Is it easy to be a boss? Is it easy to be a female leader
How difficult is the job of a leader? A lot of young professionals who have just fluttered out of educational institutions and are going through their first months of work can say that there is nothing difficult in this work.
Leading is not working. But, they are very wrong. We want in this article to defend the entire leadership team. In particular, IT directors. There was no such position before. It has taken a significant place in the labor market not so long ago.
Once upon a time there were only chief specialists, leading specialists. Progress does not stand still, many companies are growing and the need to expand the staff is also growing. Of course, there was a need to create IT departments.
At the root of this need were attempts to appoint to this position those who already have experience in managing other departments and have the image of a talented leader. But, everything was not as rosy as we would like.
So it happened that these honored bosses handed over lists and documents where they had to invent incredible reasons for the failure of equipment. Etc. There were even orders for equipment, where there were stupid incompatibilities of spare parts and equipment. After such things, the authorities finally began to understand that the same notorious leader did not understand anything himself.
At this stage, another wrong action was taken. 1C specialists were appointed to this position of IT director. They thought that if this specialist has been working in this program for many years, then there will be no such mistakes.
There is some truth. He will continue to work efficiently with the 1C program, but he may be quite incompetent in other matters. For example, in the issue of information security.
And what to do? This question arises in every sane person. The matter is that heads of IT in Russia for the present did not let out any higher education institution. And everyone who holds this position today is, in fact, "self-taught" who has gone from a system administrator to a manager.
Of course, on the one hand, this is good, but these people still lack managerial skills. They are narrow specialists in their field.
And our directors of companies today will not pay decent money to the head of IT, because they believe that only managing is not enough. It is believed that he is obliged to write programs, deal with the administrative base, be able to set up equipment and much more.
The duties of an IT manager even include writing various positions and job descriptions, which means that he must also be a great writer. For most other departments, such documents can be found on the Internet. But for the IT department, this is simply impossible.
Moreover, it is necessary to be able to purchase new equipment for the enterprise, and not just to purchase, but to invest in the established budget. And he is usually just miserable. And there’s also the issue of personnel... Very often you have to prove to the chief directors that employees really get the salary they deserve, and also have time to know about the latest Internet news and the latest viruses .. All this is on the shoulders of one person.
In a word, you can simply feel sorry for such people, so the youth who think that it is so easy are deeply mistaken.
If the reader is happily endowed by nature with charisma and other nice qualities of a born leader, he may not read further, all subsequent revelations are not for him.
So, at one fine moment (which you will later curse more than once), you have workers (or subordinates, which is the same cholera, but of a different spill). After a very short period of time, you will have to say goodbye to the first illusion - "we are all smart people and we can perfectly agree." How many times has an experienced reader chuckled at this hackneyed maxim? If there is only one, it means that you haven’t eaten your liver yet! Two or three is not bad, there is understanding. Six times? Almost every word? Brilliant! My condolences, we are already on the same level.
Each individual worker is a very nice person (especially in off-duty communication), but brought together and harnessed to one harness ...
Where are you, the spirit of the unforgettable Carnegie, and you, all the ghosts of modern management? How great it is stated in thousands of books, books, lectures and seminars: the right motivation of staff, the development of an effective leadership style. Yeah ... Dry theory, my friend, but smelly applications ... (we agreed - we are talking on behalf of a specialist on whom this grace descended). In practice, especially in small groups (3-15 people), the situation differs sharply from any textbook (small groups are very heterogeneous). Even the popular “for dummies” series does not help, because you need not so much to know about certain features, but to feel them and act automatically (here it is, the very “psycho-conditioning”, which is not just a thing in itself ...).
So, we survived the first crisis, we realized that we can’t get a close group of like-minded people, which means that distancing is becoming the norm.
That is, although we may have grazed cows (pressed buttons) together, but now, dear, “I am the boss, and you are a fool ... maybe times will change, we'll see.” In addition, distancing (in other words, cutting off any personal contacts, strict dosing of information, deliberate introduction of the uncertainty factor, etc.) also minimizes the influence of the well-known phenomenon when "everyone thinks he is a hero, seeing the battle from the side." If this everyone, especially the most cheeky and talkative, is primarily concerned about his scope of work and does not have the opportunity to insert his clumsy 6 kopecks with or without reason (distancing), worries become less. Especially about stupid remarks, advice and wishes.
