How to lead the boss with subordinates correctly. Seven rules for communicating with subordinates

Date of publication: 05/14/17

Being a boss is pretty hard work. And this burden is especially heavy when it lies on women's fragile shoulders. How to behave with subordinates so that a favorable climate is maintained at work and at the same time the team works like a well-oiled mechanism?

In order for the future career of a business woman to develop successfully, it is necessary to skillfully combine justice and severity, the appearance of compliance and exactingness, resources such as cunning, feminine charm, decisiveness and a number of other qualities should also be used.

You must learn that the right path of leadership has a decisive impact on the results of the team. There are no trifles in the leadership, your every gesture, your word is fixed in the minds of your subordinates.

Guidance systems

There are two most effective systems of leadership: democratic and command.

In a democratic style, there is no alienation between subordinates and the boss, there is no wall of subordination. The boss does not use coercion, but the philosophy of persuasion. Then subordinates feel like participants in teamwork.

With the command style of leadership, the "human factor" is almost not taken into account. Subordinates must strictly perform tasks. This system has a significant disadvantage - the complete lack of initiative of subordinates.

Of course, in any system of leadership, it is important not to rush to extremes; it is necessary to alternate "carrot and stick" in time.

What a leader needs to know

First of all, remember that informal relationships at work are detrimental to business, so you should not have favorites. Well, and of course, do not have lovers among subordinates, this will put yourself in a dependent position.

But at the same time, you should be interested in important events in the life of your subordinates - the birth of a child, a wedding, an anniversary. Take care of your subordinates, call them by name in time, ask about their affairs, the health of their relatives - this will cheer up the workers.

Explore the capabilities of your employees and give them tasks to the point of being possible. This is how you will stimulate them to develop. However, remember that the tasks must be real, so first think about whether it can be completed.

Do not forget that subordinates expect that certain requirements will be presented to them, they know that they will be asked for poor performance. That is, people expect guidance from you. You must be decisive and courageous, but if you do nothing, you will lose credibility.

You must teach your subordinates to find the right solution to issues. And if a person came to you to consult, then you should not think for him, you should help him a little, give him an idea, and not offer a ready-made solution. Listen to the advice of a subordinate, even if it cannot be accepted.

You cannot scold your subordinates in front of everyone, do it tete-a-tete, as this can cause hatred towards you. For a little offense, be generous. But it is possible and even necessary to praise in public. But at the same time, you should not provoke rivalry in the team, praising one person. Don't argue over the little things, be above it.

In addition, you must prepare your subordinates so that one of them can replace you. After all, if the manager is on a business trip, he is still responsible for the assigned task.

- never sit around, it drops your authority;

- consult with your subordinates;

- keep your promises;

- do not hide either good or bad from your subordinates. They must have a correct understanding of the state of affairs;

- do not impose penalties in an agitated state, otherwise mistakes are inevitable;

- thank the subordinate for the quality work;

- do not interrupt the complainant, after his conversation part of the complaint will be resolved by itself;

- be polite, do not be annoyed;

- if you are tactless, then apologize, this will increase your authority.

A good mood increases productivity, so you should treat people kindly and respect them. Do not expect the subordinate to show affability, but start with it yourself.

A new position, a separate office, your own staff of subordinates and a "halo" of a leader over a proudly held head ... You have acquired all these privileged powers quite recently, having received a place in the administrative department and automatically added to 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 the instructions, dispute the information, hinting at its unreliability, criticize the methods of management, demonstrating their unwillingness to obey with all their appearance. At first, not all newly minted leaders decide on punitive operations in the form of fines, layoffs and smashing the windows of the cars of their subordinates on a dark night (this, of course, is an exaggeration, but what the hell is not kidding), and the invisible war drags on indefinitely. An unwanted boss rushes for advice from 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 fine line between a twig and a gingerbread

The very first and, perhaps, most important rule is that whatever the method of management, it should not harm either the employee or the work process. Regardless of how much you have read the literature on the topic, watched training videos, heard conflicting advice from colleagues during lunch, your management style should not blindly copy instructions printed in books and voiced by experienced leaders. The psychology of managing people in your interpretation should bear in itself 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 expect from your boss, sitting in the chair of an ordinary clerk. Try to find the middle ground between an angry, picky bore who refuses to squeeze out even the sound of praise, and a gentle slave boss who hesitates to show his displeasure.

