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How to be a leader and lead a team. Instill a culture of performance. Psychological and social qualities of a leader

You can buy an employee's time, you can buy their physical presence for a certain amount of time, you can even buy the number of professional muscle movements per hour. But you cannot buy enthusiasm, initiative, devotion of the soul and heart. All this you must earn by becoming good.

Understanding, respect, recognition of personal merits makes people move forward in the right direction. To do this, you need to know some theses about the art of management:

Remember the names of your subordinates and not only.
Do not constantly remind your subordinates that you know everything better. Formulate your proposals in a modest everyday manner. This will suit your subordinate to a much greater extent, otherwise he will simply hate you.
Do not patronize your people too closely, trying to delve into every nuance of their work - this will put an end to their initiative. It is enough to know the general situation in order to be able to assess the difficulties of subordinates, help them and encourage them. Let your employees feel that they too are contributing to the big task, don't pester them with advice too often.
Learn to adequately respond to the complaints of your subordinates, learn to listen to them. The thing is, people are never completely satisfied. Listening to complaints is part of the price you pay for leadership.
Be a leader for whom everything is possible - the implementation of the idea, solution, proposal proposed by the subordinate. Encourage initiative.
If there are problems at work or in working conditions, do not run away from problems. On the contrary, tell subordinates that you remember the problem and are trying to solve it.
You must always be honest and keep your word.
Subordinates need to be consulted, consulted when making many decisions. So they will feel that they are part of your team and influence its work. Work together - it gives the feeling of working together as a team, because one mind is good, but ten is better.
Explain to your subordinates the true state of affairs. People want to know what is going on around them, and eventually they will surely find out something. Wouldn't it be better for them to know the facts, and not a distorted version? A good leader must keep his subordinates fully informed about what is happening in the company. Employees will definitely appreciate the openness of the boss, who tells them about everything.
If you are, this does not yet give you the right to put pressure on subordinates with your authority and twirl them at will (ask for a copy, bring tea, etc.), this does not give you the privilege of violating the general rules of the organization. You must be an example of compliance with all the rules - behavior, workplace organization, etc.
Always support subordinates if they take a step, otherwise it would not be reasonable to expect good results from him. Lead, direct your subordinates, but do not push. Give them help and inspiration. The manager should think of himself as a person who has a responsibility to help other people perform better.
Use phrases like: "This is vital." This is the most effective way to get your ideas accepted. Using such phrases, you will find that people listen to your words more attentively, bristle less often. Inspire your point of view, but do it gently.
If someone has done a good job, tell him so - and do it loudly so that everyone can hear. Praise without a second thought. You can be sure that the person will not benefit from your praise. In fact, he will strive to do even better next time. But if you want to make a remark, you should not criticize the subordinate in public, it must be done in person and in private. Otherwise, you will humiliate him, and colleagues will no longer respect him. It will become useless for you and for any other leader. He will hate you forever - and hate you for the cause.
Often subordinates misunderstand your tasks. Have them repeat the requirements in their own words, and then check again. Only then there is hope that everything will be done correctly.
“Ours is a nice, friendly guy. He never puts on airs. His door is always wide open. Any employee can visit him at any time to discuss problems, let off steam and even talk about his evil mother-in-law or a corn on his thumb. That's why he's a good boss and his department is breaking productivity records.
Don't threaten when you can't get things done. Threats will not benefit you or anyone else.
Even the President's pencil has an eraser on the back. We all make mistakes. That's why pencils have erasers. So don't be afraid to admit your mistakes. Oddly enough, people are imbued with respect for a person who quickly admits mistakes. This is the trait of a big boss.
If you appoint a person as the leader of a group of people, work through him, not around him. Do not undermine his authority by issuing direct orders to his subordinates, otherwise you will undermine discipline and morale very quickly.
Rest is not for him, no. He's too busy. What happens at work when he is not there? This is how our leader thinks (and thinks wrong). The department must run like clockwork, even when the boss is away. The leader must learn to delegate his authority to subordinates. In this case, he will have enough time to go on vacation. In the meantime, his men would get proper training and experience.
Know how to control yourself. A few carelessly spoken unpleasant words can forever destroy relationships between people that have developed over the years.
Promote one person and 20 others will be deeply disappointed. They will start asking, “What about me?” "Why wasn't I assigned to this position?" "How is he better than me?" Such is human nature. This happens more often than you think. This breeds resentment and resentment. Therefore, it is necessary to be sure that all applications are considered fairly and the most suitable candidate is selected.
With fixed bayonets, following your commander through a hail of bullets and shrapnel is no joke, and soldiers rarely shy away from their duty in battle. And it's not that they somehow pay especially well. No, that's army discipline. In the army, the commander makes sure that the shoes of his soldiers do not rub their feet, so that they regularly write letters home. If they are in trouble, he sees it as his job to help them. The commander will sit at the table only after he is convinced that his people are properly fed. The commander must be the first among his men in the line of fire. This is how respect and devotion are won. There is a very close and real understanding between officers and enlisted men. This is how it should be in civilian life.
Don't betray the company and the people you work with.