The team was slightly curbed, agitated and strained. We moved. And-one, and-two .. Where are we now? And nowhere. Everyone seems to be working, and the exhaust is minimal. Why? There is no control and accountability (“Oh my God, I myself sat in this place, and how this accountability got to me ....” Fresh memory?). And now there is only one cure: divide, consider and conquer! That is, the load must be divided, accounted for and collected with strict periodicity.
Two pitfalls await you along the way - your own download, which makes it difficult to view reports, and clever people who get off with general phrases. Workload reporting should be specific and strictly periodic, as is the normal course of natural needs. In other words: avoid constipation and diarrhea (quote of the day: "A leader without regard is not a leader, but a fellow traveler on the road to a cliff").
What do we have? Is there movement? There is! But the tension of the straps is not very uniform. Alas! “You can’t harness a horse and a quivering doe into one cart” - this is written about any group, but it still has the right to a place not only in personal life, but also in the production process. It is very difficult to compare the product of a “quivering doe” (a designer girl who selects pictures, icons, matching colors, etc.) and a seasoned “scribbler” (who gives out 5,000 lines of code to the mountain every week). But! Both are needed for the job!
And here the first round of the political waltz begins, coupled with a slight Machiavellianism: the bison should be given a periodic turn. Infrequently. But painful. And, which is very difficult to accept with the soul, sometimes almost out of the blue (that is, without significant reasons). Then “feed from the hand” in a “stall closed from prying eyes”. And then again, distancing.
Hooray! We drove and drove and finally arrived! Result achieved! (Of course, positive - otherwise our story would be about something else.) If you, sir (or madam), did not introduce the correct distancing with a shortening into use, then at the festive banquet you will very soon meet with hot eyes directed at you ... And God God forbid you find yourself in the position of a drunk trainer surrounded by a pack of small predators. Alas… we must remember that very dangerous groups can be created behind your back. For your own good, no elephant giveaway awards at the celebratory banquet (don't take everything literally). The size of the prize should not be known to anyone, as well as the amount of personal gratitude to each of the participants.
In this moment, everyone is equal. And only then, when it makes noise and slaps away, the headache and hangover will pass - face to face (and with a small share of pepper - so that it tastes better).
It is impossible not to mention the notorious mirage of "brazenly appropriated surplus value." The most human of all vices is counting money in someone else's pocket. Especially in the boss's pocket. And doubly - when this is not just a boss, but the owner of the production, that is, the owner. The speed of this metamorphosis is simply amazing! Even yesterday, when he (she) was looking for a job, we met at the negotiating table and the conditions seemed suitable to him. Two months later... Well, there's only one cure: "Alas, I'm just not able to support such a valuable worker." First as a joke. Then seriously. Sometimes you have to slaughter the black sheep to save the flock. Naturally, the level of average payment should correspond to the average market level. There is always enough data for comparison in open sources. Trade journals publish industry statistics at least once a year.
Another thing is that the forms of encouragement in small firms can be intangible and at the same time very sensitive. For example, a library day for working from home, a slightly irregular (that is, without a strict framework from nine to six) working day, refresher courses, conferences in resort areas, etc., etc. As for the share that you take away, then someone, and you, as the owner, know perfectly well what it is going to. At a minimum, these are the costs of related projects (finishing and support), as an optimum, the creation of savings for development, as a maximum, your bonus for entrepreneurship and risk.
So drop your doubts! For reference: until 2002, almost all recruiting firms took 50% of wages just for getting a job in a good place. These times are in the past, and now the tariff is about 20-30%. So it's just for the connection!
Well, sometimes the thought may come to you: so who am I now? Still an expert? Or a shepherd, or maybe a shepherd? Everything depends on you…
Manager of the Rybinsk branch No. 1576 of the Savings Bank of Russia
Irina Andronova:
- Gender problems today are very smoothed. Ladies First! Now there is no time for weaknesses - “In the gun!” At work, a woman leader has cleanliness, beauty, order, a favorite bauble on the table, flowers. In addition - a dress, heels, fragrance ... And a hairstyle! .. "You look luxurious!" "Thanks for the compliment!" Call home. And turn on the brain. Here the woman "disappears", the leader remains - discipline, clarity, responsibility, professionalism, quick reaction, making sound decisions, but all this in such a charming package. Favorite work plus beloved family - one is kept at the expense of the other. Let this tandem be strong.
