Business communication of the head with subordinates. Correct behavior is the key to the success of a leader

The essence of the relationship between the boss and the subordinate seems to be extremely simple: the boss orders, controls and accepts the work of the subordinate, the subordinate performs the tasks given to him. But if everything were so simple, managers would not have the question “How to behave with a subordinate?”.

In the old days, few bosses bothered to build good relationships with subordinates. People worked without sleep and rest for mere pennies (slaves and serfs and completely free), and the attitude of the leadership towards them was indifferent, dismissive and often cruel.

And in our time, unfortunately, there are bosses immoral and dishonest that do not take into account the legitimate rights and interests of employees. These are the cases when "people are not considered people."

Unscrupulous employers take advantage of the fact that today many people are ready to work like slaves, “for food” or out of fear that if they are fired from an unloved and unbearable job, they will not be able to find another one (often this is not just fear, but the reality of unemployment). This is a topic that is relevant and painful for many, requiring separate consideration.

In the twentieth century, a special, "protective" function of workers began to be performed by trade unions. They were created to allow conflict situations in the team and protect employees from the arbitrariness of the authorities.

Today, trade unions also function, but life in the 21st century is such that each person gets used to relying only on himself and his strength and does not place much hope on the fact that in case of trouble with his superiors, the team or trade union will help him.

Labor relations between an employee and an employer today regulated by legislation, the main of which is Labor Code. But the law, unfortunately, is not always observed by everyone. In order for an employee to work in good faith, and the boss to treat him with respect, it is not enough to know the laws and remember the duties described in the employment contract and job description.

Nowadays, only a bad boss does not think about establishing correct, trusting, but at the same time taking into account subordination relationships with people working under his leadership.

Management today understands that the "first violin" in the success and efficiency of the enterprise is played by the desire of the employee to work, which directly depends from relationship to superiors and immediate supervisor.

An increasing number of employers are stimulating employees not with a “stick”, but with a “carrot”.

What does it mean to be subordinate?

A modern subordinate is not an obedient slave and not a meek worker, he is a person with ambitions, needs for self-realization, respect, recognition, he is an educated and qualified professional, with a high IQ and creative potential.

Despite the fact that the principle of domination and subordination reigns at the formal level, real good working relations between the boss and the subordinate are built equally.

Today, if the boss does not respect the legal rights of the employee, does not respect him and shows his personal dislike through raised voices, unconstructive criticism, insults, harassment, and so on, the employee has the right to quit. He is not obliged to stay and try to build a relationship with the boss if he does not want to.

But the boss is in a different situation. If he wants the work to go well and his subordinates to work "excellently", he must try to build good relationships with them, otherwise a constant turnover of personnel is provided to him.

It is the inability of the leader to behave competently with subordinates that creates a problem negative attitude employee to management and their work.

Incorrectly built relationships between the boss and subordinates are often main problem, although bosses tend to think that all the problems are due to the fact that their wards are lazy, stupid or incompetent.

How to command without commanding?

Both bosses and subordinates usually complain about misunderstanding and unwillingness to understand each other, in fact, the problem is rejection personality of the boss to subordinates and / or vice versa, that is, in personal antipathy and unwillingness to cooperate.

Working communication between a boss and a subordinate, roughly speaking, boils down to the fact that the first gives orders, and the second listens to them and proceeds to carry them out. Therefore, the chief, first of all, needs to learn give orders correctly.

It is much better when the leader does not force, but convinces subordinate to complete a given task. it democratic approach to management, when a subordinate feels himself not a puppet or a simple performer, but a comrade-in-arms, a confidant, a participant in a common cause.

Example:

1. Coercion: "Write a report before lunch, otherwise - a reprimand."
2. Belief: “Please try to write the report before lunch. Time is short, but I believe in you. If you have time, we will hand over the report faster than the rest of the departments and distinguish ourselves favorably.