Source: Business Club of Professionals

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15 comments

guest 10/16/2010, 19:23

Good article.

Elena 05.08.2011, 00:06

important - efficient

03.11.2010, 20:47

Very clear and very relevant and necessary advice for a novice leader.

Victoria 19.02.2011, 23:01

Very interesting and instructive article! That's my boss!

Sergey 07/15/2011, 18:46

Bonality!!!
But THANK YOU!
Healthy!

olga 27.08.2011, 00:40

Thanks!!!

Alka 25.10.2011, 21:45

The leader herself, I want my subordinates to think of me in the same positive way.

Natalia 01/26/2012, 13:33

Too idealized. I wanted kindness and justice to be properly assessed by subordinates. But it often happens like this: no matter how well you treat people, they will still not like something. And all because you are the boss, and they are subordinates. In my opinion, in addition to all of the above, there should be a distance. There are no friends at work. People should be respected, encouraged, appreciated, but kept at a distance. And if they discuss personal problems with the manager ("about the callus on the thumb"), and not work issues, then the result will be appropriate.

Olga 02.02.2012, 22:30

I agree with Natalya (Too idealized ...). I noticed one thing: they respect and appreciate only when you treat your subordinates (and people in general) strictly, when you allow a lot, then people will not appreciate it, they usually just "sit on neck and legs hang down. "You need to know the limit of everything and not cross the line of what is permitted.

Iren So 14.11.2012, 12:06

How beautiful everything is and how bright, comrades, what are you talking about ??? Return to reality, this article is for those who have smart, kind subordinates, but this is a rarity in our time !!! For the first year of my leadership, I was exactly as written, but then I realized that this doesn’t work with our people, they need Stalin in a skirt. she herself is a very kind and sympathetic person, but at work she’s a bitch, you start on a good, humane basis, they just really sit on your neck, respect goes somewhere in the ass, they start to perceive you as their girlfriend, they relax. Such people are like masochists, you like it when obey implicitly, they only need to order and in no case ask. I don’t understand what it is, maybe education, maybe mentality

Andrey Buhonok 06/04/2013, 12:13

Roman Dovgan 17.10.2013, 20:42

Give a couple of practical tips to a six-month-old manager. As soon as I start to "press" - they immediately want to quit. I weaken a little - the results leave much to be desired. Either they relax, or something, the plan is not fulfilled in the end.
Where can there be mistakes? In what?

Andriy Kobilyansky 04.02.2014, 00:05

The article is written correctly, one thing, what can’t be added here - if the leather jacket is “alpha male / female”, the authority can be 100% victorious (within the framework of business ethics), if the team of yoga is not wise, then it is necessary to check it ( but to do it wisely) ... to know the most ineffective worker and name it, if it is necessary, reshape the organigram on the key positions, put "verifying" people and so on. I have 21 people in my administration (7th straight), all the older ones, like me, worked earlier at the enterprise, the first few years were just hard labor for me, but after the reforms, everything changed by 180 degrees :). So do not forget about mativation (financial and non-financial) - then you will work on them, but stink on you.

Angela Ustich 17.02.2015, 07:41

Statya sponkaє to real diy, dyakuyu!