If you are a real woman, then, even doing completely, at first glance, non-female work, you remain the keeper of the hearth, only the hearth becomes larger - you are responsible not only for your family and your home, but also for the House in a broader sense - for your organization. Women can be no less tough and executive than men, but they empathize more with people's problems, and I consider this very important.
Head of the Office of the Pension Fund of the Russian Federation in the city of Rybinsk and the Rybinsk municipal district
Galina Golubeva:
- I would like to answer this question with humor. Leadership is easy when there are men in the team. It is easier to find a common language with them, as, indeed, with the fair sex, if everyone is on the same wavelength. A woman in a work team, where there are men, sings like a little string, she is smart, she strives to look good.
The lady in whose hands are the reins of government always remains a woman first of all, therefore it is very important that there are always men nearby who are ready to lend their strong shoulder in difficult times. Other than that, I don't see much of a problem. As the heroine of a famous film said, it is difficult to organize three, and when you learn this, the number does not matter.
A female leader rarely allows herself the luxury of relaxing, resting, so it is important that she has such an opportunity at home, where she can become soft, defenseless. Unfortunately, from my own experience I can say that I often begin to “lead” at home. What can you do - the costs of the profession.
Director of SDYUSSHOR No. 4
Svetlana Emelina:
- Is it easy to manage? Yes, I have no time to think about difficulties, and even more so to give in to them. There is so much to do, just have time to turn around! We hold many global events: the World Cup stage, the Demino marathon, the championship and the championship of Russia, and a lot of other competitions. Serious preparations are underway for each of them in all directions. Rest only in our dreams! But being in a constant tone is great!
Despite the fact that Demino is thundering all over the world, it's too early to calm down. His glory means great opportunities and great responsibility. We will work, there is no time to sit back! Now we are solving the issue of lighting the ski-roller track, storing artificial snow, and preparing documents for the construction of a biathlon shooting range. In the spring we will clean the paths of health, equip the forest park zone ... Administrative and economic work takes a lot of time and effort, but everyone is happy when you understand how important it is for the school, the city, and the people of Rybinsk.
Regardless of whether it is a man or a woman, the leader must be an enthusiast in his field, an example in everything, be able to ignite people, only then they will follow him, as they say, into fire and into water. He must work hard with personnel in order to eventually create a team of like-minded people. For this, in addition to firmness and perseverance, it is necessary to possess human qualities: to be decent, not to abstract, but to delve into other people's problems, to treat people with compassion. I am very proud of my team, now young people are joining it, bringing in a fresh stream.
Director of MUP "IRC"
Tatiana Sheluhina:
“Of course it's not easy. A number of issues fall on the shoulders, for the solution of which it would be nice to have a “male” mindset. The difficulty is also in the responsibility for the team of specialists with whom you work. Sometimes it seems that only the shoulders of the strong half of humanity can withstand such a load. But it's okay, we're doing it. The successful performance of duties is direct proof that a woman leader in the modern world is the rule, not the exception. She has in her "allies" such qualities as diplomacy, perseverance, exactingness, striving for order.
Director of MUP "Neptune"
Tatyana Voronetskaya:
— To act, to make decisions, to be responsible for other people is always difficult. 4 months ago, I headed MUP "Neptune", which is in a difficult financial situation. I had managerial experience: for several years I headed the planning and dispatching bureau at NPO Saturn. A huge range of products, a large number of consumers, tight deadlines ... - there were enough difficulties. It was not easy to radically change the scope of activities.
It is not so difficult to take the first step, it is much more difficult now that you are completely immersed in a new business for yourself. If earlier I worked with people and hardware, now I work with people and finance. You have to assert yourself, correspond to your position, communicate daily, hourly with the heads of other services. To manage means to “play” according to male rules, not being afraid of strong-willed decisions and responsibility. Every day I have to compete with the stronger sex, prove, defend my point of view, sometimes engage in an unequal “battle”, but force me to do it the right way. The contingent of baths is not easy, but it doesn’t come to a strong word. I'm a woman! So, it should be wiser, more inventive, more delicate, but no less demanding. The team faces a serious task - to find a way out of the current situation with a lack of funds. I don’t give up, I’m full of optimism and strength to fight. If it so happened that fate gave me a chance to prove myself, I must do my best.