1. Address subordinate by name. Exist different forms address, but it’s not so important to “You” or “You”, with or without a patronymic, there is an appeal to a subordinate (everything is decided by the upbringing and intelligence of a particular person), as the very fact of a respectful, personal address to a person by name. Just "You", "He"/"She", a rude "Hey, you!" or the pejorative "That one in the gray jacket!" offends and instantly turns against.
2. Communicate in a constructive or neutral-positive manner. A working conversation is not a communication between two friends or enemies, it is a business conversation of partners, it should be held on an equal footing. Equally bad and when the leader enters into too warm relationship with a subordinate, and when he openly expresses his dislike, endlessly unjustifiably criticizes, scolds, scolds.

Less negativity! If you criticize, then constructively and face to face, and not in public! It is better to once again praise the employee for his efforts, even if he did something wrong, smile at him and express confidence that next time everything will work out as it should.

Disparaging, expressing superiority or rude tone of speech, ridicule, sarcasm, insults and other verbal aggression is absolutely unacceptable.

1. Speak in "understandable" language. If it is known in advance that the subordinate will not understand compound words and terms, it is better to avoid them or explain their meaning immediately after pronunciation.
2. Ask questions and get advice. If the task is pronounced in an interrogative form (“Can you do this work tomorrow?”) Or as a request for advice (“Do you think that if you do this…?”), it is perceived not as an order, but as a request.

This technique is best used not too often and not with every employee. If an employee, for example, wants to take the place of his leader, he can take such generosity and loyalty for weakness and “sit on his head”, and then “go over his head”.

Even if a person is in his place and he likes the work, he cannot work “for thanks”. As long as money rules the world, workers will work for wages.

But the fact is that the salary, as a rule, remains the same whether the employee works, putting his soul into it, or does the work “just to get it done”.

For the organization to be successful, and the team to work as a well-established mechanism, employees need motivate both tangible and intangible. The employee must see personal gain in order for him to have interest to work, and not just a desire to somehow work out the norm and go home.

Type of authoritative leader and types of subordinates

Subordinates are more pleasant, more efficient and more willing to work with those bosses whom they respect and whose authority they recognize.

To be respected by subordinates boss, recommended become:

When the boss knows about the professional capabilities, inclinations, talents, interests of his subordinate and takes them into account, he is perceived not as a "Cerberus", but as mentor.

Although each worker is special, there is a classification types of subordinates depending on the degree of their effectiveness in work:

This is not the only classification of types of subordinates, but knowing even one classification can tell you how to find an approach to a particular employee.

Exactly ability to combine an individual approach to each employee and the choice of soft, democratic methods of managing the entire team is the answer to the question of how to behave with subordinates.

1. I. K. Adizes “The ideal leader. Why they cannot become and what follows from this”
2. D. Sherwood “Systems thinking for managers. Business problem solving practice”
3. K. Makgoff Art to manage. 46 Key Principles and Leadership Tools”
4. I. Nemirovsky, I. Starozhukova “Outstanding leader. How to provide a business breakthrough and take the company to the industry leaders”
5. V. Zima “Tools of a Leader”

Do you think the soft, democratic management style is the best?

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, 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 the 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, of course, is 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 work process. 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 slave 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 manager 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 on non-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 influence on 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 good 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 backdrop 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 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

Hidden 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 understands how to subdue 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 end 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.

Unspoken and public rules of conduct in the workforce are often set for optimal interaction between management and subordinates, as well as for the proper communication of employees with each other. If you have basic knowledge in this area, you can avoid many mistakes and misunderstandings, which, unfortunately, often happen in a team.

The task of the authorities

What is the task of the leader? Any leader, knowing the elementary rules of behavior in a team, must first of all be demanding of himself and be an example for his subordinates. He needs to clearly and competently set tasks for his subordinates, as well as explain what the result should be. If a junior colleague copes with the task without comment and on time, then the manager needs to encourage the employee. Moreover, the more merit, the greater the reward.

If the subordinate fails to complete the intended task, then criticizing him, one should not get personal. Reasonable criticism should only concern business matters, and should not interfere with the personal life of an employee.

