divination 

How a leader should behave with subordinates. Communication between a manager and subordinates: business ethics I always tell subordinates what to do

I just explained to her what she did wrong, and she quit.

With this phrase, the story began, how to properly scold your subordinates.

The secretary of one of my businesswomen I know had a "bad" habit. She brought tea with tea bags in a cup.
She was reprimanded several times.
One day a VIP client came to the office.
Fuss - a multi-thousandth contract is at stake.

In parallel, the secretary is pulled on other issues.
The head asks to bring tea for the client and being in a steam room, the secretary serves tea with the ill-fated tea bags in cups.
What pisses off my friend business woman.
The negotiations were difficult and she, completely tired, breaks down on the secretary: “I told you a million times - we are not a collective farm and we serve tea without bags. Do you have no brains at all? Can't you remember such a simple rule? Why am I wasting my time on this?!"

The secretary tried to justify herself that no less important clients called and she served tea on the machine like at home.
The leader was upset that important negotiations were breaking down and she suffered.
As a result, the secretary leaves.
My friend was very surprised that there was such a reaction to her “correct remark”.

When analyzing the managerial mistakes of school students, I regularly encounter similar situations. I have formed a list of recommendations on this issue: 3 main ways to give feedback to an employee and 10 tips on how to properly scold subordinates.

1. Model "Hamburger" (correction of employee results)

The point is to submit information in the following order: positive, negative, positive.
Suitable when you need to improve the performance of an employee.

Example
The seller Irina corrected the mistakes made last week, but has not yet completed the sales plan.

Feedback
positive start
Irina, this week you have corrected the mistakes that we have analyzed. Now, in communicating with a client on the phone, you speak with involvement, address the client by name and close it to the next step.

What needs to be corrected
At the same time, you have a growth zone. Analyzing your conversations - our clients want to get more information about the implementation details.
And it affects the number of appointments you make. Let's discuss what you can do in this direction.

Positive ending
Great, we have agreed on an action plan, proceed to its implementation.

2. Model "BOFF" (correction of discipline, behavior)

BOFF stands for
Behavior - Outcome - Feelings - Future

This model is used when we need to correct behavior: an employee talks impolitely to a client, is systematically late, the service is lame, tea is served with tea bags.

Example
The new employee of the service department, Igor, does not communicate constructively with clients: he often does not greet, ignores periodically, stays late from lunch, and often goes out for a smoke break.

1. Behavior. We tell Igor about our observations of his work - with details, dates and the language of facts. Let's find out the reason for this behavior.
2. Outcome. We discuss with Igor how his behavior affects the company's image and business results (the number of served and satisfied customers).
3. Feelings. We report how you feel when an employee works in this way (you are upset, upset, unhappy). We discuss what other employees experience when an additional load falls on them.
4. Future (Future). We discuss with Igor what he can do to prevent such behavior in the future. We ask open-ended questions and listen (it is important that the employee takes responsibility). We fix the effect - a plan of specific actions and the date of the next meeting, when we summarize.

3. Model "SOR" (correction of standards of work processes)

SOR stands for
Standard - Observation - Result / Standard - Observation - Result

For example, a company has a rule to add new customers to CRM. A certain standard is important to you, but one employee breaks these rules from time to time.

Standard (we explain why standards are important): It is no coincidence that our company introduced standards for adding new customers to CRM. We have 100 employees in the Account Managers department. And if at least one does not comply with the standards, then at the end of the day it is impossible to make a report and unload orders for tomorrow. This means that some customers will not receive orders on time.
Observation (specific facts): This is the second time I have noticed that you are missing one important step. Namely step number 3.
Result (what happened due to non-compliance with standards): As a result, yesterday two customers did not receive orders and canceled the delivery. The money had to be returned. Further, it is important that the employee confirms the willingness to comply with work standards.
We also consolidate the effect - with a plan of specific actions and the date of the next meeting, when we summarize.

During negative feedback, it is important to identify what was done wrong and what are the ways to solve what could have been done better.

1. Timely
Everyone knows that a spoon is expensive for dinner. So it is with feedback - timeliness is important. You need to scold immediately, and not after a few days. Perfect same day.

