home Designer How to behave with subordinates. Does the subordinate disobey? How to behave correctly with subordinates. Kind words and financial encouragement

How to behave with subordinates. Does the subordinate disobey? How to behave correctly with subordinates. Kind words and financial encouragement

Many leaders, especially beginners, are wondering why their subordinates do not obey? How to behave correctly with subordinates, and what nuances of management you need to know in order to establish the work of the team, we will try to determine in this article. When a manager directs the work of his department, it is much easier than directing an employee in a multi-level management system. Here, the result of the work of each of them is directly visible, and they report directly to their boss. But when there are several levels of subordination, then the management process becomes much more complicated.

The manager has a problem with how to behave correctly with subordinates in order for people to work efficiently and efficiently at all levels. To do this, it is necessary to control not only the heads of departments, but also managers and employees of lower positions. Sometimes they can determine the extent to which the company will be able to achieve results. So, let us consider the most pressing issues facing managers.

1. How not to be mistaken in the number of staff?

When a manager at the beginning of his career is faced with multi-level structures of subordinates, then most often his first goal is to recruit the greatest number major, leading clerk. In fact, this is not only a wrong step, but even a dangerous one. When too many bosses are recruited and the company is subdivided into a large number of departments and divisions, control and attention is scattered, and there is simply not enough time for all the nuances. Managing subordinates implies constant direction and supervision of their actions. And when each department manages to allocate five minutes of time, this can cause disruption in the work of the entire company.

Therefore, it is enough to recruit a staff of four subordinates, a maximum of eight, who will be under constant supervision. And some departments to combine with each other, so that it is more accessible to control their activities.

2. How to behave correctly with subordinates?

If you are the boss of other managers, then you should take into account the fact that the employees of their departments are used to performing tasks given by their immediate supervisors, and not yours. It is necessary to take into account the hierarchy of multilevel management structure... Dealing with subordinates of all levels as a direct supervisor can run into a number of problems. Even if one of the department managers is not at the workplace, you should not entrust tasks to his subordinates directly.

Let's say the employee didn't do the job they deserved, and you were counting on him. He will not be responsible himself, since he will reasonably explain that he is not used to performing tasks from other managers. And his boss is also not responsible, since he was absent and did not know that any work was needed from his department that he was not aware of.

Let's consider the best situation, if the task is nevertheless completed correctly and on time. Thus, you give your subordinate the right to always justify his department's work that was not completed on time by the fact that he thought that now you will independently control the process and issue instructions. At the same time, his subordinate in this case will say that your instructions do not coincide with the requirements of the head of the department, and he, in view of the fact that your position is higher, decided to carry out the tasks received only from the main head. In any case, in order to behave correctly with subordinates, it is necessary to strictly observe the subordination and management hierarchy. Otherwise, disciplinary violations may occur, failures in corporate culture and organizational system the company as a whole.

3. How to get out of some situations?

All heads of the department must be given instructions that in case of their absence, departure, being out of the access zone, they must inform their boss. In addition, it is necessary that in such a situation the head of the department leaves one of his employees in the role of deputy, informing all other employees and top management about this. The manager himself decides who will be the deputy in this case. You can choose one person who will constantly occupy such a position, or you can appoint different employees all the time - it all depends on the organization and relations in the team. Perhaps, by appointing the same deputy, the boss himself risks losing his place.

It happens that the head of a department copes with his duties worse than any of his subordinates. Perhaps that one has a higher qualification, level of knowledge or professionalism. But this is not a reason to entrust cases directly, without the participation of the head of the department. Such a policy can lead to disruption of relationships in the team, as well as undermine the reputation of senior management. Behave properly with subordinates on the basis of appointments and instructions, therefore, if there is a desire to cooperate with another manager, and not the current one, simply replace him officially.

When you are faced with a request from one of your subordinate's employees, it is not advisable to resolve any issues without the presence of his manager. Very often, even the most innocent treatment can lead to a conflict with the head of the department or somehow compromise him. Let's say a manager asks you to increase the volume of goods of a certain group, while the head of the department indicated it to reduce it. But in fact, the reason for the reduction was the fact that in others retail chains it sells much better, and you, without understanding, could undermine the authority of the department head and disrupt the work plan.

