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 entering the office for the next meeting. Some departments work like good clockwork, even when the manager is absent from the workplace. While employees of other departments drink coffee and discuss personal news. Let's figure out which management skills of heads of departments and services influence the organization of effective work teams, and which ones actively ruin them.

Rules for communication between a manager and subordinates

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

The most effective leaders are able to build communication with subordinates so 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-respect and respect of subordinates.
• Targeted impact on employees.
• Assessment of achievements.
• Providing feedback.
• Regular monitoring of task completion.

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

• bosses believe that their employees are not much different from everyone else;
• Employees often expect criticism rather than praise.

It’s bad that a manager can afford to tell a subordinate that he has not lived 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 exclusively at work or tasks performed incorrectly, and not at one’s attitude towards errors in general.

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

Let's get into the situation

One of the mistakes managers make is considering the work situation as a typical one, which was once already in their experience. From here it appears a large number of stereotypical decisions, instructions and orders that are distributed to subordinates.

As a result, there is not a single leader who would not say at least once in his career: “How did I miss... Why didn’t you tell 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 ones, it is important study the situation before taking action or motivating employees to take action.

We weigh decisions

Solving a problem quickly is often considered a necessary skill. But actually high speed does not always guarantee the most positive effect. This is especially true for decisions related to punishing subordinates for failure to complete or poor performance of assigned tasks.

If emotions run high, 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 for yourself whether what is supposed to be a punishment is adequate for 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 receiving an assessment of his actions - both right and wrong. Understand how satisfied the company is with his work.

Feedback allows

• analyze the results of work together with a subordinate;
• understand the reasons for failures;
• praise for high performance;
• create motivation for change and development;
• correct the employee's actions.

Basic principles of feedback transmission

1. Timeliness. The assessment should be provided soon after the event or task is completed, not a week or month later.
2. Specificity. It is necessary to discuss specific actions, and not the entire work experience of the specialist.
3. Feedback is a dialogue between a subordinate and a manager, and not a monologue from a boss. It is necessary to ask the subordinate’s opinion about what happened, his vision of the situation, and the solutions that he himself could propose to correct it.
4. Prohibition on 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.
5. Focus on obtaining a specific result, and not on the process of discussing the situation itself.
6. With the doors closed. Communication must be strictly individual, without the presence of third parties. If criticism is made during the delivery of feedback, the presence of strangers will sharply reduce the subordinate's motivation to change behavior.

Clear position of the leader

The manager’s inability to adhere to his point of view and constant changes in attitude towards work situations worsen relationships with subordinates.

Employees consider such a boss to be inconsistent, unsure of himself and his decisions.

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

Team management is not only about setting tasks and monitoring their implementation. Not all employees have sufficient experience to complete the task efficiently. Taking this into account, you need to be ready to help the employee with advice and give additional time. In some cases, temporarily assign a more experienced employee.

We set specific goals

A clear statement of the goal is the key to obtaining a quality result. Aimless work gives rise to the feeling of useless work 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 the professional development of specialists. Showed how employees work allows the company to solve ambitious problems.

If completing a task involves achieving several goals, you need to prioritize, showing which ones are the most important.

Assessing the consequences

Taking any management decision, the manager is obliged to assess how it will affect not only the overall manufacturing process, but also on further interaction of subordinates with each other. This is especially true for rewarding and punishing employees, resolving situations and internal contradictions in the team.

It is also important to assess the influence of the leader’s behavior and his management style on the general climate in the department: Does the boss add enthusiasm and motivation to work, or discourages the desire to complete tasks?.

We control the results

Lack of control over task completion breeds irresponsibility. Each employee must 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 a task are determined, and in the end there is no control on the part of the boss, then employees get used to the fact that their work is not checked. The department will show poor performance in the future.

We evaluate ourselves soberly

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

There is only one cure in this situation - healthy self-criticism. And subordinates will quickly signal to such a leader that he is going beyond what is permitted: more complaints from employees arise against the boss, refusals to obey orders appear, specialists openly declare that they deserve respect, and not constant prodding and criticism addressed to them.

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

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

» The art of ordering

© Victor Sorochenko

The art of ordering.
How to manage subordinates

Long gone are the days when subordinates were ready to endure all the nagging and whims of their boss because of the danger of ending up on the street. Today, managers increasingly deal not with the resigned “gray masses,” but with ambitious and ambitious employees who know their worth. By level of intelligence, education or professional experience, and in general, as a person, as a person, a subordinate can be in no way inferior to his boss. And often surpass it in all these parameters. Threats, complaints from his superiors and the prospect of dismissal do not frighten him at all. A highly qualified specialist is so confident in his abilities and professional competence that, given the opportunity, he can easily “slam the door” and leave you to work for another company. Therefore, experienced managers today are interested, first of all, in soft and conflict-free management methods. Creating a non-aggressive, non-offensive atmosphere creates a favorable psychological climate of mutual trust and cooperation. Methods of gentle “stroking” stimulate work much better than insults and punishments.