Leader's "veto", or what not to do

Before you find the desired answer and an effective method for subjugating 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:

• The transition to personalities. Analyzing the personal, unrelated qualities of an employee is a sure way to turn the team against you.
• Raised tone that turns into a scream. A wild cry will not scare employees and will not force them to obey; moreover, by such behavior you will demonstrate your weakness and inability to restrain emotions, and, consequently, to manage.
• Regular self-praise and demonstration of self-importance. A boss who praises exclusively himself and does not miss the opportunity to boast of his successes, to show how important his figure is for the company, will never be able to arouse respect and support from the team entrusted to him, let alone admiration.
• Violation of the work schedule and the right to become one of the "masters". If a manager allows himself to take actions that are prohibited by him (in the form of endless telephone conversations with his passion, using headphones, surfing the Internet, Skype not on work issues, having a snack in the department), subordinate employees will soon begin to take an example from him, quickly turning official bans into formal ones.
• Sluggish performance, disinterest as a result, lack of bright ideas and initiative. As the boss is, so are the employees. A leader who does not stand up for his own enterprise, in any case, will infect the people who follow him with his indifference.

Control categories, tricks and tricks

Despite its versatility, the practical psychology of people management 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, personal experience and attitude towards people in general.

Manipulation

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

In our case, the concept under consideration, depending on the nature of the manager, can be used to achieve their own selfish goals or for the good of the company. Managing subordinates according to the principle of manipulation includes skillfully evoked resentment, anger, fear, and guilt.

Resentment, anger

An unflattering phrase thrown casually or directly by a manager about an employee's business qualities against the background of expanded praise of another subordinate in 9 cases out of 10 achieves the goal, and all thanks to the sense of rivalry inherent in people. A stimulating statement looks something like this: "Petrov coped with the task brilliantly, but you can't do that, can you?" or "You are no good for Petrov!" or "You are not capable of anything, but Petrov!" The cocktail of explosive feelings that overwhelmed the employee - anger, resentment, a desire to demonstrate their abilities and prove that they can and can do a lot - pushes the manipulated person to perform a variety of tasks. Without thinking about the nature of his actions, the subordinate, without knowing it, contributes to the embodiment of the boss's ideas.

Fear

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

Guilt

Covert guilt-based management includes methods in which the boss announces that all employees in the department are deprived of bonuses or vacation due to poor-quality work of one of them; or one employee remains without a bonus (vacation) due to the lack of zeal of the rest. Guilt-based pressure techniques are designed to motivate people to do better so they don't let others down.

The psychology of people management, based on skillful provocation, is capable of giving the intended results, but it 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 the 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. An excellent leader is not one who causes animal fear in subordinates, suppresses and provokes conflicts. A true leader is 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 of "boss and subordinate", he is given to work so much that he can not help but arouse admiration, he is loved, appreciated, respected by everyone and willingly follow him.

Praise, flattery, encouragement

It's no secret that anyone needs regular praise, encouragement and approval for their actions. The leader is exactly the one who can give what his subordinates want. 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 for even more brilliant results.

Advance praise is also an effective management method, 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." An encouraged and grateful employee (or why: “The boss considers me the best, and I just can't let him down!”) Carries out the assignment with redoubled zeal and diligence. In this case, the boss, who clearly understands how to subordinate his subordinates, puts two birds with one stone on his shoulder blades: he achieves excellent performance of the assigned task and increases the number of people loyal to him.

The art of inspiration

It is important to be able to direct many people with different goals, varying degrees of efficiency and skills on a single path. To do this, each team member needs to find an individual approach, 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 the scattered crowd into a strong, friendly team focused on the final result. The leader must not only be able to inspire, but also maintain a fighting mood, go against the wind, fanning the belief in indispensable success when his hands involuntarily give up ... In addition, one of the excellent qualities of a boss in his arsenal is the ability to effectively and promptly resolve quarrels between employees without prejudice for both sides. And the conflict "manager-subordinate" for a professional leader occurs only once - at the very beginning of his managerial career, and even 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 prepared for careful assessment, close interest and detailed analysis of your abilities on the part of 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? Do you want to disappoint your employees, much less feel like an unworthy leader, by regularly asking them for help in matters unfamiliar to you? Study, analyze and constantly learn to become an expert in your field, without imposing your own responsibilities on employees, otherwise what is the meaning of the concepts of "leader" and "subordinate"?