The boss has another task - to protect his employees from higher authorities. He needs to protect his subordinates, as far as possible, from the management of the company, and from attacks from outside.

Employee and boss behavior

The rules of conduct in a team prescribe the following important skill for the boss: he must competently give orders. How and in what form to do it? The main thing is to take into account the character, personality of subordinates and circumstances. It should be ordered only in extreme cases, when the situation gets out of control or the employee performs his duties in bad faith.

It is advisable to give orders in a mild form, in the form of a request. This will create a friendly atmosphere in the team, and employees will quickly and conscientiously fulfill the assigned task.

How to treat your boss

The rules of conduct for employees in a team are almost always the same. First, each member of the team who has a boss over him should not treat him as a personal enemy. And secondly, the worker must create in the society where he spends day and night, a benevolent atmosphere - but not impose his point of view on others. If the opinion of one employee does not agree with the opinion of another, then the personal position must be introduced flexibly and gently, while not flattering or pleasing the authorities.

It is necessary to defend one's own opinion, observing the interests of the organization. In no case should you, bypassing the opinion of the boss, turn to higher management for help. By this, the employee questions the professional qualities of the manager and reduces the opinion of the management about him.

Relationships between colleagues

Each employee must treat other members of the team with respect. To do this, you need to find the right tone of communication. He must be friendly, benevolent, otherwise the relationship will be broken. The rules of human behavior in a team, especially in a work team, should be primarily focused on a fruitful, creative approach to business and on a benevolent environment.

Consider some cases when a new leader comes to the team. To what extent will he be able to manage the new society and will he be able to avoid annoying mistakes?

What should be the leader?

It is known that the chances of success are more given to those who are endowed with charm or, as they say now, charisma. For a boss, charisma can mean the following:

• pleasant, impressive appearance and loud voice;
• energy, preferably even increased;
• the presence of any distinctive abilities;
• personal charm, benevolence;
• the ability to lead a team, lead people.

The rules of conduct in the team are different, therefore, having come to a new team, the boss must carefully monitor the reaction of each employee. The sooner he understands who is the formal and informal leader in the team, who forms public opinion, who plays the role of the “grey eminence”, the easier it will be for him to continue to fulfill his duties.

Building Relationships

A sensible boss will carefully look at both those who will meet him warmly and kindly, and those who, on the contrary, will behave aloofly. And with "warm" and "cold" he should get close as soon as possible. Especially with the latter, in order to smooth out the unpleasant impression of the first meeting.

At the first opportunity, it is advisable for the manager to gather everyone for a corporate party and observe the behavior of employees. Often drunk people relax and tell the truth. At the same time, the boss will understand who is more or less susceptible to the “green snake”.

While the new leader has not delved into the essence of the relationship of colleagues, better rules behavior in the team does not change dramatically. It is extremely necessary to establish good relations with the women's team, since it is women who form public opinion.

Of course, the boss must be competent in his field, but at first the passionate desire to show himself in all its glory must be completely eliminated. In an established society, all “roles” are distributed, and breaking an established system is like making enemies for yourself. At the same time, you can inadvertently freeze stupidity and earn an appropriate label, which then will have to be torn off with difficulty.

Rules of conduct in a team at work, where all newcomers - this is the only case when it is worth putting all the dots over i and designating your place under the sun.

What is the task of leadership?

To adapt to a new society, each person, whether a boss or an employee, needs some time. This usually takes about three months. After (the boss in the first place), you need to show your best side and take decisive action. If this does not happen, people will not take him seriously and respect him. Modesty adorns leadership for a while.

It is easier for a new leader to notice shortcomings in a new place. Giving orders, he should not sit idly by. This will raise him sharply in the eyes of his colleagues. The rules of behavior and communication in a team that has already taken shape dictate to the boss not to cut everything off the shoulder, not to rush to change and establish their own “laws”.

The main task of the leader is to attract like-minded people, people who are ready to sacrifice something to achieve a common goal. Such people can sometimes argue to the point of hoarseness, make mistakes, but go towards what was planned. And it is advisable to avoid people who look into the leader’s mouth and try in every possible way to please. As a rule, their actions are aimed at achieving their own advancement.