The reason for the failure of young managers does not necessarily lie in low professional qualifications and lack of knowledge, say psychologists. Much more often, newly minted bosses fail due to their inability to properly build relationships with subordinates. The ability to command plays an important role in this. This is an art that every leader needs to master.

Why are orders not being carried out?

The success of any organization largely depends on the clear and coordinated execution of management orders. And the higher the management level, the more expensive it is to fail or incorrectly carry out orders. The average manager gives dozens, or even hundreds of orders per day. Most of them, at first glance, are so obvious that they do not require much effort to understand and implement. Therefore, managers rarely think about the importance of correctly formulating their requirements. And completely in vain! What mistakes can management make when formulating orders? What should you consider when giving orders?

There are several reasons for non-fulfillment or poor execution of orders. The first is a simple misunderstanding of your order. It just seems like we all speak the same language. In fact, different people can perceive the same words in completely different ways. There are a number of conditions that determine whether subordinates will understand the essence of your order:

• unity of professional language,
• intelligence level,
• the level of education,
• logic of presentation,
• concentration of attention (after all, often a subordinate listens to the boss, but does not hear him, but “has his head in the clouds” because his consciousness is blocked by his thoughts)
• and many others

The most common cause of misunderstanding is vague orders. Unfortunately, many managers are likened to characters from a children's fairy tale, constantly demanding from their subordinates something like: “Go there - I don’t know where, bring that - I don’t know what.” The result is appropriate. Managers often confuse an order (which is always specific: “dig from the fence until lunch...”) with an abstract call (“work efficiently...”). The function of the first is managerial and incentive, and the second is evaluative and motivational.

However, understanding the order is not the most important thing. Experienced managers know that subordinates can very well understand what their boss wants from them. But this is not always done. Often they simply pretend that they don’t understand, playing “not understanding.” We can talk about the reasons for a long time. Most often, the problem lies at the level of interpersonal likes/dislikes.

This leads to the second reason for non-compliance with orders - the subordinate’s failure to accept the demands of the leader (and the leader himself as an individual). After all, understanding does not mean accepting. The point usually is not a lack of understanding (which is what many managers complain about), but rather the achievement of the subordinate’s agreement with the boss’s position.

Non-acceptance can take various forms: from publicly challenging the received order to covert sabotage. Here, managers often make a big mistake: they say, “Now I’ll prove it to you...” and begin to pour a stream of arguments on the subordinate’s head. But the point is not at all to convince a person of the benefits for the cause! Rejection usually occurs not because the employee misunderstood something or does not see practical benefits for the organization. First of all, he does not see the benefits for himself personally! It is important to understand that the staff, for the most part, have completely different goals and objectives: they did not come to do BUSINESS, but to somehow earn their due salary. After all, this is NOT THEIR COMPANY!

You definitely need to find out why your subordinate does not accept your point of view. What is behind non-acceptance? Disagreement with your views on running a business or purely “selfish” interests and ambitions of a particular employee, no matter how beautiful arguments they are disguised (“I care about the good of the organization,” etc.)? Disagreement with management methods or personal dislike for the boss? Hence the conclusion: one must act not on external manifestations (“he doesn’t understand anything...”), but on the internal cause.

It should be remembered that conflicts between a manager and a subordinate are not so much open as they are hidden, veiled. The reasons are clear - after all, not everyone will dare to openly oppose their boss. And most often they arise precisely when orders are issued. After all, it is at this stage of managerial communication that the manager most invades the privacy of another person, i.e. actively forces him to take any actions that may fundamentally contradict his views, beliefs, and life values.

A few secrets

To increase the effectiveness of orders, psychologists advise following a few simple rules. They can be productively used in management practice at the level of interpersonal contacts. Firstly, to raise the image of the leader. Secondly, to soften the form of coercion, which, alas, no boss can do without. Thirdly, to eliminate contradictions between the personal desires of subordinates and the goals of the organization.

1. Accounting for the information fund of a communication partner

A person correlates all words addressed to him with his own information vocabulary, formed on the basis of unique life experience. It stores interpretations of many terms. To avoid misunderstandings, the boss always needs to take into account the intelligence of the subordinate, the level of education (the person graduated from 5th grade or university) and adjust his speech accordingly.