2. Without emotions
The employee screwed up and you feel irritation, anger. Tell the employee that you are annoyed / upset / etc. The point is not to hide emotions, but to manage them: “I'm upset that the client did not receive the order today. For the company, this threatens to lose profits. How did it happen? Speaking calmly does not mean that the employee will not feel the situation or draw conclusions. It is to respect others and yourself.

3. Purpose of the conversation
It is important for the leader to be aware of and remember the purpose of the conversation. For example, to teach an employee to highlight the main thing in work; support when performing a new task, identify errors.
Example: A manager regularly misses deadlines on a task. In this case, the purpose of the feedback is to indicate how it is disadvantageous for the company to be late with the deadlines and jointly develop a solution to such situations.

4. Specifically
We are talking about a specific situation, not an abstract one. Compare: “Yesterday, as agreed, you did not send me a report. What happened?" or “You decided to sabotage my orders? Where is the report?

5. Structurally
Feedback should be fruitful for both parties. For example, after such criticism, many hands will drop: “Olga, it's time to learn how to speak in a confident voice with a client. You are not asking for alms, but offering a quality product.” And it’s another matter if you say this: “Olga, I noticed that you are worried during a conversation with a client. Tell me why?"

6. Private
Respect the wishes of others not to expose bugs. Negative feedback is confidential. For example: “Nikolay, please come into my office. I have a conversation with you." But it is necessary to praise publicly.

7. Listen to the opinion of the employee
And give them the opportunity to express their opinions. Be prepared that you may not like what the employee says. However, there are more advantages: increased loyalty, development of independence, interesting ideas, a fresh look at the situation. “I understand why you didn’t send me the report on time. What do you think should be done in the future if the situation repeats itself?

8. Focus on action
If you are discussing an unpleasant event, then it is more effective to devote 80% of the time to thinking about steps to avoid such a situation and / or minimize negative consequences. And invest 20% of the time in finding out the reason why this happened.

9. Don't get cornered
The more you blame an employee, the more defensive they will be.

10. Don't get carried away
If you spend most of your working time in "conversations" with employees, then it's time to reconsider company standards and your work as a leader.

What's in the webinar:

– identified 5 main steps in the process of delegation of authority;
- sorted out what is important, follows, is possible, and in no case can be delegated;
– learned how to choose the right executor for delegation;
– considered how to correctly transfer and control tasks without loss of quality and time.

Almost all young employees dream of becoming a boss. Although anyone can take such a post, only a few can become a real leader. The newly minted boss faces not only organizational issues, but also issues related to subordinates. Therefore, it is necessary to be ready for leadership, and to know how to behave with subordinates. The article will talk about the features of the behavior of the boss.

Types of leadership

How to behave with subordinates? There are two main systems of leadership. The first is democratic, and the second is command or authoritarian.

In the first case, a shorter distance in communication is established between the boss and subordinates. In this case, he uses persuasion methods. In such a team, employees perceive themselves as full-fledged partners in a common cause. Responsibility is perceived as a special trust and equality on the part of the first persons of the enterprise.

The authoritarian method is mainly present in large enterprises. Employees act as small details in a large and single mechanism. They perform tasks and achieve the goals set for them by the leader.

In the first case, employees have initiative, and in the second it is completely absent. What is needed for a leader - he chooses himself. It is best to look for the golden mean. After all, putting pressure on the team is not recommended, as well as ignoring subordination.

Adaptation of a young leader

How to behave with subordinates? When the management of the company changes, the boss will need the ability to plan, communicate and achieve positive results. The new leadership is stressful for the team. Therefore, he should not immediately make changes in his work. The main thing in the work of any leader is to feel their employees, to be confident and responsible.

Personal example

How should a leader behave with subordinates? The company is a mirror image of its boss. Few employees feel positively about the prospect of staying in the office after the manager leaves. It is necessary to plan the working day of subordinates correctly, and in the same way create your own schedule.

Deadlines and force majeure can be present in the work of any company, but not always. When this becomes the norm, it is the wrong approach to the organization of work. When at the enterprise all employees adhere to a clear working time, the correct attitude to its planning is formed as a result.

clear goals

How should a boss deal with subordinates? When the manager defines tasks, it is necessary to provide them with the necessary information. It is difficult for an employee to work all day without knowing what he is working on.