4. How to work with newcomers in the management field?

And now your company is expanding and there is a need to create a new division or branch. You have in mind an excellent and reliable person in order to send him to a management position, but the disadvantage is that you know him as an excellent performer, but you have never seen him in the role of a boss. It is not known whether he will be able to properly behave with subordinates, manage affairs and clearly build a sequence of tasks. In a new department, it is necessary to take not only a manager, but also to recruit a team. On the one hand, it is dangerous to trust a newcomer, and on the other hand, it is also wrong to recruit the headquarters of those who will work with him.

Considering that management of subordinates it will be he who will lead, it is necessary to give him the right to recruit a team, but at the same time control the process. Be present in the role of a consultant in the process of interviewing candidates and, in parallel with him, keep your notes and draw conclusions. After that, you can check the results obtained, discuss them, but not make a decision for the future manager and not make direct prompts. Allow the newcomer to make his first management decisions on his own, but at the same time slightly nudging and guiding.

Do not forget that you are coordinating a future manager who will manage subordinates, make important independent decisions and find ways out of a variety of situations. It is his duties, as a branch manager, that will include building a work strategy, motivating staff, building a team.

Therefore, here it is impossible to act as with new employees for a regular position, clearly regulating his actions and giving a list of responsibilities and tasks. If you have chosen a person for the position of a manager, then for sure he is already strong in qualifications and professional skills, therefore, you should behave with subordinate leaders according to the following scheme:

Not to give direct answers, but to guide the person's train of thought, giving arguments and examples from one's own experience;
Not to regulate his actions, but to let him tell on his own how he sees the strategy for further work;
To adjust the strategy, use leading questions, but not direct corrections;
Of course, control will be needed, but in the form of consultations and discussions, not orders and instructions. An unmotivated employee who is not allowed to make his own decisions and was put on a position just like that will never show good results;
You are at meetings, conferences held by a newcomer, but do not correct his actions in a team, but you can discuss something in private;
Do not criticize, but nonetheless suggest various improvement techniques as a consultant.

5. Motivation of personnel as the key to successful work.

Motivational ways are divided into different classes. For example, there are a number of natural working conditions that are also motivators. This can be said about the level wages, working conditions, paid leave, health insurance.

But there is not only, but also demotivation, which must be taken into account. In order to outline this term, it is best to consider it with an example. For example, a standard situation in the office, when one of the departments got lost computer program, due to which the accountant mistakenly accrued salaries to all employees, excluding interest. The head of the department considered that in this way they pointed out to him that his work was poor or not in demand, and did not dare to talk to the chief chief. But at the same time, all employees of the department began to show lower indicators, believing that now they are not charged interest per transaction. And the boss begins to wonder why sometimes the subordinate does not obey, the indicators fall, not even knowing about the system failure.

Another situation is even simpler: all employees are accustomed to the fact that at lunchtime they can drink coffee from a coffee machine and use the kitchen, but the kitchen was needed to store equipment and was closed. fell. Because an unmotivated employee works poorly, and a demotivated employee is worse than before, which should not be forgotten.

But, given that we are talking about how important staff motivation is, we turn directly to the issue of motivating subordinate managers. Here, most likely, corporate evenings, bonuses and awards are no longer so relevant, since they are perceived as natural factors. Team events, on the other hand, motivate managers very well. What exactly:

Management of subordinate managers based on the formation of their competitive struggle between departments. This stimulates each manager to show that his team is better, and forms a corporate spirit. The winner can be awarded and highlighted during the event;
In the process of team activities, managers share experience, discuss each other's achievements and failures;
The chief manager has the opportunity to communicate, adjust department employees, while not risking the authority of their immediate superiors;
And employees, in turn, can communicate with the main management, while not risking arousing negativity from their direct leader, since the entire team is together.

How to behave with subordinates at team events, and how to organize them - the choice of a leader, but here are a few examples offered by experts:

A small conference attended by managers of all levels, which ends with a discussion, is a great way to discuss important points;
Training, continuing education programs;
Sport competitions;
Joint excursion trips;
Corporate trip to a restaurant or a trip to a recreation center.

In order to organize such meetings, you do not need to invest too much money, but they will really help to rally the team and raise the team spirit. How the program will be asked, and what impressions it will leave with subordinates, almost completely depends on the main management, so here it is necessary to clearly control the policy of your behavior. How to behave with subordinates to the chief boss:

Do not refuse to participate in a variety of team games and activities: running a race, drinking alcohol in moderation, taking pictures with subordinates;
Present an excellent, bright report at the conference;
Distribute your time evenly so as to pay attention to all employees;
Show your satisfaction and joy from this event in every possible way;
Do not refuse to answer the questions of any of the employees, but at the same time control so as not to face provocative;
Communicate more with employees of lower levels, so that they also feel important in the overall life of the company. Do not gather a company of managers, abstracting from the rest. Plus, you can learn the information you need in a relaxed atmosphere.