Director of the real estate department
Elena Fedorovich:
Is it easy to be a female leader? Of course, yes, and a woman should go on this path quite consciously. In order to succeed, certain requirements must be met: firstly, it is necessary to devote most of the time to work, to be in a state of constant internal and, which is important for a woman, external composure, to be able to make optimal decisions and at the same time remain a woman for both subordinates and for loved ones. I believe that a woman leader is always an effective leader, because her inherent character traits, the female mindset help in her work. Women are pedants by nature. They like to understand everything to the smallest detail, draw up a plan and gradually implement it. Men are strategists, they determine the vector of movement, and women put these plans into practice. It is not for nothing that now in the West there is talk that it is necessary to set quotas for the number of female leadership positions, because female logic always helps in achieving goals.
General Director of CJSC "New City" (KK "Aviator")
Svetlana Puris:
- A female leader, just like a male leader, is a person who strives for the most complete realization of all aspects of her personality. The position of a leader always implies great responsibility and at the same time great opportunities for self-realization and creativity. Can a woman in a leadership position remain a Woman, a Mother, a Wife? Certainly! I think I'm a living example of that. I have wonderful adult children, I lead an active lifestyle: fitness equipment, swimming pool, skating rink, bowling and so on. Also, I'm getting married to someone I love.
All philosophical teachings agree that if a person has peace in his soul, then his work is arguing, and the world turns into a bright side. This is exactly what I wish all the women of our city! Happy holiday!
Gynecologist, head of the medical center "Your Doctor"
Alla Sharkova:
- I have been in medicine since 1991, first - in the maternity ward, antenatal clinic. She opened a private medical office six years ago. Probably, I would not have been able to fulfill this dream if it were not for the support of my spouse, who during all these years has taken on the lion's share of the administrative and financial concerns for organizing our business. His help allows me to remain a practicing doctor. But as the head of a private medical office, you also have to deal with many administrative issues - recruiting personnel, building a business concept, equipping the office with equipment, etc. In the near future, we plan to celebrate a housewarming party in a new building, so the organizational hassle has increased. In addition to medical activities, I am engaged in social work. At the end of 2010, together with caring friends, we created the Fragile World charity foundation for helping children, and now we work closely with the city children's hospital. Due to donations, the ward of “refuseniks” was repaired, the necessary equipment and toys were purchased. We try to support the parents of these children who have found themselves in a difficult life situation - to help with work, to arrange for the kids in a kindergarten. I think it is not difficult to be a female leader and you can quite painlessly combine work and family. The main thing is that the work should not be a burden, but bring only joy. Of course, family support is important. My beloved husband and daughter always support me and help me in all endeavors.
Thank them for this!
I worked for about twenty years as the director of a small state structural unit and, perhaps, my thoughts, advice, recommendations will somehow help novice leaders, or someone who wants to become a leader.
My esteemed readers might think that such a leadership experience says nothing. Just think, a small, and even a state organization. And if it's a big, and even a private company? Then all my advice is not worth a penny?
This is a deep delusion of those who were not engaged in managerial work. Remember the scene from the movie "Moscow Doesn't Believe in Tears", when her friends admire Katerina and wonder how she manages a team of more than a thousand people. To which she replies: "If you learn to manage a few people, then their number does not matter anymore."
I can’t vouch for the accuracy of the phrase, but the meaning of her statement was just that. And this is absolutely true, the principles of leadership of any team, small or large, are the same. As for private companies, the same rules apply here. Yes, the specifics of business and government agencies are different, but the principles of leadership are the same.
Both in state structures and in private business, people work, that is, a team that needs to be able to manage in order for the organization to work stably and successfully. It doesn't matter that in business, this success is expressed in profits, but in the state structure in indicators. Both there and there, the team achieves this success, because one leader, even if he is at least "seven spans in the forehead," will not do anything. Therefore, the successful work of both a state organization and a private company largely depends on competent leadership.
I started my work as a leader at a time when our country moved from building developed socialism to building some kind of capitalism. At that time, many new state structures were emerging: a pension fund, a tax office, a social service, a registration chamber, a state treasury, and an employment service.
In one of them, after an interview, I was offered a job as a manager. By the way, before me, two applicants did not pass the interview. Therefore, I went to the interview without much confidence that they would take me, but also without much discouragement. At that time, I had a pretty decent job, I was the deputy head of personnel work in one organization, and the only reason I wanted to change jobs was that the salary was higher where I wanted to get a job.