Norms and rules of behavior in a team where there are "strange" employees

Every team has people with different personalities. Knowing some features of behavior, you can avoid many unpleasant situations. Conventionally, people who undermine the desire of others to fulfill their duties, devouring the precious time of colleagues, are divided into four types:

• brawlers;
• gossips;
• complainants;
• talkers.

Brawlers are people who are looking for reasons to squabble in every possible way. Every little thing pisses them off, including a burned out light bulb or a non-working coffee maker. If a similar people begin to annoy, then the one to whom they directed their energy should not follow their lead and swear in response. In fact, such people provoke others into a quarrel and always come out “winners” from such a situation. Benevolent workers who are not accustomed to such scandals will be almost one hundred percent defeated. Therefore, it would be wiser not to pay attention to the provocation of the brawler, listen to all his accusations against you and even sympathize with them. This will cool the ardor of the squabbler.

If one of the employees begins to feel the strange behavior of colleagues when he appears, notices puzzled looks thrown at him, then he must understand that he has become a victim of a gossip. In such a situation, it is necessary to calculate the person who spreads rumors - and in the future to avoid communication with him in every possible way.

Complainers can be recognized by the fact that they are "always bad." And at work, and at home, and children, and parents - everyone is sick, they study poorly, and so on. They can't finish their chores, be it repairs or reading books. You need to know that once you help such people in solving problems, it will become a permanent occupation. Therefore, the complainant needs to sympathize, listen to his complaints - and immediately talk about his own.

Talkers are the most annoying type of people who practically devour other people's time at work. With their conversations, they do not allow others to focus on the most basic things. The only salvation from talkers is a good bookcase, and at worst, a barrier can be built from flowers or ordinary scanners.

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 are waiting for you active action, and if they are not, 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.

Communication with subordinates plays an important role in the career of a leader. Be informal with employees or keep a distance? Managers often ask this question. About why it is necessary to think over in advance the organization of communication with subordinates and what approach to this is most appropriate - in our article.

In this article you will read:

• Why is it important to communicate well with subordinates?
• How should a leader communicate with subordinates?
• What is the best approach to boss/subordinate communication?
• How to build informal communication between a leader and a subordinate

Communication with subordinates is a difficult, but feasible work for every leader. The task of the general director is to make sure that he is respected and not feared, then the instructions will not only be heard, but also carried out. Business communication etiquette is important with subordinates of any rank - from a courier to a top manager.

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If you do everything yourself, employees will not learn how to work. Subordinates will not immediately cope with the tasks that you delegate, but without delegation, you are doomed to time pressure.

We published in the article a delegation algorithm that will help you get rid of the routine and stop working around the clock. You will learn who can and cannot be entrusted with work, how to give the task correctly so that it is completed, and how to control staff.

Why is it important to communicate effectively with subordinates?

Every leader needs, first of all, the ability to communicate with his subordinates. The effectiveness of communication depends on the ability to speak with subordinates in the language of leadership, which includes a number of verbal and non-verbal communication techniques. Including the leader is required to control their gestures, facial expressions.

A manager must be able to communicate in the language of business, the main thing in which is to start from such concepts as time and money. When communicating with employees, use the terms “money earned”, “money spent”, “time saved”, “time spent” more often. 10 principles can be identified, which should become the basis for communication between the leader and subordinates:

- A responsibility. You can not start the project until the person responsible for the implementation is determined.

- Cooperation. To achieve the goals set by the team, teamwork of employees is necessary.

- Making decisions. Leaders have to make tough decisions every day - that's the essence of the job.

- Business ethics. People who do not want to meet ethical standards have no place in business.

- Quality of work. You should encourage your subordinates to do quality work.

- Education. We need to teach people to draw conclusions and find lessons from their experience. It is imperative to emphasize that they have to “learn”, “find out” and “figure out” something.

- Mission. Employees with a clear understanding of the overall goal of the organization should be more responsible for the implementation of specific tasks.