6. Control of the workflow.

Of course, staff motivation is important, but do not forget that employees need to be monitored. Moreover, if you are not a source of instructions and instructions for company employees, and they have their own manager, this does not mean that you should not control their work. Of course, most of it is still performed by the one who leads the direct management of subordinates, but there are still some nuances. They are necessary in order to:

Thus, track the performance of the head of the department;
Avoid arbitrary actions on the part of the head of the department, find out if the subordinate does not obey, does not follow the orders of his boss, or does not work well;
Expand your area of control, but at the same time, without undermining the bosses, due to the fact that you do not direct subordinates, but simply conduct an audit to get the full picture.

What is the best way to exercise such control?

This is either the presence at meetings, meetings of the department in the person of an external observer;
Or the use of written reports to summarize.

It should not be forgotten that you do not have enough time for all reports, and you will not have time to come to every branch to come to the meeting. Therefore, try to make the check of the work of this or that employee spontaneous and unpredictable, by random selection. With this approach, none of the subordinates at all levels will assume that you have favorite and unloved employees or departments. But at the same time, all subordinates will be ready for the check at any time, knowing that it is spontaneous, so they will not relax and reduce work efficiency. This kind of motivation is constantly in good shape, because an unmotivated employee is unlikely to bring great benefits to the company.

7. Matrix management style: pros and cons.

The main difference from the traditional style here lies in the division of managerial responsibilities. Matrix style assumes control of each of the bosses over how all subordinates perform one particular job. This style may allow each employee to have four leaders. On the one hand, staff motivation is significantly lower, but on the other hand, each stage of their work is subject to strict control of a professional. The use of a matrix style of management is acceptable, but within reasonable limits. So, what are the positive and negative sides:

Arguments for:

All responsibilities that are assigned to each employee are clearly separated;
Leaders have a narrower profile, therefore, a high level of professionalism in a particular area;
Complex job duties are grouped in a separate organizational structure;

Arguments against:

The subordinate does not obey any one boss, which allows him to influence several representatives of the leadership;
Given the interconnectedness of all links unified system organizations, inconsistencies and conflicts between the tasks of different managers are likely;
The level of control is much lower.

8. Let's summarize.

The management system for superiors is significantly different from the personnel management system;
The effectiveness of management management directly depends on the number of managers: the fewer there are, the better management is progressing;
There are fundamental differences in the training of ordinary specialists and newcomers to managerial positions;
Best motivation managers - team activities;
Control over the work of department employees should be spontaneous and impartial;
Matrix style is useful when you need to highlight the most complex structure in the work of the organization;
We answer the question: what to do if the subordinate does not obey? Not every manager learns how to behave correctly with subordinates at once, so it is necessary to experiment, study and master a variety of ways to influence employees.

After overcoming the steps of the career ladder and taking the position of the boss, you should think about how to properly organize working relationships in the subordinate team. How should a manager behave with his subordinates so that management is effective and relationships are healthy?

Over time, it becomes clear that it is extremely important for the boss to develop a personal management style and correct attitude to employees - after all, the focus of the team on the final result and work efficiency in general depends on this. At the same time, attention to the correct balance of personal and professional responsibility of employees becomes an important factor.

1. Clear goals

Working all day without knowing what goals are being pursued can be frustrating and discouraging for employees. An effective boss must set clear goals and show how each employee contributes to achieving them. Such tasks are not only performed faster and with better quality, but also contribute to staff motivation.

2. Inspiration

Management style can sometimes be characterized by two extremes:

1) meticulousness and a desire to control any little thing when performing tasks assigned to subordinates;

2) connivance with subordinates - with the expectation that tasks will be completed without any control from the head.

None of these extremes will give the expected result.

Ideally, a good boss sets feasible tasks with realistic deadlines and is ready to coordinate efforts during their implementation. He will timely control the progress and timeliness of tasks, but he will do it without undue pressure and obsession, keeping in mind the joke about the kettle: "If you don't stand over the kettle, it boils three times faster." This law applies to many relationships, including a manager with subordinates. Yes, this is a fine line, but it is quite possible to walk along it - if you trust your subordinates, but still check.