Therefore, at the interview, I did not try to portray something and seem better than I am. When I was asked why I want to get this job, I answered the truth: "Because of the higher salary." To the next question: “Are you sure that you can handle this job?”, I also answered very honestly: “I’m not sure, because I still don’t imagine it well, but I will try.” Apparently, my sincerity bribed the members of the commission and I was appointed to this position.
What does it mean to be a leader?
I will not talk about all the difficulties that I encountered in my new job, I will only talk about the two main ones. Firstly, since this structure had not existed in Russia since the October Revolution, everything had to be started from scratch, and there was nowhere to learn.
A federal law was issued on the activities of this structure, by-laws, some regulatory documents appeared during the work, but this did not cover the entire range of practical work that had to be performed. Secondly, in the process of work, I encountered directly managerial problems, which, perhaps, would not seem like problems to an experienced leader. But I've never been a leader.
I then specifically felt that being responsible for a particular area of work or for the entire activity of the organization as a whole are two different things.
Now I am firmly convinced that leading a small organization is not at all easier, and maybe even more difficult in some ways, than a large one. I will try to substantiate my belief.
In large organizations, companies, no matter what kind of property they are, public or private, there are specialists or even entire departments involved in all aspects of the organization's activities. There are lawyers, economists, specialists involved in economic activities, personnel officers, and employees engaged in direct activities in the profile of the organization.
The manager only needs to coordinate and direct their activities, without delving into the intricacies of the work of each department. Whereas in a small structure only specialists in the profile of the direct activity of this structure work, an accountant, perhaps a cashier, if there is a car, a driver and a manager. There are no other specialists in the staff list.
And that means what? And this means that all related work, without which no organization can exist: legal, economic, archival, fire safety and labor protection, personnel, economic, should be handled by the head, in addition to his main work on the profile of the organization.
The heads of small organizations do not even have the position of secretary or clerk. Naturally, there is not much such accompanying work, but it is there, and before you do it, you need to delve into and understand how to do it. At the time of starting my work as a manager, I had only experience in personnel work and economic education, for which I had no work experience.
"And the Swiss, and the reaper, and the gambler on the pipe"!
Yes, this is exactly what a leader should be like, he should understand all aspects of the activities of the organization he leads. Having re-read a lot of specialized literature, constantly consulting with specialists in various fields of activity, I learned to understand construction and repair estimates, draw up correct documents to the courts, to the internal affairs bodies, defend my position at court hearings, where issues of our organization were considered, conduct all documentation and take practical actions on labor protection and fire safety, understand accounting and economic issues.
But any leader still has one, perhaps the main block of activity - the ability to properly manage people, create such a microclimate in the team so that it positively influences all work as a whole and contributes to the success of the organization.
Any manager is a psychologist
I also read a lot of literature on business psychology, although, to be honest, I made many decisions on relationships with employees intuitively.
There are two styles of leadership: authoritarian and democratic.
Both have their own advantages and disadvantages. The authoritarian style definitely did not suit me, I am by nature a gentle, non-conflicting person who respects other people's opinions, even if I do not agree with them. But the democratic style of leadership did not quite suit me either, with my character, with such a leadership style, it was very easy to slip into familiarity with employees.
Apparently, my leadership was some kind of symbiosis of these two styles.
I'll give one example:
Once, when we discussed production issues at a meeting with the team, I expressed my decision on one problem related to the activities of the organization. One of the employees said that a collective decision should be made on this issue, something like a vote.
In order to finally and forever clarify the issue of decision-making, I, addressing everyone, said something like this: “Dear colleagues, remember and try to understand that we do not have a collective farm or a joint-stock company where decisions are made by members of the board or by a majority of votes.
Responsibility for the activities of the organization is not collective, but personal. For all the activities of the organization to higher and other authorities, the leader is personally responsible. I am personally responsible for all my decisions, right or wrong.
On any production issue discussed collectively, I will carefully listen to all your proposals, and if they turn out to be competent and constructive, I will definitely take them into account. But in any case, I will make the decision, as soon as I bear responsibility for them.
If you do not agree with my decisions, then you have three ways: the first is to accept and comply, the second is to appeal my decisions to higher authorities, and the third is (if the first two do not suit you, but you do not want to comply and obey) - quit ".
There were no further discussions on this subject. By the way, for all the time of work, none of the employees filed a single complaint against me in any instances. And although there were three employees who quit, they quit due to the transition to work with a higher salary, and two of them soon asked to return, motivating their departure from the new place of work by the bad microclimate in the team.