2. One meaning

The order should not carry irony or double meaning. Moreover, it should not contain abstract metaphors and other artistic images that different people may be perceived differently. The order must be as specific as possible, eliminating double interpretation. Remember the old saying: “If something can be misunderstood, it will certainly be misunderstood.”

3. Don't personalize

You should not say in a peremptory tone “I want...”, “I need...”, “I said...”, since in the subordinate’s mind the transformation immediately occurs from “I want...” to “Oh, you see, he wants...". Emotional withdrawal occurs. The manager unwittingly transfers official orders to the plane of interpersonal relationships. But the personal desire of the boss may not be fulfilled, and if fulfilled, it will be purely formal, somehow. The following options are more preferable: “This is necessary for our company...”, “It will be better if you...”, “This is necessary so that it doesn’t happen to us...”. In this way, requirements are not related to the whim of the big boss, but to the needs and goals of the organization.

4. Remember intonation!

It happens that a manager says quite the right things, but does it very rudely, aggressively, and in a manner offensive to the employee. This includes offensive jokes to the subordinate that accompany the order, and ironic remarks, and sarcastic smiles, and the politely dismissive tone of orders, and contemptuous notes in the boss’s voice... The process of giving orders is often used as another reason to show one’s superiority. In this way, some managers try to solve their own psychological problems at the expense of their subordinates.

Understanding an order given in this form is always difficult. All the attention of the subordinate is concentrated not on the essence of the order, but on the attitude towards his personality. A defensive emotional reaction immediately arises, which blocks the analytical activity of the brain, and the words are almost not realized. Understanding of the order is blocked. This is how Mother Nature made us all: the human brain can simultaneously work with either logic or emotions. Moreover, emerging negative emotions always block logical thinking!

It is important that the order fulfills its function and at the same time does not psychologically traumatize the employee, is not offensive or offensive. Gone are the days when subordinates were ready to endure all the antics of their superiors because of the threat of ending up on the street! It was in the second half of the 90s that qualified specialists were scared to death by the specter of unemployment. Today, managers increasingly deal not with the resigned “gray masses,” but with ambitious, ambitious employees who know their worth. In terms of intelligence, education or professional experience, and in general, as a person, as an individual, a subordinate may be in no way inferior to the manager, and often surpasses him in all respects. Threats from superiors and the prospect of dismissal do not frighten them at all. Therefore, an experienced manager is interested, first of all, in soft management methods that spare the subordinate’s pride. Creating a non-aggressive, non-offensive atmosphere creates a favorable psychological climate of mutual trust and cooperation.

We should also not forget that an employee who is offended by the boss’s too harsh behavior may try to take revenge. For example, not so long ago an employee of a large Russian pharmaceutical company, outraged by the boorish habits of his boss, as revenge, he did not find anything better than to inform the concerned authorities about the “peculiarities of the work” of his company. The result is a trial with all that it entails. Of course, no one is safe from “snitches,” but the manager should still behave carefully with those who have access to confidential information so as not to provoke a “set-up.”

5. No negativity!

The order should not begin with negative words, so as not to form a negative attitude in the subordinate even before he knows its content. Perception should not take place against a negative emotional background (see previous paragraph). For the same reason, you cannot combine issuing an order with criticism, or talk simultaneously about the essence of the work ahead and about the personal or professional shortcomings of the employee. When formulating orders, you should avoid critical “seasonings” such as “Do it, but not the same way as last time...”.

6. Rule “Proper name”

Addressing a subordinate by name and patronymic is always preferable to a faceless one: “Hey, how are you…”. There are no more pleasant sounds for a person than the sounds of his name, the ancients said. Addressing a person by name emphasizes respect for his personality, implicitly gives rise to a feeling of satisfaction, positive emotions (which, by the way, are not always realized) and, as a result, arouses affection towards the source of positive emotions. Psychologists have found that, despite other equal conditions subordinates more easily accept the orders of the leader towards whom they have a positive attitude and much more often reject (challenge) the demands of the one towards whom they have antipathy.

7. Using compliments

If a subordinate is strongly negative, managers may try to reduce resistance with praise or compliments at the beginning of the conversation. The most effective compliment is a compliment accompanied by a small anti-compliment to yourself (especially with those employees who, presumably, have antipathy towards their boss). Example: “How do you manage to resolve these issues so quickly? I spent two hours yesterday, and you sorted everything out in ten minutes. Please do more and...” Naturally, every employee likes to look better than his boss in a particular matter. Especially if the boss himself emphasizes this. This is how a person’s need for recognition is satisfied.

Let me remind you that a compliment is considered a SMALL exaggeration of real-life advantages that the interlocutor sees or wants to see in himself. This distinguishes a compliment from rude flattery, which has a much greater chance of being rejected. All people love praise. This satisfies their need for positive emotions. And positive emotions, as already mentioned, give rise to a disposition towards their source. There is a suggestion effect.