3. Kind words and financial encouragement

Nothing motivates an employee more than recognition - it's a shame that most bosses are too stingy with praise. According to polls, only five percent of employees admitted to being praised by their boss on a regular basis. Of course, such an attitude of the management has a negative effect on the moral climate of the team and the results of work. Many bosses often do not realize that subordinates often do their best and even more.

In addition to expressing recognition verbally, it is useful to encourage the employee in one way or another financial form. Undoubtedly, a boss who finds a way to reward subordinates will get along better with them and be more respected by the team.

4. Expanding knowledge

The team leader must constantly develop and improve his competence. If employees feel that the manager's experience is not enough, respect for him and his authority is lost. Of course, a leader may not be an expert in everything, but he should always have a broad outlook and extensive knowledge in his area of expertise.

5. Personal example

Few people like the prospect of staying in the office after their boss leaves. Plan your employees' working day wisely - and stick to your own schedule.

Deadlines and time pressure are always present in the practice of a working company, but if overtime becomes the norm, this is a manifestation of an unbalanced approach to work organization. Keeping everyone on a clear timeline will help shape the right attitude towards time planning.

Having a stable work schedule will make life easier for both you and your subordinates, while there will be no reason for deliberately stretching working hours or excuses for irregular working hours.

6. Priorities

The obligatory end of the working day at a certain time may seem like a strange decision to you. However, without a time limit on a daily basis, it will be easy enough for your subordinates to shift the priority in performing tasks from the most important to the most simple. Priorities can change during the working day, but before the end of the day, the most important tasks should come first and be solved in deadlines... Don't let the little things block your daily tasks.

7. Communication

Communication and communication are too important aspects of the effective functioning of a modern office to be neglected. And it's not just about the work-life out-of-office balance. We are talking about short and informal meetings to discuss current tasks, adjust the order of their implementation and even a simple exchange of views or ideas. Show your involvement, show your interest in the daily life of employees.

8. Sensitivity

Knowledge of human nature, the ability to empathize and respect the needs of employees are important characteristics of an effective manager. It is not enough to see only the results of the work of subordinates. A boss who knows how to recognize and understand the thoughts, emotions, motives and personality traits of another person is able to act proactively, as efficiently and prudently as possible, thereby gaining the trust and sympathy of the team.

9. Predictability

Emergency situations will always arise - spontaneously and unexpectedly. However, the task of the chief is to foresee the possibility of their occurrence and promptly notify employees of the possible prospects for processing. The sooner the better. Early warning will not come as an unpleasant surprise to employees and will psychologically prepare them for temporary overtime.

10. Conversations are not the case

Of course, you can't indulge your subordinates in their indomitable desire to spend hours on telephone calls with loved ones and friends. But you shouldn't categorically deprive them of the opportunity to communicate with loved ones from time to time, they will throw a couple of phrases in chat or by e-mail.

Allowing people to exchange jokes or complaints about a large workload is psychologically beneficial for a normal work mood during the day.

11. Business issues - during business hours

The work-life balance provides for a clear separation between working in the office and living outside the office. Nobody wants to be called 24/7 for work issues. Draw the line between time in the office and time outside. Don't make it a rule to answer workers emails at two in the morning, you can send all directions in the morning, right?

12. Work is not only work

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Given the democratization of society, understanding the value of each individual, new methods, principles and styles of team management were needed. The leader of a new type should not only be a good organizer, analyst and psychologist, but also have such personal qualities to earn credibility with subordinates.

The boss and subordinates, how to manage a team and what qualities a leader should have, you will learn in this article. A modern leader must have a high moral culture in order to earn the recognition and respect of colleagues. Required qualities such as honesty, fairness, decency, the ability to understand and listen. Knowledge of etiquette and rules of conduct is no less important for a manager.

Communication between the manager and his subordinates should take place in business style, but at the same time it is necessary to observe mutual politeness, attentiveness and benevolence. This is a guarantee of a healthy atmosphere in the team and an attitude to cooperation. Team management involves giving orders, making requests, interviewing, firing, motivating, and punishing. How to do it correctly?

