearts; They don't dare to express their true emotions or how to express them.
So, if you were a person with a high level of emotional intelligence, how would you respond in this situation?
Empathy and understanding
People with high emotional intelligence are usually able to immediately put themselves in their shoes and figure out the concerns and positions behind their words from the perspective of a leader.
They understand that the leader's recommendation is not for the individual itself, but more for a broader level of consideration such as corporate image, team atmosphere or employee well-being.
Perhaps the leader is concerned that making overtime information public will convey to the outside world the negative impact of the company's over-promoting overtime culture, or that such a dynamic will inadvertently create additional pressure on other team members and create a sense of "extravagance"."Only overtime is dedicated"Misreading.
The art of communication and expression
In the face of dissatisfaction with leaders, professionals with high emotional intelligence will not rush to make hasty responses.
They tend to find an appropriate moment to ask for an honest face-to-face conversation with their leader.
In such conversations, they do not complain or blame.
Instead, they will be clear about their original motivation for posting their overtime status: perhaps to document their career struggles, to share the satisfaction and accomplishments that come with their work, or to inspire their colleagues by demonstrating their personal efforts.
At the same time, they will express a good understanding of the leader's concerns and ask for guidance or specific expectations about the leader's attitude to work and how to share it.
Seek a win-win and solution strategy
In the process of communication, employees with high emotional intelligence always strive to find a solution that is acceptable to both parties.
They may suggest that in the future, more attention will be paid to wording and posting angles when publishing work-related content to ensure that it does not damage the company's image or negatively affect the team.
In addition, they will be proactive in whether there are other appropriate ways to demonstrate team effort and achievement while maintaining the company's reputation and employee well-being.
Continuous feedback and fine-tuning actions
After open and honest communication with leaders and a certain degree of consensus, those with high emotional intelligence will adjust accordingly in practice.
Based on the results of the communication, they will disclose their work in a more appropriate way and avoid posting information that could be misinterpreted.
At the same time, they will continue to collect feedback from leaders and colleagues to ensure that individual behavior is always in line with the expectations of the team and the corporate culture.
Self-examination and the way to progress
In addition to effective communication with their supervisors and the consequent changes in behavior, the EQ experienced the incident as an opportunity for introspection.
They think about the deeper meaning behind an individual's motivation to share and how it affects others. Based on this reflection, the future decision-making process is more mature and well-thought-out.
At the same time, it has also become an important topic for learning how to better communicate and negotiate and deal with differences.
Through the above methods, individuals with high emotional intelligence not only properly deal with immediate problems and avoid unnecessary disputes, but also demonstrate professionalism and team spirit through proactive communication and practical actions.
As a result, a more stable and friendly network has been created in the social environment of the workplace.
February** Dynamic Incentive Program