Contact by name

Use the advice of the famous psychologist D. Carnegie, who argued that a name is the sweetest sound for us. Addressing by name increases the person's importance in their own eyes and builds trust in the interlocutor. Call your subordinates not by their last name, nicknames, but strictly by their first name, and in no case confuse or distort him. This simplest technique guarantees you the respect and respect of those around you.

Listening is also an art

Learn to listen attentively to your interlocutor, keeping an expression of polite interest on your face, without a trace of impatience or, even worse, indifference. In the event that you disagree 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 take into account the opinion of subordinates will only raise your authority and win the respect of the team.

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

The ability to communicate with subordinates and give feedback has traditionally been attributed to the basic skills of a professional manager. Any manager should be able to talk to an employee at the right time. And, it seems, what could be easier - he called and talked. Specifically and to the point. Praised. I criticized. Set tasks. No problem!

However, in practice, everything is far from rosy. Surveys that I have conducted in several dozen companies have shown that feedback is most often perceived by employees as a problem area in relations with a leader.

“He called me and said that I had been awarded a bonus. And he handed over a letter stating that the award was for the excellent execution of the project. The money was very helpful, but I wanted to hear the words of gratitude from my boss. "

“Every morning we start with a scream. The door is thrown open, and the boss from his office begins to arrange a "dressing down" for everyone in turn. We used to worry, but now we are used to it. This does not affect the work in any way. He will take away the soul, and we continue to work. "

“She is not at all interested in how my work is going. Gives assignments, mainly by email. I am doing. It feels like I'm working in another city, although her office is ten meters from my desk. "

Feedback value

The need for feedback is natural for any person, be it a top manager or an ordinary employee. Doing what the company needs? Right or wrong? Will my efforts be recognized? Lack of feedback, as well as gross violation of the rules for its presentation, deprives a person of orientation in the organization and reduces his desire to work. For a manager, feedback is a tool that allows you to:

• Show recognition to the employee and keep him highly motivated.
• Understand the reasons for undesirable employee behavior.
• Correct employee behavior that deviates from standards.
• To direct the employee to develop in a specific direction.

Seven Rules for Quality Feedback

Are you going to talk to an employee? Want it to work? Then start with goals! Understand what result you want to get from a conversation with an employee. Then it will be much easier to build the right conversation. Regardless of the purpose of the conversation, it is useful to observe the following rules:
Talk about a specific event. “You showed up for work today at 10:45. This is the second time in a week, let's discuss it. " There is an event and there is a topic for discussion. And if so: "You always sleep until eleven and are constantly late"? Generalization, generalization is a favorite technique of manipulators and an eternal theme of conflicts. Not good for quality feedback.

Give feedback shortly after an event you are discussing with a coworker. Spoon road for dinner. “You worked with this VIP client today. Let's see what we did this time. " Compare: “Do you remember about two months ago you served one VIP client? Let's see what mistake you made there. " How does it say? Who will remember the old ...

Use proven concrete facts."I noticed that you didn't use the new questionnaire with this client." What does the employee hear? The manager closely watched the work, noticed and remembered - this is important for him! And if so: "They say you've completely stopped using the questionnaire?" Constructive conversation will not come out. There will be a game of attack and defense. And this is not what the leader needs.

Involve the employee in the discussion - let them speak.“What do you think a customer who wanted to place an urgent order but could not get through to us at 9:30 am will do? What can be done to prevent the recurrence of such situations? " Let him say. Firstly, it is a good way to stimulate the employee's independent thinking on the topic under discussion and his responsibility for the decisions that you agree on during the discussion. Secondly, without giving a word to an employee, you can deprive yourself of important information and even get into an awkward position. I witnessed a situation when the boss reprimanded an employee for violating the deadlines for submitting a regular report - it turned out that he missed that two days earlier a new procedure was sent to the organization, which changed not only the timing, but also the reporting format: the data was now entered into a centralized system. The employee began to act according to the new instructions. So here it was necessary not to scold, but to praise.