Manager and subordinates: Business communication of the manager

When giving an order, the leader must rely on his own authority. In an orderly tone, an order can be given only in emergency situations when it is necessary to solve the problem immediately. In this case, the initiative of the performer is suppressed and he, in fact, is relieved of responsibility. He's just following orders.
Labor efficiency is reduced if you give an order with the threat of punishment.
An effective method of managing an employee is an order in the form of a request. Then the employee feels that they trust him, want to cooperate with him and believe in his abilities. Especially if the assignment concerns whatever is his responsibility. Effective management boils down to the fact that employees need to be stimulated, develop their activity and give them the opportunity to take initiative. Only in this case the labor efficiency will be the highest.
The responsibilities of a leader include both punishment and reward and motivation of employees.
Possible sanctions against employees are determined by legislation, but the manager himself should not forget about etiquette. Even when punishing, you need to try to maintain normal relations in the team.

What is the right way to punish?

Under no circumstances punish or criticize a person without the presence of confirmed data of violation;
If the work was performed poorly, you need to find out who entrusted it to the employee, how the control was carried out and determine the degree of responsibility of the employee for poor-quality work. Indeed, there are often situations when a person simply did not have the necessary materials, knowledge or support to do the job;
The leader must be able to admit his mistakes;
It is necessary to talk with the employee and find out his motivation and the reasons for the violation;
Never criticize an employee in public;
The punishment should depend on the severity of the offense. Moreover, the requirements for all members of the team must be the same.

3.Psychological management of a team implies the ability of a leader to properly conduct a conversation with subordinates. Before you start talking about wrongdoing, you need to calm down and start the conversation with the employee's achievements and successes. The conversation should be conducted in a private setting, so as not to create an intra-group conflict in the team. It is desirable that the manager explains to the subordinate what he is dissatisfied with, cites the facts of the violation and listens carefully to the subordinate's explanations. To end the conversation, the leader must emphasize the strengths of the employee and instill in him the confidence that he will succeed in the future.

4. The system of motivation of employees in the question of how to manage a team is of great importance. But even to encourage employees you need to be able to correctly. Material motivation of personnel should be expressed in reward for a successfully completed robot immediately after its completion. The effectiveness of a particular immediate promotion is much higher than the expectation of a premium by the end of the month. Intangible motivation employees can carry more value than material. For example, if a manager publicly praises an employee in the presence of colleagues whose respect is important to him. Recognizing the success of a subordinate on time with the right words is great motivation. Previously, the presentation of certificates and honor boards were often practiced in organizations. Now in some government organizations such methods of team management remain, but the new generation no longer takes them seriously.

5. The manager's responsibilities include the dismissal of employees. This is a rather painful procedure. The leader should not apologize so as not to give unnecessary hope to the subordinate. Don't get fired before weekends or holidays. The conversation should take no more than 20 minutes, since the employee, being in stressful condition, simply will not be able to hear detailed explanations and reasons for his dismissal.

The attitude of the manager to subordinates should be respectful in any situation. It is best to refer to employees on "you". When talking to a subordinate, the manager should listen more than talk. Asking questions about what the employee thinks about the quality of his work, what he would like to improve, what he considers to be his strengths. In the process of dialogue with subordinates, a leader who knows how to listen can extract a lot of useful information. In particular, how to improve the management of the organization's personnel.

Until recently, the functions of HR managers were performed by line managers. It was enough just to issue orders for dismissal, admission to work and promotion. This is not enough now. HR managers should deal with the selection of personnel, employee development, motivation and incentives for work.

Personnel management helps to use all the potential capabilities of employees to achieve the goals of the organization. But at the same time, to ensure a normal psychologically healthy atmosphere in the team, to monitor working conditions.

The main tasks of the organization's personnel management:

Determine the needs of employees;
Help to adapt to a new team;
Select personnel;
Promote interest in career growth;
Develop the right motivation system;
Contribute to development, both personal and professional;
Resolve conflicts.

Good governance principles

The leader must analyze the situation, predict the strategy and manage its implementation. The subordinate must implement the manager's decision. Therefore, the basic principles effective management are certain qualities of a leader - professionalism, organization and decency. Since he has to solve problems from any area of the organization.

The subordinate, in turn, must be executive, proactive, honest, decent and striving for promotion.

Team management styles: personnel management, which management style is better?

There are 6 main styles of personnel management, each of which has both its pros and cons:

How to manage a team and what style to choose? Most likely, the effectiveness of personnel management depends not only on the style and methods of management, but also on the personal qualities of subordinates. Therefore, depending on different situations, you need to combine different management styles.
The employee management system includes not only styles, but also management methods.