Denis It's Not Important 02/21/2016, 05:11

He will also soon become the head of the department in which he worked for five years, so I’m thinking how to do everything so that there would be help from the team, and the format of communication with everyone is democratic and I often hear my requests being ignored) and all because of my kind soul (here I think to gather everyone before the boss will put and talk and not a stressful note, and I won’t ask to change the format of communication, I’ll say that it’s worth waiting for help from the team or not as usual, if not, then I won’t take one without your help and like leave this place I think this makes sense if you lay it down, I think they won’t say no, I don’t think people are really ugly!?

There comes a point in the career of many speakers when persuasion alone isn't enough—it's time to push people into action. For example, start implementing a new production line at work or vote for a speaker if he decides to run for deputies and delivers an election speech. In a word, lead. This will help oratory.

Speech must be action oriented.

Show your listeners the new opportunities that await them if they do what you offer them. Describe what needs to be done and how. It will not be superfluous to present your program of action.

This is what John F. Kennedy did in the midst of the space race. He said: "I believe that before the end of the decade, the nation can achieve the goal of landing a man on the moon and returning him safely to Earth."

This speech said what to do (send a man to the moon and back) and when (before the decade is up).

In 1969, the first American walked on the moon.

Voice of the speaker

What matters is not timbre and beauty, but intonation and confidence. You need to train your voice, develop its strength.

Listen to Vladimir Putin say:

His voice cannot be called powerful and deep, but intonation and pressure make his speeches the speeches of a true leader. He achieves this with the help of logical stresses on certain phrases, emphasizing them with his voice, confident tone without a shadow of a doubt. Do the same and you will become a trustworthy speaker.

Effective Nonverbal Signals

Non-verbal means of communication are posture, posture, gestures, eye contact and facial expressions. They should talk about your confidence that you are offering people the right goal. Body language should reinforce what you say. Therefore, it is especially important to avoid body language errors - pay special attention to this.

Silvio Berlusconi has long been the undisputed leader of Italy. No scandals with his participation could shake his popularity. This is largely the merit of his confident manner of speaking, with the help of which he led people behind him.

Clear, concise and concise idea

Size matters . In order to win people over to your side, you need not to spread your thoughts along the tree. No oratorical techniques will help if the main idea of the speech is difficult to formulate and needs to be isolated from the flow of words. Formulate the thought clearly and clearly, and spend the rest of the speech on evidence, statistics and arguments.

Abraham Lincoln's famous Gettysburg Address lasted only two minutes. His rival, the well-known orator of the time, Edward Everett, spoke for two hours.

But Lincoln's oratorical skill was so great that his speech is still cited as an example. He said: "The power of the people, by the will of the people and for the people, will not disappear from the face of the earth."

This is a clear, precise and concise idea. Submit yours the same way.

The speaker must know the needs of the audience

Ordinary speakers convey information. Outstanding - relate it to the needs and wants of the audience.

For example, the famous speech of Bill Gates to schoolchildren was divided into quotes.

And all because he used his life experience to tell schoolchildren about the aspects of life that they will face. For example, among his theses were such as: “Selling hamburgers is not a humiliation, but an opportunity”, “Your parents have become boring in your eyes, paying your bills and washing your clothes”, “If you think that the teacher is too demanding, wait until you become the boss", "The world does not care about your problems" ...

These are well-known truths, but Gates presented them to schoolchildren through the prism of their own worldview. This is what great speakers do.

Business management. Psychology of success Ponomarev Anton

8.5. You are a leader: how to lead people

Being a leader is not easy, but it is interesting. The main thing is to constantly develop leadership qualities in yourself.

The first and main thing is the ability to see the essence of any problem, analyze it and divide it into smaller ones that are easier to solve. The team will be grateful to you when it is your timely intervention that will help break the global problem into smithereens into several solvable small tasks.

Making tough, timely, and correct decisions is the hallmark of a true leader. Never rush to make a decision, carefully consider your actions and words. It is better to wait a little than to make a decision hastily, and then change it, and even several times. Do not forget the folk wisdom: "Hurry, you will make people laugh."

The main thing is to develop in yourself those qualities that you consider important in your professional field.