An effective boss sets clear goals and indicates the contribution that each subordinate should make to the common cause. They are quickly implemented and contribute to the motivation of the staff.

Inspiration

How to behave with subordinates? Management style can be characterized by two opposites:

  • meticulousness and constant monitoring of employees, even in small things;
  • connivance with subordinates, expecting that all tasks will be completed correctly and on time, without the participation of the boss himself.

A good manager sets realistic goals and deadlines for their implementation, and coordinates them in the process of work. He knows how to motivate employees and give them the tasks that they will certainly complete. If the requirements are exorbitant, the team will not be able to fulfill the intended goals, and if the requirements are too light, they can unnecessarily relax.

promotion

How to behave with subordinates? A system that includes a complex of rewards and punishments must be present. And it must be applied equally to all employees. It is especially difficult to do this when close relatives, friends, and sometimes loved ones work in the team.

Here you can follow the following tips:

  • do not hire close relatives, because in this case it is quite difficult to maintain objectivity;
  • no need to start office romances, which will avoid addiction.

Employees always notice the injustice that the boss allows himself. Everyone should understand that with excellent work they will be rewarded, and with poor work they will be punished. If this does not happen, then the authority of the boss will be completely undermined.

Many employees are motivated by recognition. It's a pity that some bosses are too stingy with rewards. Surveys conducted revealed that only 5% of employees received praise from their management. This attitude greatly affects the moral climate of the team and the results of work. After all, employees do everything to complete the assigned tasks flawlessly.

In addition to expressing gratitude verbally, the manager can encourage the employee financially. In this case, the boss, who can appreciate the merits of his subordinates, will be respected in the team.

Conflict resolution

How should a boss deal with subordinates? It must be understood that any person does not feel comfortable without positive self-esteem. Therefore, any leader must see in his employees, first of all, a personality and show goodwill, respect and tolerance.

If an employee made a mistake or committed an offense, but understands his guilt and adequately treats the punishment, then when the manager hurts his pride, he will not forgive him. Therefore, when resolving conflict situations, it is necessary to criticize the actions of the offender, and not himself.

The boss deserves respect, who praises in front of everyone, but scolds in private, does not complain about his subordinates, and sometimes takes their blame on himself.

Despite personal dislikes and sympathies, the manager must treat his employees equally, without personal preferences. In front of strangers, he should call them by their first and middle names, regardless of age.

Psychology - how to behave with subordinates - based on such advice, will allow the boss to maintain a working atmosphere in the team and win the respect of his employees:

  1. The leader should set only clear goals. Subordinates must understand what is required of them. You can push this or that employee to improve his professional qualities by giving him a task of particular complexity. However, it must be fulfilled.
  2. How should a subordinate behave? Employees expect action from the leader. If they do not exist, then labor productivity will decrease, and its authority will also fall. You should constantly evaluate the result of the work of subordinates, because they are waiting for it.
  3. There is no need for the boss to give employees ready-made solutions. It is best to push them to the right execution.
  4. The leader should not walk around the office idle or constantly drink coffee, in which case he will quickly lose his authority.
  5. You should not brush aside conflicts in the team so that an unresolved problem does not corrode it from the inside.
  6. The manager should not create unhealthy rivalry by constantly praising the same employee.
  7. The boss should be interested in important events in the life of his subordinates (wedding, birth of a child).
  8. The norms of behavior in a team depend on the leader, in this case, the leader. It is he who creates a favorable climate at work.
  9. The boss must be able to properly distribute the responsibilities of his subordinates. It is important that each employee is responsible for his specific area of ​​work. The leader should not go in cycles in everything on himself, it is necessary to trust his employees.

To become a boss, it is necessary to develop not only professionally, but also in terms of human relations. After all, there is nothing impossible in this. To create a cohesive team aimed at the effective performance of work - this is what a leader should strive for.

No employer is immune from situations where the efficiency of an employee falls. And it also happens that this inefficient employee is a specialist hired for a high salary, valuable for the team and the company as a whole. And it is important not to miss the moment when the situation can still be corrected.