Discuss events and actions... Not a person. Gluing a person a shortcut is a matter of minutes. “You are selfish! You only think about yourself!" Tell this to an employee a couple of times - and you can no longer expect help, mutual assistance and desire for teamwork from him. After all, he is an egoist, and you elevated him to this rank by the power given to you. Someone will be offended and withdraw into themselves. Someone will turn into your opponent. And someone will start to turn other members of the team against you. Personality is a delicate matter, don't joke with it! Find other words. “I appreciate your commitment to using every opportunity to work with a client. However, there must be reasonable boundaries. Think, what image among clients your actions can create for our company ”.

Talk about things that can be changed... This applies to those situations where you are targeting an employee to correct behavior and develop skills. Will not work: "Yes, I see that we have a problem, with such a quiet voice it is difficult to win the favor of customers." What were we thinking about when we took this employee to work? Eeee, brother ... Now I have to help her! “If you sit on this side, customers will hear you better, let's try. By the way, can we think about a microphone? "

You can praise in public, but it is better to criticize in private.

There are several reasons. Public criticism is highly demotivating. Once. We have a strong tradition of supporting the offended. So do not be surprised if, after a public reprimand, your team of allies diminishes. Two. If you are wrong (it may be, see above in point 4), you will be wrong for everyone. Do you need it? Three. Praising is another matter. And this is a whole art! “Of course, it's good that you reassured the client so quickly, but why didn't you talk about the new product?” Is this praise or criticism? Not very clear. "You managed to calm down the client so quickly - share your secret, how do you do it?" And this is much better! Praised, complimented, raised self-esteem and motivation. Which was required.

Workers have different relationships with their boss. Some speak as equals, others are afraid to take the wrong step. Usually you need to talk to your boss every day, so you need to establish contact even at the beginning of your career. A prerequisite is to show respect and build relationships on a trusting basis. Be welcoming and tolerant. Even with an evil boss, you can find a common language.

Rules of behavior

Good relationships with superiors are the key to a comfortable team environment and productive work. But each person has his own characteristics, strong and weak qualities, bad habits. You need to come to terms with this. Changing a bad, capricious boss can be very difficult, but adjusting to his characteristics is much easier.

The first thing to do is to outline the boundaries. Discuss problems in a calm tone, but defend your point of view if necessary. You can also voice your grievances. It is better to do this tete-a-tete and in a polite manner. Explain what you are unhappy with and suggest options for correcting the situation.

Do not start empty conversations about the boss in the team. Better to channel this energy into better performance. Try to help your boss achieve work goals. This will help mend relationships, gain recognition, and improve your situation.

Other rules:

1. Predicting problems. Don't be afraid to report bugs and bugs. You can unobtrusively advise how to do better or fix the situation. An experienced and wise boss will appreciate this behavior and will thank you for your help. If the attempt is unsuccessful, it is better not to do this a second time.
2. Ask for advice. In difficult situations, when the success or failure of the whole company is at stake, you can consult about working moments. Think over an action plan and agree on it with your boss. This will help you avoid mistakes.
3. Be sincere. There are bosses who have a negative attitude towards flattery and hypocrisy. Therefore, praising for no reason is a bad decision. Better to approve of his activities when you really think it is necessary.
4. Maintain neutrality. There is a purely business relationship between the boss and the employee. Better to talk to your superiors only about work topics. It happens that it is better not to make friends with him and not to impose. The optimal solution is to work for the good of the enterprise and to do your job efficiently.
5. Do not put pressure on sore spots. Instead of criticizing, please provide suggestions on how to fix the problem. If he's late for an interview, suggest setting your alarm 15 minutes before the meeting. If he forgets about meetings with customers or other important matters, remind about it. Think about what else you can help the chef, and do not waste this opportunity.
6. Reward for doing good. Often good, but demanding bosses do not hear warm words addressed to them. Compliment about leadership style, recent successes, or other merit. Do this sincerely and from the heart, and not with the aim of hearing pleasant words in return.

Even if he behaves unacceptably, stay professional. Remain calm and behave with dignity. Listen carefully and leave the office.

Five types of leaders

In psychology, there are 5 main types of bosses. The main differences between them are attitudes towards employees, personal qualities and behavior patterns.

"Know-it-all"

It is important for him to feel superior to others. Overly arrogant and opinionated. He makes decisions rashly. He believes that he knows all the working nuances. His behavior is often the object of gossip and objections. Unable to endure this, in any way he wants to punish those who spoke badly about him. It is useless to argue with him. He considers almost every subordinate to be a bad worker. He will never listen to someone else's opinion, considering it wrong. Instead of arguing, you need to use advice that will emphasize the mentor's position.