Unfortunately, our country has developed a tradition of rather harsh treatment of subordinates. Many managers do not like to praise an employee, especially publicly. They are afraid to “over-praise” or “spoil”. Much more often, our bosses resort to goading and intimidation, trying to “motivate” the staff in this simple way. At the same time, it has long been established that gentle “stroking” methods stimulate work much better than insults and punishments.

8. "Knight's move"

If passive or active resistance to an order is expected, it is better not to give an order “head-on”, but to use a tricky workaround: first ask a subordinate for advice. Something like “What do you think...?” and so on. When a person is consulted by someone at a higher hierarchical level, this always evokes a feeling of self-respect, which is naturally accompanied by positive emotions, which, according to the law of association, are associated with their source. This tactic guarantees the manager the loyalty and gratitude of the employee. But this method cannot be practiced with everyone, and it loses its impact over time. There are people who don't appreciate generous gestures. They may mistake a “human” attitude towards them for the leader’s weakness and an opportunity to “sit on his head.”

9. Question form

In most cases, the interrogative form of orders is best perceived by subordinates. Everyone understands that the boss’s request is a veiled order, but with this form it is psychologically more difficult to refuse: “Dear V.V., could you tomorrow...?”, “Would you agree...?”, “Do you have Do you have the opportunity...?”

10. Personal benefit rule

The order will be carried out much more effectively if the subordinate sees in it not only a benefit for the organization, but also a benefit for himself personally. When a person works without personal interest, he does only as much as necessary (a “C”) in order to formally satisfy the demands of his superiors.

Aerobatics

In the best way, an employee does what he himself considers necessary, and not what his superiors tell him to do (as we know, this does not always coincide). Therefore, it is desirable that the subordinate himself comes to a decision that meets the manager’s plan. The latter’s task is to push the employee to take independent action and help him independently draw the right conclusions. Ideally, a leader should not order, but create a situation in which the subordinate himself comes to the desired decision. This represents a specific management style - a specially organized process of communication between a manager and his subordinates. In the West, this style is currently very popular. Employee management is structured in such a way that they act virtually independently, while remaining under the supervision of a manager-mentor. Such observation is included in everyday business communication between managers and subordinates: consultation during meetings, negotiations, ongoing monitoring of employees’ performance of their duties, etc.

Naturally, this requires a good knowledge of psychology and the motivation of subordinates. This is real art top class leadership of people who in this case feel completely independent. The trust they feel and the demonstration of respect for their subordinates is the best motivation for their effective work. And they are more willing to go to work, more proactive and satisfied with their work.

Unfortunately, at the current level of development of managerial and business culture in our country this style of leadership is perceived as nothing less than Science fiction. Alas. Therefore, in our conditions, the creation of the desired situations can be carried out, for example, by simply asking a chain of questions that allow us to lead the interlocutor to the desired solution. The logic of sequentially asked questions is such that after each answer the number of degrees of freedom of the answerer narrows, because by answering each question, a person determines his position and becomes a prisoner of previous answers.

For example, you need to give a task to a careless employee who (this is known from experience) will definitely begin to be indignant, prove that this is not part of his duties, etc. Here is a possible dialogue option:

Chief: “Of course, you are familiar with the job description, which outlines your job responsibilities?”
Subordinate: “Mmm-yes, of course.”
Chief: “In that case, you must remember well paragraph five of paragraph four of section two?”
Subordinate: “Uh-uh, what is it?”
Chief: “This point is directly addressed to you: you need to do...” (an order is given and a deadline is determined).

A careless subordinate, of course, is new to job description, and if I ever read it, I long ago forgot its contents. But he won’t dare say “no” to his boss. And by saying “yes,” he cuts off his own path of retreat.

The target of influence can also be various personal qualities subordinate: ambition, ambition, desire to prove one’s exclusivity, characteristics of temperament and character, etc. The author of these lines once witnessed a situation where the head of a department told his employee: “Vasily Ignatievich, you need to complete one task. I won’t hide it, this is a very difficult task. Therefore, you obviously cannot do it (transparent hint: they say, not with your qualifications...). Which of your colleagues do you think can be entrusted with this?” An ambitious and ambitious employee, who loves to contradict his boss in everything and is looking for an opportunity to show that he should have been appointed boss, and not the current one, immediately flares up:

From what? I can do it too!
- Are you joking?
- No, I'm not joking. I know how to get everything done quickly!
- Really?
- Exactly!
- Wow! Fantastic! (the boss feigns sincere surprise)
- In 3 days I will bring you the result!
- You're just great! Well, thank you! A weight has been lifted from my soul! After 3 days, report on completion! etc.