We decided to ask the heads of IT projects and digital agencies about how they hint to employees about inefficient work. The request was posted on the PressFeed service and received about 30 comments.

As it turned out, we initially posed the question incorrectly: managers do not deal with “hints” - they prefer direct and honest conversations.

The speakers also told us about their internal work verification systems - but we will share this next time.

A direct conversation will help solve the problem

Many speakers noted that there is nothing better than a simple direct conversation with an employee - you can not only report a problem, but immediately discuss it and find a solution.

Most say that if such a conversation does not help, then it's time to talk about dismissal.

Do not forget that you need to carefully prepare for such conversations:


Valentina Kunina Head of Client Relations Department BDBD (Kokoc Group)
First, you should identify areas of the workflow in which the employee's efficiency drops. As a rule, the general diagnosis “an employee is ineffective” is made up of particulars. After the zones are identified, the manager needs to find and comprehend the reasons for the decline in performance. Only after these preparatory measures have been carried out should a dialogue be held with the employee. From my own experience, I can say that the most important thing here is honesty and openness between the leader and the subordinate. Only an analysis of each situation will help to correct the situation. At the same time, it is desirable for the manager to give examples of how, in his opinion, it would be worthwhile for the employee to act.

Faith in KPIs

Some managers do not need to hint to employees about poor performance - everything can be seen from the KPI-check.

It is important that the KPI system is transparent for both the employee and the manager.

And the Make Digital Agency, in order for employees to cope with KPI, even attaches mentors to them.

The most important thing when building a KPI system is to set realistically achievable goals.

Of course, KPI is not suitable for all specialties.

Build such a system that there are no fakapov

Many small teams try to create an atmosphere in which everyone strives not to let the team down.

Renat Garipov and Mikhail Korneev Founders of #tceh
Our team adheres to the “it’s not the person’s fault, but the system’s” approach. If we are not talking about obvious fakapah, of course. Therefore, the first thing we look at is how clearly the processes are built. Sometimes it is enough to change something in the process of setting goals to rectify the situation. The exchange of useful links (services, educational articles, related courses) in the mail has become a very useful tool. Our tradition sometimes helps out - when we see that something sags in the effectiveness of personal and team work. Such a letter looks like a recommendation, not a complaint or instruction, and often it is enough for both KPIs to be normal and the person to develop correctly.

"Nishtyakov" method

"Nishtyaki" (bonuses, bonuses, paid trips or courses) is a good way to motivate employees. And also an option for self-assessment of your work: if you didn’t receive a bonus, it means that you gave up some slack somewhere.


Inna Alekseeva CEO PR Partner
Previously, we did not have uniform production standards, so active PR people managed to do a large amount of work, while the weak ones puffed and slowed down. Four years ago, we introduced payback levels for every position. If an employee exceeds it in his position, he receives a bonus, if not, then this is a signal that he does not work as efficiently as his colleagues. I try to praise those who are ahead of the rest, to stake on such people. If I don’t praise someone, it means that I haven’t matured, we must try. Usually employees really appreciate good words addressed to them, they even send letters to each other (if I suddenly praised them while on a business trip).

Danila Shtan from E96.ru believes that it is also difficult with bonuses: not receiving a bonus is demotivating, since a person considers it part of his earnings. Here is the solution he came up with:


Danila Shtan CTO in the online hypermarket E96.ru
We have a little motivational game. We consider the volume of successful implementations (those that went through the tester the first time) of a particular developer, the rating is available for everyone and is maintained in a regular Google doc. And at the end of the month, the leader of the rating can get various goodies. But! These things are not aimed at his personal enrichment, but remain the property of the company. And at the same time, they allow the employee to feel more comfortable: a non-standard desktop, an ergonomic chair, an even more comfortable monitor, a thermopod, and so on. And every month the whole team understands who is great with us, and who is m *** k.