– Productivity. You should encourage your subordinates to professional development.

– Perfection. If the company does not strive to achieve excellence in work, then there is no need to talk about serious prospects.

The relationship of a leader with a subordinate is a relationship of two clients

Alexey Sukhenko, General Director of the Russian representative office of Trout & Partners, Moscow

The relationship between a leader and a subordinate is like a relationship between 2 clients. The subordinate depends on the leader. But does the CEO depend on the employee? Usually, yes, it depends. Sometimes a lot depends on the office cleaner. And she sometimes acts as a client in relation to the director of the enterprise. Therefore, communication in this format should be client-oriented, and relationships should be partnerships.

• The structure of the sales department: instructions for the head

In dealing with subordinates, I adhere to the rule - I never allow myself to order and indicate. Always ask for something, remembering to say "please" and for gratitude after the commitment. For criticism, I prefer a form that is not offensive to employees. If we talk about the differentiation of communication according to the principle “office - out of the office”, then the only difference is that in the office we talk about business with employees, but not at the holiday.

I also support the position of supporters of the concept of emotional intelligence. The business world is ruled by tolerance, the desire to understand another person, with the expression of this in correct, adequate speech forms. This approach is more effective than the authoritarian option, because it allows you to achieve better business results.

Types of subordinates and communication styles with each of them

You should look closely at your subordinates to notice that their behavior in different situations may be different. Knowing in advance how a person behaves, it is possible to build optimal communication with subordinates, based on an understanding of strengths and weaknesses this employee.

"Universal". Such an employee feels “indispensable”. He is ready to replace, replace, represent. Usually engaged in the performance of other than his work, including overtime. Proud to be able to do anything. You don’t have to ask him twice - he adheres to the “need” setting. Ready to understand you perfectly, even to act ahead of the curve.

"Narcissistic". Puts "I" first. He starts to take up the case in order to show his own "I". He enjoys community service. Such an employee must be kept within limits. Can do any job out of vanity.

"Business". Strong in its practicality. The end result can be achieved by any means. Everything subordinates to the benefit, but cannot correlate the goals of its site and the goals common work. In his opinion, abstract thinking is philosophizing. Does not need special control. Be sure to set goals and explain them. It should cultivate the habit of looking forward, looking back and looking around.

"Interested in". It is characterized by a developed interest in activities. You can only work when you enjoy your work. However, it has an unstable interest, quickly lighting up and cooling down just as quickly. Such employees need periodic shake-up. “Listen carefully, the work is entrusted to you, only you are responsible for its implementation. Report performance. Otherwise, you will be in trouble."

"Vigorous". For such an employee, self-designation is important, not work. Rarely on site. All in public affairs, in a constant hurry, calls someone, meets, etc. It is pleasant for such an employee to represent his department in contacts with others. For such an employee, a special approach is required. It is important that he solves not only official duties, but also conducts social work. Responds well to the phrase “Do not spare yourself. Completely wrapped up. Both there and here. But you look good. Would you be willing to help us a little?"

"Moralist". Adheres to imperious behavior, likes to teach everyone. Such an employee does not need to be educated - care is needed with him, it is better to involve him as a consultant. He should be treated with the utmost respect. The words “Be kind, tell us how best to do this work, how to properly distribute? Your great experience...

"Bureaucrat". Everything will be done according to the instructions. You should contact such an employee regarding ambiguities in the documents, trust their execution. It is advisable not to entrust anything new, since everything will “dry in the bud”. You can safely trust him folders with documents. His work takes on meaning and scope. Otherwise, you will not feel necessary. Optimal words - “These documents are asking for you. Work with them, please, so that no one makes claims against us.”

"Doubting". The execution of any task begins after 2-3 reminders. Sees no point in doing the job. Does not need a special approach. Not looking for feedback.

"Creator". Such an employee is interested in everything, works beautifully, smartly, strives to do everything faster, better and more. Quite vulnerable and vulnerable, does not want and does not know how to adapt to the surrounding order, respects honesty, openness in relationships. He needs benevolent support, recognition. He needs to be warned against a certain naivety, mistakes, to establish close creative interaction.