“Failing” such a task means admitting your complete professional failure, so the employee will approach this task much more responsibly than the usual order from management issued “from above.”

Conclusion. What can you learn from the Japanese samurai?

In ancient times, Japanese samurai improved their military skills by constantly performing special exercises. Possession of a samurai sword was divided into separate techniques, which were carefully practiced until mastery was achieved: perfection, automatism, ease and ease of execution.

The art of managing people also requires constant training. The ability to command lies in the dosed and differentiated use of the techniques listed above. It is not difficult to understand (including with the help of this article) what the required skills are. But understanding does not mean mastering skills! Knowing and being able to are not the same thing! Ideas can be easily learned today and forgotten tomorrow. Only with patience and practice can you master them. Remember: samurai skill requires that every sword technique be honed to complete perfection!

What not to do to avoid losing workplace? Let's consider the main mistakes of subordinates, simulating situations on the part of superiors and employees. So what are 7 mistakes that could cost you your job?

Greeted by clothes

You:“I have always believed that you don’t have to dress nicely for work, the main thing is to have a responsible attitude towards your duties. Therefore, I put on what came to hand in the morning.”

Boss:“I doubt that a person who is so careless about his appearance, can carry out their duties responsibly, after all, it is simply indecent to show up to work in sneakers and jeans!

Appearance is an important part of your career. Follow the dress code, do not allow negligence and sloppiness.

But here, the main thing is not to overdo it. Put aside too expensive clothes and jewelry until corporate party, thereby you will not put your colleagues and manager, who cannot afford to dress in top things, in an awkward position.

The importance of chain of command

You:“I always liked my boss as a person, and I planned to become friends with her. Recently she called me into her office to help her with her computer. I decided that it was time to get closer to her and told her about the quarrel with my husband. For some reason, she did everything to make me leave her office quickly.”

Boss:“I recently asked a subordinate to help with the computer, and she told me so personal history that I had to blush. But she and I only have business relationship! She turned out to be extremely shameless.”

An important rule of a good employee is the inadmissibility of familiarity and respect for subordination. Leave stories from your personal life for your colleagues.

Don't get caught in our own webs

Boss:“I have always been unpleasant about girls who display their “beauties” for everyone to see. And, I was upset when I saw too revealing photos of my employee on her page, I’m disappointed in her.”

Don’t forget that your bosses may try to find your profiles on the Internet, so it’s better to make them available only to a certain circle of people.

A spoon is good for lunch

You:“I often allow myself to run away from our boss and do not consider such actions bad. I manage to complete my work in less time than the time allotted for it. So, why not leave earlier or come later, I’m still doing the work!”

Boss:“I think I’ll have to say goodbye urgently to one of my subordinates. I began to discover his disappearances from his place of work a long time ago, but I was loyal to them. Recently, I urgently needed to gather all the employees in the morning, as some important people had arrived. Woe-subordinate I had to wait half an hour. Besides being late, he ruined the company’s image.”

Go to work time or being late without warning the manager is a big mistake, very often punishable by dismissal.

Even if you are one of best employees, be punctual and do not abuse the trust of your superiors.

Own goal

You:“I left my previous job with a real scandal. Having got a new job, I gladly and colorfully told about the scandalous dismissal. I thought that such a story would arouse sympathy towards me, but after this story everyone began to look at me in a bad way.”

Boss:“I hired a girl and at first I was happy with her. But the other day I heard her talk about the reason for her dismissal from her previous job, she poured out great amount dirt on this organization. And she did not hesitate to insult her former boss, touching on very personal details. It's disgusting"!

On new job you need to watch what you say: do not criticize the previous management and place of work. Trying to decorate yourself in this way can have the opposite effect.

I don't want to and I won't

You:“I am a straightforward person, and if I don’t like something at work, I’m not at all embarrassed to tell my boss about it. Especially if it asks me to spend extra time or do something I'm not getting paid for. Therefore, if I don’t want to work, then I say so directly.”

Boss:“I think that the dismissal of one of my subordinates is inevitable. Firstly, he refuses to do everything that I don’t pay him for. I understand that work is work, but you need to try to remain human and help! And secondly, he ignores even important assignments, for which he receives money, and does not hesitate to refuse in a rude manner, although I am the boss here!”

Refusing to work in a categorical manner: “I can’t”, “I won’t”, “I don’t want” is a bad idea. If you are not happy with something, you need to explain it delicately.

And, if you don’t like your job, it’s better to give it up altogether so as not to torment others and yourself.