And some leaders, in principle, oppose the “nishtyakov” method:

Ramin Aliyev bSimple CEO
Encouraging employees only relaxes the staff. For example, for achieving a monthly KPI, an employee receives a bonus, and the best one also receives praise with a certain bonus. After a couple of months, employees begin to feel their importance, indispensability, which leads to a decrease in their effectiveness, and as a result, to a relaxation of the atmosphere within the team. In other words, your best employees are starting to break the set pace. To avoid such a situation, it is necessary to create an atmosphere of constant involvement within the team.

Hire smart

How to avoid a difficult situation in a relationship with an employee? Hire smart!

It is unlikely that one interview can reveal the full potential of an employee. Output? Long probation period:

In general, many speakers noted that the shortcomings of an employee are most often the shortcomings of the management.

It is important to initially establish the rules of the game:

Retirement or second chance?

Here the opinions of the speakers differ. Someone thinks that you need to get rid of inefficient employees immediately:

And someone values ​​their employees enough to give them a second chance.

As you can see, all managers use different methods. If you are the hero who read this review to the end, then please share: which approach did you like the most?

Leadership is not an easy job. Let's say you set up your business and recruited employees. Or you've been promoted to a management position. Much depends on how you properly build relationships with subordinates. Therefore, it is necessary to be ready for management and know how to behave with staff.

Types of leadership

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

The democratic system assumes a shorter distance between the leader and subordinates. The leader mainly uses persuasion techniques. The authoritarian system involves the distribution of 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 better to use - everyone chooses for himself. But we still propose to look for the golden mean. You can not put too much pressure on the team and you can not ignore the relationship of subordination. 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 subordinates and listen to them

A good leader always knows what important events are happening in the life of his subordinates: a wedding, a birthday, the birth of a child. Take an unobtrusive interest in how your employees are doing. You will see - they will be pleased.

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

Encouragement and punishment

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

Several important conclusions follow from this. 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 there is no romance, then 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 in case of good work they will be rewarded, in case of bad work - punishment. And if everything is unfair, you will not see authority.

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

How to scold, and how to praise?

As for the oral expression of dissatisfaction, this should be done only 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, in 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.

To encourage an employee, on the contrary, is more effective publicly. The incentive doesn't have to be monetary if it's costly for your firm. Praise can be verbal, or you can reward the employee with the right to take the day off.

Is it possible to yell at subordinates

Almost all bosses have ever raised their voice to their subordinates. The advantage of this method is that you can really increase the productivity of the worker. But if you use the shout constantly, then the effectiveness of it 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 restrained.

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

  1. Always set clearly defined goals. 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 professional skills, giving him a task “on the verge of possible”. But such a task must be achievable.
  2. Lead. Employees expect active actions from you, and if they don’t, then there will be no labor productivity, your authority as a leader will fall. Regularly evaluate the results of the work of employees: they are waiting for this.
  3. Don't give ready-made solutions. If a subordinate asks you for advice, do not lay out a ready-made solution. You need to push him to the right thoughts.
  4. Don't idle around. A boss who does nothing but walk around the office and drink coffee will lose credibility very quickly.

Video

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

A new position, a separate office, your own staff of subordinates and a “nimbus” of a leader above a proudly raised head ... You acquired all these privileged powers quite recently, having received a place in the administrative department and automatically replenishing the number of the “chosen tower” of your company. But before you had time to move away from the weightless state of euphoria and headache from yesterday's celebration in honor of the promotion, as a fly in the ointment literally fell into a barrel of honey in the form of problems with subordinates who launched whole battles in the department, openly or secretly refusing to accept the identity of the new boss .

The "rebels" ignore orders, dispute information, hinting at its unreliability, criticize management methods, demonstrating their unwillingness to obey with their whole appearance. At first, not all newly minted leaders decide on punitive operations in the form of fines, dismissals and breaking the windows of cars of their subordinates on a dark night (this is, of course, an exaggeration, but what the hell is not joking), and the invisible war drags on indefinitely. An unwanted boss rushes for advice to more experienced colleagues or explores the bowels of the Internet in order to find a way and become a worthy leader. Consider what psychologists advise in such cases.