Team management techniques

Personnel management methods are ways of influencing the team. They are administrative, economic and socio-psychological.

Administrative methods affect the awareness of the team, the understanding that it is necessary to maintain discipline, have a sense of duty, strive to work in this organization, comply with the rules and norms established in the organization.
Economic methods- material incentives for employees. Socio-psychological - taking into account the social needs of employees, maintaining a healthy atmosphere in the team.

All methods are interconnected and their implementation in team management is understandable. But there are also innovative methods of personnel management. For example, setting goals for an employee and a manager for the next six months or a year. The employee sets himself specific goal for the good of the organization. If it is achieved, the manager, for example, promotes him in position or raises his salary.

The method of quarterly reports works effectively. This is how the employee sets goals himself, learns to manage time correctly. As a result, he works more fruitfully and shows initiative. In addition, the need to report to your boss every quarter motivates you to show yourself with the best side... None of the employees go unnoticed. Everyone is rewarded for their work.
Structured planning is a wonderful method of personnel management. Each department sets itself a specific goal that complements the goals of other departments for the benefit of the development of the organization. To organize work in departments, use "team management". The groups unite those employees who have a similar view of achieving the goal of the organization.
Contingency management is applied only when problems arise. Functional management - each head of his department is responsible for certain functions.
The comparison method works great when the management system of a given organization is compared with a more advanced organization and the management system is recreated following its example.
The expert-analytical method involves the involvement of personnel management specialists. The expert examines the problems of the organization and gives an opinion on what methods are best managed in this organization.
In practice, the method of functional cost analysis is often used. When experts determine which functions are not being performed and why, unnecessary management functions and the degree of centralization of personnel management are removed.
The method of creative meetings gives excellent results. Experts and managers express their suggestions on how to improve the personnel management system, which generates a lot of creative ideas.

Every manager asks himself the question of how to effectively manage staff? To do this, it is necessary to apply all methods and management styles in an integrated manner. In addition, do not forget that you need to strictly follow the rules of ethics when communicating with employees. The right system of management, motivation, punishment and reward will help create a thriving company. The leader himself will not be able to achieve anything if his employees do not approach work with creativity and initiative. The main thing for a manager is to be able to motivate, motivate and support employees.

The leader's behavior influences the relationship between the boss and the subordinate. In some teams, specialists idolize their leaders, while in others they feel fear when they enter the office for the next meeting. Some departments work like a good clockwork, even when the manager is absent from the workplace. While employees of other departments are drinking coffee and discussing personal news. Let's figure out which managerial skills of heads of departments and services affect the organization of effective work teams, and which actively break them down.

Rules for communication between a manager and subordinates

Communication with subordinates is an art that needs to be learned. By managing the organization’s most valuable resource — its people — you can either achieve outstanding results or fail to accomplish well-simple work tasks.

The most effective leaders are able to build communication with subordinates in such a way that employees are enthusiastic and interested in their work and appreciate the achievements of the entire team.

The basic rules of communication for such leaders are based on several basic principles:

Self-esteem and respect for subordinates.
Purposefulness of impact on employees.
Assessment of achievements.
Providing feedback.
Regularity of control over the execution of tasks.

Both managers and subordinates, gaining work experience, along with it acquire a lot of stereotypes:

the bosses believe that their employees are not much different from everyone else;
workers are more likely to expect criticism than praise.

It is bad that the leader can afford to tell the subordinate that he did not live up to his trust and is not much different from others. Such phrases greatly reduce employee motivation.

It is important to carefully study the results achieved, and use constructive criticism aimed solely at the wrong work or tasks, and not at your attitude to mistakes in general.

It should be remembered that any unreasonable generalization leads to a deterioration in mutual understanding between the boss and the subordinate.

We delve into the situation

One of the mistakes of managers is to view the work situation as typical, which was once already in his experience. Hence, a large number of stereotyped decisions, orders and orders appear, which are distributed to subordinates.

As a result, there is not a single leader who has never said in his career: "How did I miss ... Why didn't you prompt me ...". This happens because the situation is assessed inattentively, without taking into account the nuances and influence of new conditions.

Therefore, in order to form effective, it is important examine the situation before moving on to actions or motivating employees to perform them.

Weighing decisions

Solving a problem quickly is often considered a necessary skill. But in fact, high speed does not always guarantee the maximum positive effect... This is especially true of decisions related to the punishment of subordinates for non-fulfillment or poor-quality performance of assigned tasks.