It's time for business

You:“My work is monotonous, and I receive a salary for it, so I often allow myself a break for a cup of coffee and a personal conversation with a colleague. The boss doesn’t tell me anything, and I consider my behavior to be the norm.”

Boss:“Recently, I went out into the corridor and saw a line of indignant customers. It turned out that the employee was absent from her workplace and was chatting pleasantly with a colleague in the next office. I had to remind her that there was a technical break established by the regulations for rest. Next time I’ll deprive you of the bonus!”

An action that will lead to dismissal can be considered shirking from work. At work, you should try to do only relevant things.

Everything personal should be put aside until the break, even if no one reprimands you.

Based on reading the book

How To Say It for First-Time Managers: Winning Words and Strategies for Earning Your Team’s Confidence

Jack Griffin
Prentice Hall Press 2010

For a novice manager, not only talent and diligence are important, but also the ability to communicate with subordinates. A manager who does not know how to convey his message to employees is like a fish who does not know how to swim.

So what should a manager who has just taken on a new position do? The best way out is to read Jack Griffin's wonderful book, which describes the most important techniques for establishing communication with subordinates. The author expertly explains what and how a leader should say at work, what words and gestures should be used and which ones should be avoided.

Anyone who cannot communicate cannot lead.

Any leader must first of all be able to communicate with subordinates. Effective communication depends on being able to speak to them in the language of leadership, which includes a range of verbal and non-verbal communication techniques. In particular, the leader is obliged to monitor his facial expressions and gestures, since in communication they mean no less than words.

By sending negative nonverbal signals, the leader ceases to inspire and motivate subordinates. To convey a feeling of calm strength, control your behavior when communicating. Don't fuss or yawn. To show interest to the conversation, nod and lean towards the interlocutor. The greeting handshake should not be too strong, but not weak either. When talking, try not to touch your nose, ears or eyes, as these gestures signal your insecurity. Scratching your head shows confusion. Don't forget to smile.

Speaking the language of business

Mastering the language of leadership allows a new leader to gain trust and authority among subordinates. However, he must be able to speak the language of business, the main concepts of which are money and time. When talking with employees, use terms such as “money spent” and “money earned,” “time spent” and “time saved” more often. There are ten principles on which communication between a manager and his subordinates should be based:

Responsibility. No project should be started before a person has been found who will take responsibility for its implementation.

Cooperation. In order for the team to achieve its goals, employees must work as one team.

Making decisions. Leaders have to make difficult decisions every day - this is the essence of their work.

Business ethics. People who are unwilling to strictly adhere to ethical standards have no place in business. Practical value. Soberly evaluate ideas, proposals and projects.

Quality of work. Encourage your subordinates to do quality work.

Education. Teach people to learn from experience. Constantly emphasize that they need to “learn” something, “carefully understand” and “figure out” something.

Mission. Clear idea about common goal the company forces employees to take individual tasks more responsibly.

Performance. Encourage employees to develop professionally.

Impeccability. A company that does not strive to achieve excellence in its operations has no future.

Can you listen?

Effective communication requires the ability of interlocutors to listen to each other. A leader cannot afford to be a dictator. He needs a lively dialogue with his employees if he wants to gain their cooperation. When talking to a subordinate, demonstrate with gestures and facial expressions that you are listening to him attentively. Avoid crossing your arms over your chest or placing them on your hips. Repeat what your interlocutor says from time to time. For example, if an employee says: “I advised him to buy a more powerful computer,” then your reaction might be: “So you advised him to buy a more powerful computer? Not bad idea". Also follow a few other guidelines:

Lean forward slightly when speaking. This will show your interlocutor that you are interested in the conversation.

Don't shake your head. The interlocutor may think that you are expressing disagreement.

Maintain eye contact. Look carefully at your interlocutor.

Don't lower your chin. A lowered chin is a sign of a defensive reaction.

Watch your interlocutor's breathing. Rapid breathing is a sign of anxiety.

First day of a new manager

The behavior of the new manager means no less to employees than his words. Your success as a boss will largely depend on how thoroughly you prepare for your first day on the job. new position. First of all, thoroughly study the activities of your new company. When you come to work, do not rush to retire to your office. Walk around the office and meet your subordinates. Ask them what projects they are currently working on. Don't try to change the routine right away. Discuss in detail with employees only those issues in which you are well versed. If you are not sure that you have a good command of the topic, it is better to remain silent.

Think carefully about your approach to your first business meeting. When it's your turn to speak, pause for a few seconds to allow those present to pay attention to you. This pause will give them time to prepare to listen to you. Start speaking only after making eye contact with the people sitting in front of you.