The thin line between twig and gingerbread

The very first and, perhaps, the main rule - whatever the management method, it should not harm either the employee or the workflow. No matter how much you read the literature on the topic, watched training videos, heard plenty of conflicting advice from colleagues during lunch, your management style should not blindly copy the instructions printed in books and voiced by experienced leaders. The psychology of managing people in your interpretation should carry individual imprints of nature, natural character traits, honed by the ability to control your emotions, and your own experience of the path traveled from the bottom to the top of the hierarchical ladder. Your attitude towards subordinates should be exactly what you expected from your boss, sitting in the chair of an ordinary clerk. Try to find a middle ground between a vicious, picky bore who refuses to choke out even the sound of praise, and a soft-spoken follower boss who hesitates to show his displeasure.

"Veto" of the head, or what should not be done

Before you find the desired answer and an effective method of how to subdue your subordinates, you should familiarize yourself with the list of prohibited actions, the violation of which will characterize you as an extremely unpleasant and ill-mannered tyrant boss:

  • Transition to personality. Analysis of the personal, unrelated qualities of an employee is a sure way to turn the team against yourself.
  • Raised tone, turning into a scream. Wild op will not frighten employees and force them to obey, moreover, by such behavior you will demonstrate your weakness and inability to restrain emotions, and therefore manage.
  • Regular self-praise and demonstration of self-importance. A boss who praises only himself and does not miss the opportunity to brag about his successes, to show how significant his figure is for the company, will never be able to arouse respect and support from the team entrusted to him, and even more so admiration.
  • Violation of the working day by the right of entering the number of "masters". If a leader allows himself to do things that are forbidden by him (in the form of endless telephone conversations with his passion, using headphones, surfing the Internet, Skype not on work issues, having a snack in the department), subordinate employees will soon begin to take an example from him, quickly turning official bans into formal ones.
  • Sluggish performance, disinterest in the result, lack of bright ideas and initiative. Like the boss, like the employees. A leader who does not advocate for his own enterprise will in any case infect the people who follow him with his indifference.

Categories of management, tricks and tricks

Despite the versatility, the practical psychology of managing people is divided into two categories:

  1. The path to success, sitting astride the neck of subordinates, or Techniques of an insensitive leader.
  2. The path to success as a winner is in the hands of subordinates, or the Power of inspiration.

The leader chooses the appropriate tactics - depending on personal qualities, his own experience and attitude towards people in general.

Manipulation

Manipulation as a hidden control implies a deft, cunning, aimed at achieving one's own goals impact on a person. In rare cases, the ultimate goals are good, but manipulation, by its nature, is nothing more than an act of influencing people, imperceptibly forcing them to make unfavorable decisions. Its main difference from voluntary submission is that a person is simply not left with a choice to choose a path other than the one imposed.

In our case, the concept under consideration, depending on the nature of the leader, can be used to achieve their own selfish goals or for the benefit of the company. Management of subordinates on the principle of manipulation includes skillfully caused resentment, anger, fear, guilt.

Resentment, anger

An unflattering phrase thrown casually or directly by the manager regarding the business qualities of an employee against the background of detailed praise of another subordinate in 9 cases out of 10 reaches the goal, and all thanks to the inherent sense of rivalry in people. The pep talk goes something like this: “Petrov did a great job, but you can’t do that, can you?” or “You are no match for Petrov!”, Or “You are not capable of anything, but Petrov!” The cocktail of explosive feelings that has overwhelmed the employee - anger, resentment, the desire to demonstrate his abilities and prove that he, too, can and can do a lot - pushes the manipulated person to perform a variety of tasks. Without thinking about the nature of their actions, the subordinate, without knowing it, contributes to the embodiment of the ideas of the boss.

Fear

It is impossible to accurately determine the nature of fear of superiors: it can be caused by the authority of a despot leader, the weak will of a subordinate, or intimidation in the form: “For disobedience and failure to complete the assigned tasks - dismissal!” A couple of intimidations, ending with the calculation of obstinate workers to confirm the words, will have the desired effect: employees who value their place will follow the lead of the boss. Only in this case, the relationship between the manager and the subordinate will be based not on respect, dedication for the sake of the enterprise, but on the banal fear of losing a job.