Why is the emotional intelligence of the leader important in communicating with subordinates

Irina Denisova, trainer-consultant, expert in the field of business culture

Today, the emotional intelligence of leaders is of great importance. Emotional intelligence is called by experts the ability of leaders to manage themselves, relationships with others, with the direction of other people's emotions in the right direction. The presence of emotional intelligence the following qualities person:

• good self-awareness;
• self confidence;
• accurate self-assessment;
• the ability to control emotions;
• the ability to manage relationships, with the regulation of conflicts;
• openness, responsiveness, adaptability.

The emotional leader affects the psychological climate in the team. He perceives the thoughts and aspirations of the group better than others.

Games played by subordinates

Psychological games most often interfere with the establishment of good relations between people, hindering the development and strengthening of a common cause, with a deterioration in the effectiveness of collective efforts. However, people continue to use them to maintain self-respect, sometimes for the sake of the right for irresponsibility.

"Kazan orphan". This method involves several ways to make your life easier. Among them, the subordinate avoids the employer. If necessary, he will be able to claim that he was abandoned, not led. Or the employee provokes the manager to rudeness, illegal actions, and then takes offense. Often complains to higher management about his immediate superior.

"I'm being torn to pieces." The desire to receive as many social loads as possible, without thinking about their ability to cope with them. Given the overload of work, they get the opportunity to refuse difficult tasks, referring to employment.

"Holy simplicity". Reflection for his surroundings of naivety, inability to complete the work begun. This game is designed for the desire of others to help, eventually shifting their own responsibility to others.

"Disabled Chief". The employee refuses to lead a group of workers, which was created for a while in order to solve episodic tasks. He argues his refusal by the lack of the right to punish people who are temporarily subordinate - and arguing that it is impossible to lead effectively without this.

"Clown". Clowns strive to demonstrate, as if out of this world, science and work are difficult, and not needed. Entertains the others, laughs, because of which he gains confidence and stops full-time work - he finds his positive and satisfaction in the joyful emotions of his colleagues.

"Oh, how good I am." To raise the authority, respect of others, an employee can resort to various variations of this game. Including the casually said phrase about progress, or talking about famous personalities close to you. Often such an employee talks about his broad awareness.

It is important to identify in which area the employee will be stronger than his colleagues - demonstrating respect and recognition for the results achieved.

It is worth remembering the psychological recommendation - in order to influence others, you need to say what they want. After all, self-expression becomes the dominant need of human nature. For example, maintain sympathetic communication with the “Kazan orphan”, convince the employee that he will cope with this assignment.

How to achieve clarity in communication with subordinates

In written or oral communication with employees, it is necessary to speak clearly, clearly, indicating the essence. Emphasis should be placed on common values ​​with the employee, awakening his interest. When an employee is required to provide certain information, you need to specify what data you need, in what time frame. When instructing employees, keep in mind that in all cases, answers to 5 questions are required: who, what, when, where and why.

Employees will perform better when using the expressions “we will discuss together”, “I will support you”, “let's think together”. The conversation when assigning a task to employees should be structured like this:

– detailed description the goal set;

– talk about the benefits that the company will achieve if the goal is met;

- Describe how this goal is consistent with the strategy of the organization;

- tell us about the list of tasks that must be completed to achieve the goal;

- these tasks are divided into separate tasks;

– assigning these tasks to individual employees;

Explain what and when to complete each task.

Form a system of indicators on the basis of which the implementation of each task will be monitored. Be specific when planning your work schedule.

"Forbidden" phrases in communication with subordinates

To maintain confident communication with employees, try not to use certain phrases and expressions in your speech:

1) "We've always done it this way." It will be better to give convincing arguments for your position. No need to put pressure on a subordinate authority.

2) "Deal with it yourself (herself)." When a subordinate turns to a manager for help, he has probably already tried all the methods known to himself.

3) "Your predecessor worked better."

4) "You're lucky you were hired at all."