If emotions go off scale, then there is a high probability that the chosen punishment will be unnecessarily harsh.

Therefore, before making a decision, you need to calm down and check yourself, to what extent what is supposed as punishment is adequate to the offense.

We give feedback

Feedback and the ability to provide it is one of the most important skills of any leader. The responsible employee is interested in getting an assessment of his actions - both correct and erroneous. To understand how satisfied the company is with his work.

Feedback allows

analyze the results of work together with a subordinate;
understand the reasons for failure;
praise for high work efficiency;
to form motivation for change and development;
adjust the actions of the employee.

Basic principles of feedback transmission

Timeliness. The assessment should be provided as soon as possible after the event or completion of the task, and not after a week or month.
Concreteness. It is necessary to discuss specific actions, and not the entire experience of a specialist.
Feedback is a dialogue between a subordinate and a manager, not a monologue of a boss. It is necessary to ask the subordinate's opinion about what happened, his vision of the situation, solutions that he himself could offer to correct it.
The prohibition of discussing the personality of a subordinate. Only a specific action or fact can be discussed, but not the person himself and his professionalism as a whole.
Focus on obtaining a specific result, and not on the process of discussing the situation itself.
With closed doors. Communication should be strictly individual, without the presence of third parties. If the feedback is criticized, the presence of outsiders will drastically reduce the subordinate's motivation to change behavior.

Clear leadership position

The manager's inability to adhere to his point of view, the constant change of attitude towards work situations, worsen the relationship with subordinates.

Employees consider such a boss to be inconsistent, insecure in themselves and their decisions.

If the manager, for some reason, has not yet formed an opinion, then it is better to first understand the situation, and only then voice your point of view to the employees.

Team leadership is not only about setting goals and monitoring their implementation. Not all employees have the experience sufficient to perform the job well. Given this, you need to be ready to help the employee with advice, to give additional time... In some cases - to attach a more experienced employee for a while.

We set specific goals

A clear statement of purpose is the key to obtaining quality result... Aimless work gives rise to the feeling of useless labor without end and beginning, going to work for the sake of the process, not the result.

To increase employee motivation, it is important that goals helped professional development specialists... Showed how employees work allows the company to solve ambitious tasks.

If the completion of the task presupposes the achievement multiple goals, you need to prioritize by showing which ones are the most important.

Assessing the consequences

When making any managerial decision, the manager is obliged to assess how it will affect not only the overall manufacturing process, but also on the further interaction of subordinates with each other. This is especially true for the encouragement and punishment of employees, the resolution of situations and internal contradictions in the team.

It is also important to assess the impact of the behavior of the leader himself, the style of his management on the general climate in the unit: Does the boss add enthusiasm and motivation to work, or discourage the desire to complete tasks.

We control the results

Lack of control over the fulfillment of tasks breeds irresponsibility. Each employee should know that the task assigned to him will be checked. Any result, even the most ineffective, can be regarded as satisfactory if there is no control.

But even if the deadlines for completing the task are determined, and as a result, there is no control from the boss, then the employees get used to the fact that their work is not checked. In the future, the department will show poor performance results.

We evaluate ourselves soberly

At some point in time, individual managers have the illusion of permissiveness, since only the result is important, and the people performing the tasks are variable.

There is only one remedy for this situation - healthy self-criticism. Yes, and subordinates will quickly signal to such a leader that he is going over what is permitted: there are more complaints from employees against the boss, refusals to obey orders appear, specialists openly declare that they deserve respect, and not constant prodding and criticism.

Effective managers always define their development horizons, strive to learn new technologies for personnel management and production processes.

Following the basic principles of business communication, the manager will be able to achieve high results in the work of the unit, and employees will be happy to come to work and complete the assigned tasks.

All leaders, especially young ones, make mistakes, the main one of which is not to admit them. If you recognize yourself in one of the situations, think, maybe it's time to change.

1. I want everyone to like everything

The boss must be strict and harsh. In trying to overcome the image of an impregnable bureaucrat, many leaders try to be loyal and play the role of a good cop. To launch a project, agree on a plan for the week, or decide whether the office needs a coffee machine, the manager consults with everyone. This is not an individual approach and soft management, but indecision and fear of taking responsibility. If you adapt to all employees, the final decision will never be made.

