Executive amplification effect

　　On February 17, 2014, a plane was flying from Denver to Montana. Suddenly, without warning, the plane crashed more than 300 meters in 12 seconds, which is equivalent to jumping from the Chrysler Building in New York. A lady flew out of her seat and bumped her head directly into the top of the cabin. A baby rolled back two rows of seats, but fortunately was not injured. A flight attendant fainted from the impact and was not awake until the plane landed.
　　A passenger later described the terrible silence at the time and explained why it was so desperate for someone to explain the situation.
　　No news came from the cockpit, and people gradually realized that the severity of the accident caused by the air flow, and the tremor increased during the landing of the aircraft, my panic reached the apex. I imagined that the captain might be injured in the airstream and that an inexperienced co-pilot was controlling the aircraft landing. I guess it may be that the wing or engine of the aircraft was damaged due to violent vibrations … In short, because there was no news from the cockpit, I was not safe, I could only find a reasonable explanation and calm the panic, This is actually the responsibility of the captain.
　　If the leader and his subordinates do not communicate, the above situation will occur-people’s fears will overflow, and various disasters will come to mind.
　　There are three mistakes that a leader or authority can make when communicating with subordinates. Every kind of error can actually be corrected by thinking in other places.
　　The first mistake is too little communication. In the above case, the passengers were frightened and extremely anxious. If the captain was thinking from the passenger’s standpoint, he should realize that a brief message can reassure everyone.
　　The second mistake is the failure to recognize the power of language. Even seemingly innocuous words are mixed with suggestive information. For subordinates, brief and ambiguous requirements often cause unnecessary worry.

　　Here the higher level requires a meeting with the lower level as an example. At the beginning of the new millennium, Adam was also an assistant professor at Northwestern University. One morning, he met graduate student Gael and said, “I have something to talk to you this afternoon. Can I come to my office at 3?” That afternoon, Gael walked into Adam’s office in fear. As a result, Adam asked Gale something extremely trivial. Gal responded, “Don’t do this again, okay?” “What?” “Tell me to talk to me and scare me to death, thinking I’m in big trouble.” See here Maybe you think Gal is a bit nervous. But the next day, Adam received an email from the head of the department asking him to meet in the office later that day. Adam was anxious, afraid that he had done something wrong. It wasn’t until he met the head of the department that he didn’t find anything serious, and a hanging heart fell to the ground.
　　The solution to this problem is simple: make it clear, and don’t bring unnecessary anxiety to your subordinates. When you ask to have a conversation with a subordinate, explain the subject of the conversation at the same time as you make the request, so as not to worry about the other party. If it’s more difficult to explain right away, it should also say “I want to meet you later today, don’t worry, it’s not a bad thing” to eliminate the other party’s panic.
　　The third mistake is that leaders often forget the energy of voice and words. As power continues to grow, even a small gesture can have a significant impact on others. Some people call it the “Executive Magnification Effect”: the slight gestures of executives will be amplified and strengthened. Simple “thank you” becomes “gratitude”, and suggestive feedback becomes “criticism”.
　　Think about how your language will affect your subordinates, which will increase the frequency and effectiveness of your communication. In the process, their anxiety and panic will disappear.