5) "I don't need your explanations." Even with strong anger and unwillingness to communicate with an employee, you need to find the strength to listen to him calmly, without emotions. After all, it is dialogue that leads to compromise.

6) "I watch you all the time." The boss is not a teacher kindergarten, which needs to control every step of the worker. Give employees the freedom to keep them motivated to be productive.

7) "That's a stupid idea." Even if the idea is really stupid, you don't need to say so. It is better to say "Keep working in this direction."

8) "I knew you couldn't do it." Try not to aggravate the situation, but to support the subordinate.

9) "I told you."

10) "Just do what you're told." Be sure to explain your position, give arguments in its favor.

If an employee has not fulfilled his duties, make a comment. If this oversight is left without attention, then insufficiently responsible work will continue further.

Actions should be criticized, not individuals.

The personal life of an employee should not be a hindrance to work. You don't need to give advice.

Respect comes to those who know how to maintain self-control in difficult situations. Don't lose control.

Stick to justice in everything. The reward must be on merit.

It is necessary to praise the team even in situations where the entire success of the business depends on the leader.

Strengthen the self-esteem of subordinates. The best solutions for this are praise and a prize.

Always protect your subordinates. Thanks to this, their faith in the leader is strengthened, efficiency increases.

Give orders only depending on the situation, the personality of the subordinate.

5 rules of business etiquette in communication with subordinates

Follow the corporate dress code. If a leader violates the rules of business etiquette in clothing, despite the dress code, the loyalty of employees to him is unlikely to increase.

Do not forget about the rules of greeting, behavior and presentation.

Remember the rules of etiquette when communicating by e-mail.

Compliance with the correct principles of criticism, control and encouragement of employees. When making comments, you need to speak correctly, clearly, respectfully, in compliance with some wishes:

- it is necessary to criticize the committed misconduct, and not the person himself;

- try to use the i-message - "I noticed that you are in recent times often late";

- when criticizing, you need to pay attention to the positive nuances in the work of the employee; tell him what you appreciate;

- Express your wishes about the future activities of the employee;

- Try to ask clarifying questions, seeking a reaction.

It is necessary to control subordinates reasonably, promptly and in a timely manner, but it is not necessary to resort to the most thorough control to the smallest detail.

But it is recommended to encourage, praise and reward an employee in the presence of colleagues.

Follow the rules of communication on a mobile phone. It is unacceptable for a manager to abuse his position by calling his subordinates after hours using a personal number. mobile phone. Do not forget about the personal life of your employees. If there was no prior arrangement to call, then disturb the employee in personal time allowed only in extreme cases.

Do not insult, do not humiliate, do not criticize in public

Igor Bitkov, General Director of CJSC North-Western Timber Company, St. Petersburg

Sticking enough simple rules when communicating with employees, I avoid humiliation, insults, do not forget to praise in private or in public, but to scold only without the presence of strangers, trying to maintain objectivity in any situation. If there are contradictions in relation to one of the employees or in relations between him and other people, I always try to solve problems by open communication, without hushing up the situation - after all, in this case, everything will only get worse.

If conflict situations arise, I strive to understand the cause of the problem - only after that a decision will be made. I try to make decisions in the interests of the company.

What distance to keep in communication with subordinates

The first tip is to avoid being too close. This will prevent you from telling employees about shortcomings.

The second tip is to avoid premature intimacy. Initially, it is better to remain somewhat distant, gradually approaching.

The third tip is to be responsible. Even with closeness to subordinates, the leader needs to keep the brand.

The fourth tip is don't move away when intimacy is appropriate. Leaders are often seen as detached from the company, which makes it impossible to understand what is happening in the organization. Yes, such detachment is quite seductive, but it does not justify itself.

The fifth advice - when finding a successful technique, you need to know the measure, do not go too far. After all, sometimes you can go too far, losing influence on the team.