The great generals had a unique memory. Napoleon remembered a huge amount of information, while he was interested in details that seemed insignificant to others. Hence the ability to deeply analyze the situation and predict its consequences.

Without the ability to remember a lot of information, a good leader is indispensable. Human memory is trainable and, as experimental studies show, is the result of thinking. Anyone who complains of a bad memory, let him think about the viability of his mind. Suvorov said this: “I believe Locke that memory is the pantry of the mind; but there are a lot of partitions in this pantry, and therefore it is necessary to put it where it should be as soon as possible. Both Suvorov and Napoleon memorized information related to their professional activities extremely selectively - only what was needed, and connected it with what they had already learned. That is, knowledge is sorted, as it were. Napoleon described this process as follows: “Various cases and various objects are stacked in my head just as they could be stacked in a chest of drawers. When I want to stop doing something, I close its drawer and open another drawer; they do not mix, and one thing never hampers and tires me while doing another. Here we see a happy ability to switch!

And most importantly, a positive attitude. Without striving for success, it is impossible to achieve it. And to believe in your success, it means to already be successful at the moment. Leaders never fall into despair, always believe in a better future and lead their followers.

From the book Ears are waving a donkey [Modern social programming. 1st edition] author Matveychev Oleg Anatolievich

From the book Technologies of Leadership [About Gods, Heroes and Leaders] author Rysev Nikolay Yurievich

10.3.8 The ability to take risks, and take risks in such a way as to lead followers, creating trust in them Of course, any business is a risk. Most often, this pattern is true: the more we aim, the more we risk. And it is precisely at such moments when

From the book Lead people behind you author Novak David

10.3.9 Ability to manage distance, the ability to behave within a formal situation while simultaneously being able to break boundaries, attracting people to him, creating a closer and more direct contact Let's look at the levels of communication between a leader and subordinates:? Formal

From Apple book. The Phenomenon of Faith author Vasiliev Yuri Nikolaevich

11.5. A leader is a role and a creator of other people's roles. Roles determine how people perceive and behave. I would recommend this phrase to every leader to hang in his office. Or, at least, put a piece of paper with this inscription on your desktop (but, for fans

From the book Management Styles - Effective and Ineffective author Adizes Itzhak Calderon

15.2. Conflicting leader Although, there is one more question! And he, as always, is eternal. To hit or not to hit? Oh, poor Shakespeare! How many variations on your theme! How many people continue to use what you once embodied in Hamlet in a burst of your genius! To hit or not to hit? That's what

From the book Influence and Power. Win-win techniques author Parabellum Andrey Alekseevich

From the book Marketing for Government and Public Organizations the author Philip Kotler

Introduction Leading People

From the Kanban book and just-in-time at Toyota. Management starts at the workplace author Team of authors

Chapter 1 Insight Helps Lead People and Achieve Bold Goals You should start by asking yourself three questions. They will define your approach to leadership and allow you to lead people. These are the questions: 1. What do you think

From the book HR in the fight for competitive advantage by Brockbank Wayne

Leading the People Card Since you are about to do something, identify the people you will need to achieve a Bold Goal.1. Using the chart below, write your Bold Goal in the center of the circle.2. Determine the groups of people you will lead

From the book Virtuoso Teams. Teams that changed the world by Andy Boynton

A leader is a person who is able to lead others. Many passionately desire to become a leader, study hundreds of brochures and books of the same name, attend trainings under the general title "Become a leader in 48 hours."

1. All managers are leaders

Actually: some managers are able to lead people, others are not. Management is one of the possibilities of leadership, but not the equivalent.

Managers have well-developed communication skills, they are able to organize the work process. They hire people to work. But if they are not able to identify the best employees, constantly improve the work of the organization, develop their employees, then they will not become leaders.

Leadership a priori implies favorable changes, continuous improvement and development.

2. Some people are born to be leaders.

Actually: even one who has a predisposition to leadership must master the skills of leadership.

A child may have a predisposition for basketball, but if he does not train hard, he is unlikely to become a great basketball player.

In addition, the predisposition to leadership is not always as obvious as it might seem at first glance. So it's better to focus on what you can do now than to think and look for life's purposes.

3. The leader always has the right answers.

Actually: leaders know how to ask the right questions and know where to look for the right answers.