When communicating one-on-one with someone from your subordinates, use words and expressions that facilitate mutual understanding. For example, if an employee is talking about an unpleasant situation, then instead of “It looks like you have a problem,” tell him: “I see that we have a problem.” By doing this, you will let your subordinate know that you are ready to come to his aid.

How to achieve clarity in communication

When communicating with employees in writing, communicate clearly, clearly and to the point. In conversations with them, focus on the values ​​you share - this will arouse their interest. When requiring subordinates to provide certain information, always clarify what type of data you need and in what time frame. When instructing staff, remember that all your instructions must answer the five questions: who, what, when, where and why. Don't try to control every step of your subordinates. Your instructions don't have to be wordy - present them in the form of step-by-step directions in chronological order. Try to regulate your work in writing, not forgetting to indicate the practical benefits of implementing each new rule that you introduce.

Employees will perform better when you communicate with them using language such as “support,” “let's talk together,” “let's rethink together,” and “have to take responsibility.” Some words and phrases are best left out of your vocabulary, such as “complete confusion,” “major mistake,” “shortcoming,” “disaster,” and “incompetence.” When assigning a task to your subordinates, structure the conversation as follows:

Describe in detail the goal you want to achieve.

Explain how achieving this goal will benefit the company.

Explain how this goal fits into the company's overall strategy.

List the tasks that will have to be completed to achieve the goal.

Break these tasks down into individual tasks.

Assign these tasks to specific employees.

Explain what needs to be done and in what time frame to complete each task.

Consider a system of indicators that will help you monitor the progress of each task. When planning your work schedule, be as specific as possible. For example, a task might read: “Interview ten clients by the third of June.”

Coaching and Mentoring

A good leader not only distributes tasks, but also takes on the role of coach and mentor. It is necessary to distinguish between these most important functions of a leader. Coaching is focused on developing a specific skill or skill. Managers often act as coaches, explaining their goals, objectives and responsibilities to subordinates. Mentoring is based on an individual agreement between a leader, acting as a teacher, and his subordinate, whom he takes under his wing for an indefinite period of time. The mentor guides him Professional Development, shares his experience and helps establish useful business connections. In addition, the mentor helps the mentee articulate problems and ideas that the mentee has. Meetings between the mentor and the mentee should occur regularly according to a predetermined schedule. As a coach or mentor, encourage employees to set important goals that require serious effort to achieve.

Coaches should use encouraging words and phrases in their vocabulary such as “let's start again,” “get over it,” and “take the initiative.” There are also phrases that he should avoid, such as “just do what you’re told” or “I’m your boss.”

The importance of a positive attitude

A leader must constantly radiate optimism, instill in his subordinates a cheerful attitude and faith in success. Try to look for everything positive sides. Get into the habit of saying “challenge” instead of “problem,” “opinion” instead of “criticize,” “investment” instead of “cost.” When discussing the results of their work with employees, show them that you appreciate their efforts and leave criticism for later. You should not hope that the employee will immediately understand everything you tell him. Therefore, in a conversation, you should regularly ask if everything is clear to him. Your communication style can have both a positive and negative impact on team morale. Always remember that a leader's job is to inspire his subordinates to do their jobs flawlessly. Show passion for what you do. Don’t hush up problems, but talk about them openly, not forgetting to offer options for solving them. Any manager should know how to deal with problem employees. There are four main types of problem employees, each of which requires a special approach:

• Badasses. It is better to correspond with such employees via e-mail, and not communicate in person, so as not to provoke a conflict.
• Employees with passive-aggressive behavior. The great thing about these employees is that they cannot be relied upon. Such people love to talk about important work: “Everything will be fine!”, but they don’t do it right. The manager must constantly monitor the quality of work of such employees. Don't try to understand their psychology, just make them work as they should.
• Chronic complainers. Ignore the dissatisfaction of such employees while they cope with their responsibilities. Don't take their complaints to heart. When dealing with such people, it is important to adhere to the principle: “Work comes first.”
• Rude people. You should not tolerate people who verbally abuse others. Eliminate curse words from your own speech. To cool down such employees, make timely comments to them.

Sometimes circumstances force you to say “no” in response to requests from subordinates. In this case, follow a few simple recommendations:

• Speak clearly so that the person does not needlessly expect a positive answer from you.
• Explain the reasons for your refusal.
• Offer something in return. Move from discussing what cannot be done to discussing what can be done.
• When saying “no,” be consistent. Try to satisfy the employee's request at least partially.

There are no perfect leaders - we all make mistakes from time to time. If you make a mistake, admit your guilt in the presence of your subordinates and superiors. However, do not get carried away with self-flagellation. Be objective when assessing the consequences of a mistake. Take steps to fix it. There is nothing worse than shifting the blame for your failure onto someone else.