What to do? We listen to opinions, sort ideas into grains of rational thought and chaff of uselessness. It is not necessary to reach consensus - the last word is yours. Do not hesitate to make a decision and do not be afraid to make mistakes: acting is better than missing the moment.

2. I'd rather do it myself

It is necessary to train employees and spend time on it. But sometimes it is easier to complete the task yourself than to explain to someone how to do it. As a result, you are in the office until the evening alone with the keyboard burning under your fingers, and the subordinates feel useless and just sit out the allotted time.

What to do? Delegate. Do not be afraid to give freedom to an employee - let him be wrong. You check - you will notice the mistake, and if he is quick-witted, he will not repeat it next time. Try to set a problem one morning in the morning, spend half an hour explaining it, and forget about it for the day. Remember in the evening and check. Perhaps it didn't work out right. It may have been slow. But one, two - and you optimize the process and stop blaming all the work on yourself.

3. I want to control everything

Sometimes it works out to delegate. You set a task - an important one, wait for the result and are so worried that every half hour you will find out how things are progressing. This is annoying. The employee does not feel free, feels in control, and the reports on the work are longer than the results of the work itself.

What to do? Instruct, exhale and relax, switch to another task. If you entrusted a responsible job to a responsible employee, he will cope. Because responsibility motivates more than money. In an ideal world, an important task should be given in advance - in case of failure, you will have time to fix or delegate, so as not to fail the entire project. In the real world, failures happen sometimes, and that's okay.

4. I'm my boyfriend

An employee has failed a project - no big deal, there will be more projects. It’s not working today - a common thing, let's go have some coffee. It doesn't work that way. More precisely, it works until the moment when colleagues understand that they can not strain themselves. Not putting yourself above your subordinates is good, not keeping your distance is bad.

What to do? Continue to joke and communicate informally, but when it comes down to it, work. There is a fine line in relations with subordinates, try to be harsh enough once to say: “Today we observe a working atmosphere. Whoever wants to chat can come out. "

5. I said so

Sometimes it seems that you are doing very well - a super professional and a talented leader. And subordinates whisper that you have a Burger King crown on your head. If all of your ideas are correct, but all of your colleagues are not, this is a sign. Perhaps the project ship is sinking along with the captain, and you self-confidently do not notice it.

What to do? When was the last time you supported a subordinate's initiative? Maybe you should try? At the next meeting, announce that this time you have only an advisory vote and everyone has an equal right to influence the decision. Choose collectively best idea, love it as yours and implement it. Sometimes what seems dubious at first glance actually works.

6. I told you

Worse than the phrase "I said so" can only be "I told you so." Nobody likes to be wrong. It is ugly to point out a mistake when nothing can be fixed, hinting at your own infallibility.

What to do? Forbid yourself to utter this phrase. If someone fails something, please help fix it. You are the leader.

7. I think this is a stupid idea.

It is presumptuous to ignore the ideas of colleagues while promoting your own. To reproach with failed decisions is ugly. To reject without offering anything in return is futile. Hearing “No” eleven times in a row without explanation, employees will stop offering. And without fresh ideas the company will stagnate.

What to do? Try to return to the origins of brainstorming: do not sit in a meeting room and randomly go through the first ideas that come across, but prepare, propose and justify. And prohibit criticizing - not only to yourself, but to everyone involved. After that, with a cool head, you will think how rational each proposal is. Maybe most of them are true stupid ideas... The main thing is that they did not seem so at first glance - give the new one a chance.

8. I don't have time for this.

You are a manager, a busy person, but running away from employees is a bad idea. Barricading yourself in your office is also bad. When deciding destinies, it is easy to overlook details that can drastically affect the work of the entire company. Often, sensible decisions come from the bottom, from the daily experience of employees.

What to do? Take time to socialize. If the deadline is on, ask to write to the mail, make a channel in the general chat where you can write suggestions.

9. I want people to agree with me

It is so easy to work in a well-coordinated team, when any idea is supported and every initiative is implemented, especially if these are your ideas and initiatives. The leader is tempted to form a loyal team where no one criticizes. But remember: often those who intelligently approach work and talk about mistakes are more useful than those who thoughtlessly agree and meekly follow any orders.

What to do? Learn to listen. If one of the subordinates says that something is going wrong, pay attention. Don't take it personally: "This is my project, so it's perfect." Take note, come back to thought the next day. Perhaps it will no longer seem heretical.