Yes, the women's team (in our small organization, everyone, except the driver, were women) is a special microcosm (do not confuse it with spiders in a jar), where sometimes they live not by common sense, but by emotions, where serious passions boil, most often not production . I am a woman myself, and I was sympathetic to all the peculiarities of relations in the women's team: a violent manifestation of emotions from scratch, resentment over trifles, petty quarrels due to minor reasons, but only as long as it did not interfere with work.
A team without licks and favorites
Probably, in any team, not excluding women, there are such employees who believe that the best way to resolve their conflicts with someone in the team and win the approval of the management is the so-called tinkering. I also encountered such a trivial phenomenon.
First one, then another employee began to come to my office and almost in a whisper reported some unpleasant information about another employee, or about her some wrong actions or inaction in production matters, or unwillingness to do some work. All these female intrigues and “undercover” actions do not contribute to the normal and well-coordinated work of the team, but only inflame conflicts and cause distrust in the leader.
In order to prevent this in the future, at the next meeting, I made it clear and unambiguous that I do not approve of such actions, saying: “If any of you have complaints about the work of another employee, to the improper performance of his duties, or to then his other wrong actions, you can and must state all this in a memorandum addressed to me, I will look into this situation. In your personal relationships, likes and dislikes, if this is not a direct insult by word or action at the workplace, I'm not going to understand as long as it does not interfere with work.
There were no more such situations, everyone understood from the first time that there would be no favorites and the method of “sucking up to the leader” does not work. And they didn’t overwhelm me with any reports. Production issues were dealt with in the working order, and personal relationships were built normal. All women are generally smart, despite their emotionality, or maybe because of it.
The success of the organization is largely the merit of the leader
Perhaps my leadership methods and some statements will seem naive and amateurish, but, firstly, they are time-tested and experienced, and secondly, they turned out to be effective - our small organization has been in good standing for all these years, like a local authorities and higher authorities.
We worked not only successfully, but also steadily. I do not consider this entirely my merit, we had a good, hard-working team, responsible and qualified specialists worked. But the work of even the most beautiful team needs to be directed and coordinated.
The psychological microclimate in the team was good, this is not my opinion, but the opinion of those employees who got a job with us (the staff was gradually increasing), there was no staff turnover.
On the contrary, if a vacancy arose, then it was almost necessary to organize a competition, there were so many people who wanted to fill this vacancy, although the salary in the lower levels of state structures is not too high. We have developed good relations with all organizations, institutions and firms with which we cooperated, including with the judiciary and law enforcement agencies (by the nature of our activities, we had to cooperate with the police and the court very closely).
As it is sung in the famous romance “and finally I will say”: if someone believes that to lead, this is from the words “lead by hand”, then he is deeply mistaken. Being a real, good leader of a successful organization or a company with a high rating is a responsible, difficult, but very interesting and exciting job.
To be in a leadership position, it is important to have certain leadership qualities, take responsibility and often become the object of hatred. It is quite difficult to win a career Olympus and become a good leader, but it is quite real. In this article, we'll take a look at how to become a good leader. A good chef is a professional and a role model. His mission is to build a constantly evolving team. This cannot be achieved without leadership qualities.
Qualities of a good boss
The leader must be:- Honest. A person who wants to win people's trust will not wishful thinking. Open. The ability to listen to other people's ideas and treat them constructively is a special skill of a leader. Have a creative approach, which manifests itself in the ability to think differently, look at a problem from a different angle. Confident in yourself and your abilities. Have a sense of humor to relieve tension and defuse the situation .Have an analytical mind to be able to break down the goal into parts.Ready for change.
- Responsibility.Psychological stability.Punctuality.Humanity.Courage.Activism.
The makings of a leader and motivator
You can learn how to formulate goals from motivational books. It is equally important to set daily goals and monitor their implementation.- Make decisions in areas where failure will not be critical to self-esteem. When you fail, learn from the lesson and move on. Here's how to learn to take risks. Rate each flaw in the situation from 1 to 5. Imagine the worst-case scenario. Decide how much risk you are willing to take. To properly motivate staff, study their needs. It will be possible to achieve a result if each subordinate understands that his work affects the final result. Analyze your actions and their consequences. The most significant incidents can be recorded in a diary. Try to learn from them.