Guilt

Covert management based on guilt includes methods in which the boss announces the deprivation of all employees of the department of bonuses or vacations due to the poor performance of one of them; or one employee is left without a bonus (vacation) due to insufficient zeal of the others. Guilt-based pressure-taking aims to induce motivation to work better so as not to let others down.

The psychology of managing people, based on skillful provocation, is able to give the intended results, but is applicable in cases where hidden influence is necessary for good purposes, and not for one's own self-interest, using other people's forces and resources.

Positive influence

To become a good leader, you need to realize that your behavior, actions and relationships with subordinates directly affect the microclimate of the department, the attitude of employees to work and the effectiveness of tasks performed. The leader must be able to take responsibility, inspire his team, infect them with his enthusiasm, set an example and be an ideal for them. A great leader is not the one who causes animal fear in subordinates, suppresses and provokes conflicts. The true leader is the one who, knowing the psychology of each employee, his aspirations, values ​​and desires, directs the flow of energy in the right direction. For him, there are no classes “boss and subordinate”, he gives himself to work so much that he cannot but arouse admiration, he is loved, appreciated, respected by everyone and readily follows him.

Praise, flattery, encouragement

It is no secret that any person needs regular praise, encouragement and approval of their actions. The leader is the one who can give the desired to his subordinates. Deserved praise, a system of rewarding the best employees, recognition of their achievements is an effective tool for gaining trust, respect for the team and inspiring it to even more brilliant results.

An effective method of management is also advance praise, when the boss expresses gratitude to the subordinate in advance, for example: “I decided to entrust this task to you, since only you will be able to cope with it.” Encouraged and grateful employee (or how: “The boss considers me the best, and I just can’t let him down!”) Performs the assignment with redoubled zeal and diligence. In this case, the boss, who clearly knows how to subjugate his subordinates, with one shot puts two birds with one stone: he achieves excellent performance of the task and increases the number of people devoted to him.

Art of inspiration

It is important to be able to direct many people with different goals, different degrees of performance and skills on a single path. To do this, it is necessary to find an individual approach to each team member, find out his aspirations and motives, and, based on this, develop motivation. After all, when the motives are clear, it is easier to move forward, turning a scattered crowd into a strong, friendly team aimed at the final result. The leader must not only be able to inspire, but also maintain a fighting mood, go against the wind, inflating faith in indispensable success when hands involuntarily give up ... In addition, one of the excellent qualities of the boss in his arsenal is the ability to effectively and quickly resolve quarrels between employees without prejudice for both sides. And the conflict "manager-subordinate" in a professional leader happens only once - at the very beginning of a managerial career, and then not always.

Competence

Subordinates often pay attention to how competent their boss is in the area entrusted to him, whether he has the necessary knowledge and skills. You must be ready for careful assessment, close interest and detailed analysis of your abilities by your charges. Therefore, you just need to know almost everything about your activities, constantly improve and replenish your knowledge base. In the eyes of the team, the leader is the embodiment of perfection, genius and a bright, non-standard mind, otherwise how did he manage to achieve this position? You do not want to disappoint your employees, and even more so feel like an unworthy leader, regularly turning to them for help in matters unfamiliar to you? Study, analyze and constantly learn to become an ace in your field, without dumping your own responsibilities on employees, otherwise what is the meaning of the concepts of "leader" and "subordinate"?

Contact by name

Take the advice of the famous psychologist D. Carnegie, who claimed that the name is the sweetest sound for us. Addressing by name increases the importance of a person in one's own eyes and inspires confidence in the interlocutor. Call your subordinates not by their last names, nicknames, but strictly by their first names, and in no case confuse or distort it. This simple technique guarantees you the location and respect of others.

Listening is also an art

Learn to listen carefully to the interlocutor, keeping an expression of polite interest on your face, without a hint of impatience or, even worse, indifference. In the event that you do not agree with his words, do not rush to interrupt the conversation with your arguments. Listen to the employee to the end, note the value of his opinion, and only then express your vision of this issue. The ability to listen and reckon with the opinion of subordinates will only raise your authority and win the respect of the team.

By applying the methods and tips described above in your own, you will understand how to subjugate your subordinates, and perhaps become one of the best leaders of our time.