If people in your company are constantly coming to you with questions they could have answered on their own, remember that you are depriving them of the opportunity to "turn on their brains and think."

If you give a man a fish, he will eat for one day. And if you give a fishing rod - he will be full for the rest of his life.

Leaders don't know "the answers to absolutely everything," they just know where to look for them.

4. To be a leader, you need a high position

Actually: to lead people, you only need to know when is the best time to do it and how to do it. And, most importantly, you must be able to take responsibility for yourself and others.

When I stay at a hotel, most of the people I come across there - from the receptionist to waiters and cleaners - do not have a high position or power over people, but they are responsible for the comfortable stay of all hotel guests. Good staff is much more likely than top management (which, in fact, is a formal leader) is ready to take responsibility.

A leader always makes people's lives better. In successful organizations, any employee is able to bear responsibility, even if his position is low.

5. Leaders do it all on their own

Actually: A leader is able to motivate himself and his team to work.

If a leader has a great desire to work on a task, but he cannot “infect” his team with the same impulse, he is not a real leader. This is where a leader differs from a manager: a manager tends to be focused on a task, but a leader can make sure that not only he, but also the people in his team are focused.

6. Leadership is ambition

Actually: Leadership is the ability and desire to benefit people.

There is nothing wrong with ambition, but as a rule, they only play into the hands of the person himself. If what you do benefits only you, you can hardly be considered a leader.

If what you do benefits others - customers, colleagues, suppliers, society as a whole - you can truly be called a true leader.

7. Anyone Can Become a Leader

Actually: Only the one who wants to become a leader can become a leader.

You cannot force a person to lead if he does not want to. You can lead a horse to water, but you cannot make him drink. In addition to talent and abilities, you also need aspiration.

Ability to lead people is the key to the prosperity of your business. It is important to remember that no one has ever managed to achieve something significant alone.

David Novak developed the Lead People Program that has made his corporation a recognized leader in employee motivation and engagement. This is far from the standards and boring teachings.

The way you think can change the structure and anatomy of the brain in the direction you want, regardless of various factors. This was proved by Estanislao Bahrah, who developed a set of exercises, by performing which you will upgrade your mental abilities.

All exercises are available in our article. You no longer have to wait for inspiration or an opportunity - you will learn how to work productively and come up with new ideas in any situation.

If you are already a subscriber of the General Director magazine, read the article

The ability to lead people behind you is the key to prosperity

1. Being yourself, use your uniqueness. Only in this way can a leader demonstrate his directness and honesty. Being true to yourself is a daily task, equally difficult for everyone, regardless of position or title. To inspire others as a leader, you must understand your own character, and in addition, you must admit that you do not know yourself well enough. A wise leader must consider how, without betraying himself, to maintain attraction and influence, and not repel people.

2. Constantly seek new knowledge. This will teach you to listen, hear and respect the opinions of other people, and employees will want to share their thoughts with you. Actively seek out good ideas wherever possible. Feel free to admit that you owe some of the discoveries that made it possible for you to succeed to your competitors. There is nothing wrong with the fact that you adopt someone else's experience. But you can only see so broadly if you have the strength to admit that the best ideas are not always yours.

3. Share what you know. Every time you visit a major event or meet interesting people, share your experience with your team. People are always interested in what leading experts from different fields say. That way you can learn from them.

How to develop leadership qualities: 3 undeniable rules of life

4. Unleash the potential of people. Believe in the vision of your employees and their ability to achieve results. If you don't win their trust, they won't follow you. A true leader knows how to reveal the possibilities of a person. Every employee, with rare exceptions, wants to contribute to the result. To get the most out of all team members, involve them in solving your problems.

5. Never stop there. Ask yourself questions about what can be done better and what are the ways to improve the business. Constantly push yourself to move forward, looking for ways to improve. As a leader, you must always instill hope in your employees that things can get better. In addition, they must be sure that you know what needs to be done for this, and you have a clear plan of action.

Based on the materials of the book by D. Novak Lead the people behind you. Per. from English. Olga Andrianova. - M .: Mann, Ivanov and Ferber. - 304 p.: illustrations, tables.