Holding meetings

Each meeting should have an agenda, which should indicate its purpose and list the issues to be discussed. Decide in advance how much time you will allocate to each agenda item. There should not be more people present at the meeting than necessary. If you are going to hold a meeting for the purpose of briefing, the number of participants should not exceed 30. If the meeting is about current issues, 12 participants will be enough. If you are going to look for a solution to these problems, gather no more than 5 people. However, if the meeting is held to strengthen staff motivation or find a way out crisis situation, there should be as many participants as the room can accommodate. A business meeting must include an unambiguous call to action, for example: “Tasks X, Y and Z must be completed immediately.” Conducting a meeting in the format brainstorming, focus on the following plan:

State a theme or purpose.

Encourage participants to express any ideas, no matter how strange they may seem. Refrain from critical comments.

Ask one of the participants to write down their ideas on the board for everyone to see.

In subsequent meetings, discuss the selected ideas in detail.

A manager is not such an easy position. Let's say you created your own business and hired employees. Or you have been promoted to a management position. A lot depends on how you build relationships with your subordinates correctly. Therefore, it is necessary to be prepared for management and know how to behave with staff.

Types of Guide

There are two main systems for managing subordinates. The first of them is called democratic, the second - command or authoritarian.

A democratic system presupposes a shorter distance between the leader and subordinates. The leader primarily uses persuasion methods. An authoritarian system involves issuing clear instructions to employees, which they are obliged to follow.

In the first case, employees have initiatives, in the second they do not. What is best to use - everyone chooses for himself. But we still suggest looking for a middle ground. You cannot put too much pressure on the team and you cannot ignore subordination relationships. In the first case, they will immediately hate you, in the second, they will sit on your neck.

Take an interest in the lives of your subordinates and listen to them

A good leader always knows what important events occur in the lives of his subordinates: wedding, birthday, birth of a child. Unobtrusively ask how your employees are doing. You will see - they will be pleased.

If they come to you with a complaint, just listen to the end without interrupting the employee. Just tune in to understanding. Perhaps this will be enough to partially solve the problem.

Reward and Punishment

A system of rewards and punishments must certainly be present. Moreover, it should be applied equally to all employees. This is most difficult to implement when your subordinates include relatives, friends, or even a loved one.

This leads to several important conclusions. Firstly, it is not recommended to hire close people - it will be difficult to maintain objectivity. Secondly, never start office romances - you will be constantly dependent. And if the romance fails, the situation will be one of the most unpleasant.

The team always sees the injustice that is being done by the boss. Everyone should understand that if they do good work they will be rewarded, if they do bad work they will be punished. And if everything is unfair, you will not see authority.

In order to competently apply the system of punishments and rewards, you need to focus on certain objective performance criteria. Therefore, it is necessary to know very well what was done by this or that employee. Sometimes it is difficult to establish such criteria, but since you are a manager, you must come up with them and communicate them to each employee.

How to scold and how to praise?

As for verbally expressing dissatisfaction, this should only be done in person. If you scold an employee among his colleagues, he will be humiliated and the likelihood that he will work well from this tends to zero. Maybe only for a while, for fear of being humiliated again. Therefore, a face-to-face conversation will be most effective. When reporting, you need to explain in detail what mistake the employee made and what he can do to correct it.

On the contrary, it is more effective to encourage an employee publicly. The incentive does not have to be in monetary form if it is costly for your company. Praise can be verbal, or you can reward the employee with the right to take a day off.

Is it possible to shout at subordinates?

Almost all bosses have raised their voices at their subordinates at some point. The advantage of this method is that it can actually increase employee productivity. But if you use a scream constantly, then its effectiveness will be zero.

By shouting, you can achieve something only from that employee who understands that you are not scolding his personality, but his work. There are very few such people, so we advise you to be more reserved.

Application of the above tips will allow you to maintain a normal atmosphere in the team and gain the authority of the staff.

1. Always set only clearly defined tasks. Employees must have a good understanding of what is required of them. At the same time, you can sometimes push this or that employee to improve his professional skills, giving him a task “on the edge of the possible.” But such a task must be feasible.
2. Lead. Employees expect active actions from you, and if you do not take them, then there will be no productivity at all, and your authority as a leader will fall. Regularly evaluate the results of your employees’ work: they expect it.
3. Don't give ready-made solutions. If a subordinate asks you for advice, there is no need to post a ready-made solution. We need to push him to the right thoughts.
4. Don't loiter around. A boss who does nothing but walk around the office and drink coffee will lose authority very quickly.

Video

From the video you will learn about the types of relationships between a manager and subordinates.