- observance of sanitary and hygienic conditions in the office; availability of a desktop; arrangement of the room with furniture; provision of the employee with stationery and other working tools; organization of the regime of work and rest.
- It's easy to admit your mistakes. Anyone can make mistakes, including the boss. Don't blame other people for your miscalculations. Find the mistake, admit it and try to fix it. This is the only way to show the ability to find a solution in any situation. Be consistent. When speaking with an interlocutor, clearly state your thoughts and requirements. In this case, employees will be able to help resolve the issue. Do not allow familiarity. Of course, the boss must be able to communicate with the employee when he is in any mood. But do not allow familiarity. Always keep your distance. Good communication skills are evidenced by the number of signed contracts, and not by relationships in an informal setting with the team.
- Make it a habit to meet with the team for a gala dinner every month. This is a fun way to make friends with the team and motivate them to achieve goals. Arrange a one-on-one reception. If an employee has reached incredible heights, you should announce this to the team in an email or in person. Encourage workaholics. Any gift, whether it's a new phone model or a movie ticket, can motivate an employee to perform their duties well.
How to lead a team without experience
Many managers dream of leading a department and leading a team. It is not enough just to become a leader, you must also be able to stay in this position.What a New Director Should Know
According to statistics, the main reason for the dismissal of employees is the lack of a common language with superiors. Therefore, the leader must be able to carefully listen to subordinates. You need to communicate not only through emails, but also live. The boss must know how to inspire the team. Especially when it comes to creative work. Before starting work, point out the importance of the work of each employee. The manager should be able to motivate the team. Sometimes it is enough to take the initiative and be the first to take on a large amount of complex work. In any team there is a genius who thinks outside the box and refuses to work in a team. Over time, it becomes uncontrollable. Such individuals must be able to identify and, if possible, immediately get rid of them. Otherwise, it will not be possible to establish work in a team.What should a manager know?
Formulate the development goals of the department and the tasks that need to be completed in order to achieve results. Use the company's resources wisely. These include: material resources, capital, information and time. The value of each of them has changed with the development of mankind. Today, information is the priority. The task of the leader is to competently build the internal structure of the organization. To be able to motivate employees. For this purpose, you can use external incentives (social package, fines, teamwork), as well as the desire of employees to develop. Control the situation at all stages. Before starting the project, the available resources are analyzed. The purpose of the intermediate control is to evaluate the performance of each stage. At the final stage, the achieved result is compared with the goal. You can delegate to subordinates only control in the first two stages.Rules for a good chef
- Divide labor in order to perform a large amount of work qualitatively. Where authority appears, responsibility also arises. She is a strong motivation in urgent projects. Sometimes only moral responsibility can keep an employee from not giving up. Discipline in a team is based on the authority of the leader. Ideally, an employee should receive orders from only one boss. Today the boundaries of the hierarchy are pushed apart. Orders can be issued simultaneously by heads of several departments. It is important here that the orders do not contradict each other. The interests of one person should not prevail over the interests of the organization as a whole. Otherwise, a dictatorship will come. Loyalty and support of employees can be ensured by a stable salary.
How to become a boss with a soft character
It is believed that liberals cannot become leaders because of their humanity and inclination to connivance. Instead, informal leaders manage the team. To become a good leader, you need to find an ambitious person and make him your adviser. Then, with its help, build a management structure and influence the team using the “good director - strict deputy” model. The democratic leader must be:- initiative, responsible; creative attitude to work; be able to convince; develop ways to achieve the goal.
- Listen to the opinion of your employees, even if you do not agree with it. Do not try to control every step. Delegate your authority. Don’t blow up on your employees about every mistake. Develop interpersonal relationships with the team. Constantly learn, strive to learn something new. Study yourself. The problem with most leaders is a lack of introspection and meaningful action. Focus on one big goal and develop steps to achieve it. Get rid of ineffective managers. Either all team members win, or none of them. Train your leadership skills daily.
The boss is not always right, but he is always the boss
A situation in which a subordinate is smarter than his leader is rare. The director will not hire an employee who is superior in some way to himself: in terms of education, experience, qualifications. The tendency to hire relatives has also declined to a minimum in recent years. All other conflicts with management can be resolved. The director is also a person with his own experiences and thoughts. If he is wrong on any point, find reasonable evidence to change his point of view. A good leader will appreciate this. You should not quit your job when a conflict situation arises.