Why subordinates do not follow orders

Among the reasons for the unsatisfactory performance of the established discipline by employees, it should be noted:

– low qualification of managers;

- low qualification of performers;

- unsatisfactory quality of preparation of a decision on the part of the head, according to which the task for the employee will be set;

– insufficient interest of the employee in this task;

– vagueness of task setting;

- poor supervision by the manager;

- the rules and traditions in force in the company negatively affect the attitude of employees to their work;

- there are not enough resources to complete the task.

Among the factors of a high level of performance should be noted:

Selection of employees who are optimally suited for this work.

A thorough study of the problem is required, which must be solved.

The manager needs to receive confirmation from the employee that he understood the assignment.

Ensuring proper motivation of the performer. Positive incentives should outweigh negative ones.

A clear indication of how control will be carried out, what forms of feedback work with the immediate supervisor.

Punishment of subordinates within the framework of etiquette

Criticism and punishment of an employee should not be based on unverified data or suspicions.

In case of unsatisfactory work of an employee, the manager will have to find out who instructed her, who and how instructed, exercised control. Only then can the degree of guilt of the employee be determined.

If there are miscalculations in the work due to the fault of the leader, immediate and open recognition is required without attempts to shift the blame to the subordinate.

Before determining the form of influence on a subordinate, one should objectively evaluate the act, the motivation for the actions taken.

The manager's dissatisfaction with the act or the quality of the work of a subordinate can be expressed in the form of criticism.

The grossest violation of official etiquette is public criticism.

It is necessary that the punishment correspond to the severity of the offense committed.

An important aspect of etiquette is the unity of requirements for all employees.

According to the rules of office etiquette, the leader does not have the right to complain about subordinates.

To avoid the destructive consequences of punishment by directing the emotions of a subordinate to an act, and not to the leader, it is necessary to adhere to certain communication tactics.

Is informal communication with subordinates appropriate?

There are 2 approaches to informal relations with a subordinate.

The first one is logical. Informal relationships are natural. It is difficult to fight him. Therefore, it is better to use it for the purposes of the company.

The second one is exactly the opposite. Many large domestic companies resort to it. Full concentration of employees on work processes is assumed, informal communications are regarded as weakening factors that disrupt existing relationships. It is not practiced to hold corporate events, joint holding of non-working hours.

According to surveys of employees, senior and middle managers, it can be argued that informal communication after work strengthens interaction, successful work, exchange of experience and team building. At the same time, newcomers manage to quickly and easily join the team. And if total control and formal communication prevails, workers' sense of self-worth is violated.

Information about authors and companies

Alexey Sukhenko, General Director of the Russian representative office of Trout & Partners, Moscow. The Russian representative office of Trout & Partners has been operating since 2004. The company provides consulting services in the field of marketing, attracting world-class specialists to develop projects, and also organizes and conducts conferences and seminars in accordance with customer requirements.

Igor Bitkov, General Director of CJSC North-Western Timber Company, St. Petersburg. The North-Western Timber Company (SZLK) unites a group of Russian industrial enterprises, including Management Company(St. Petersburg), Neman Pulp and Paper Mill (Kaliningrad Region), Kamennogorsk Offset Paper Factory (Leningrad Region), trading houses and representative offices in Russian regions and CIS countries. SZLK is the largest manufacturer of paper and paper products and is one of the fifteen most dynamically developing enterprises in the Northwestern Federal District.

Irina Denisova, trainer-consultant, expert in the field of business culture Moscow. Has 13 years of experience in conducting seminars and trainings in the field of business culture (business ethics and etiquette, telephone conversations, customer service, etc.). Author of articles, participant of TV shows devoted to business culture. Clients: Alfa-Bank, International Moscow Bank (IMB), Siberian Coal Energy Company (SUEK), Pipe Metallurgical Company (TMK), Adamas, Ascon, Granul, Lukoil, Soyuzkontrakt holdings, OOO Trade House Evrazholding, Denta Klass, Krok, Ligget-Dukat, Mega-F, Moskabelmet, Pan Sportsman, Gedeon Richter. Participated in the development of ethical codes for Watson Telecom (Ukraine), networks travel agencies"1001 tour".