Other actions:

• ask for help with solving a work problem;
• ask for advice;
• show respect;
• ignore negative feedback, etc.

The main thing is for the leader to feel needed. Such actions will help to avoid conflicts and scandals.

"Joker"

They are great businessmen. They love to take risks, they are not afraid of defeat. Any mistake is perceived as a challenge to become better, they do not tolerate competition. Therefore, the presence of an informal leader in the team is perceived sharply and will try to eliminate it from the workplace in any way. Jokers are great bosses for those who like to work in a team. They know how to properly organize work with a focus on results. Don't try to compete. You still won't succeed, and the relationship will be forever ruined. The best thing to do is to listen carefully to the commands and deliver the work on time. Then there will be no conflict situations.

"Master"

The most common type of boss. May call late at night on a business matter or give a tough weekend assignment. As a workaholic, he doesn't know how to rest. The result of the activities of subordinates rarely pleases him, therefore, quarrels occur often. Subordinates are considered property and are often called bad employees.

How to behave with the "owner":

• set boundaries initially;
• do not take home work;
• do not stay up late at the workplace;
• don't be afraid to say no.

It is important to defend your interests. If work is not a priority, make it clear. If he calls in the middle of the night, it makes sense not to pick up the phone. Show that you welcome the division of the day into work and leisure hours. At first, the boss may be offended, but later he will cease to be so intrusive towards the employee.

"The doer"

Tasks are voiced loudly and specifically. Requires their immediate execution. Constantly positive and energetic. He always has a plan of action, which he must adhere to. Dislikes brave and initiative workers and often punishes them. It's hard for him to take time off from work early, even if the reason is good. The prize is also a rare occurrence. The only correct decision of the employee is to focus on the result. Deliver work on time, constantly improve productivity. This behavior is a guarantee of a good relationship.

"Darling"

Most polite and courteous. Has a sense of humor, loves to communicate with subordinates on work and everyday topics. Always maintains morale and cares for each employee. For him, human values ​​are more important than professional qualities.

Rules of behavior:

1. You can suggest ideas for improving the work of the team. He will definitely take them into account and try to bring them to life.
2. It is better to ask about work moments in private.
3. With him, you can not be afraid to talk about a raise or ask for a salary (if there were real successes in the activity).

Praise for success is desirable, but only sincerely. He does not welcome hypocrisy.

Conversation during an argument

It happens that the boss is the initiator of all conflicts. As a result, instead of a favorable atmosphere in the team, the situation is very tense. Then employees feel disgust not only for the manager, but also for the work. As a result, productivity is low, the mood is bad and the quality of work leaves much to be desired. Ignoring constant insults or pretending that this is a normal attitude is not worth it. Sit down at the negotiating table and have a quiet conversation. It is advisable to have with you evidence of the negative impact of the boss. These can be emails, voice messages, SMS.

The worst thing a female employee can do during an argument is to cry. Even in a conflict situation, it is necessary to behave with dignity and not show weakness.

Rules to follow in case of a quarrel:

1. Do not stoop to the level of the boss. Yelling back is the worst thing an employee can do. Wait for the boss to calm down, and only then give your opinion about the quarrel.
2. Interruption of the conversation. There are people who cannot listen to insults for a long time. Then it is better to apologize, interrupt the conversation and leave the office. Ask to continue the conversation after the boss calms down and comes to his senses.
3. Focus on the problem. If you are being scolded for a problem that you really made, you need to listen carefully. Try to ignore aggressive behavior. Think about how you can fix the error or ask for advice.

In any quarrel, you need to behave with dignity and not speak in a raised voice. This can only make the situation worse. Excessive emotionality is a sign that a person cannot adequately assess the situation and quickly find a solution. In this case, anger and aggression are defenses.

Ways to solve problems

It often happens that an employee tries to explain to his boss that he was wrong or suggests that he forget about the conflict, but he does not back down. As a result, every day is accompanied by quarrels and scandals. If the boss constantly reproaches and shouts something, you should think about changing jobs. To tolerate this behavior is disrespect for yourself. There are hardly any career prospects in this workplace. You need to take care of your health, especially mental health.

Another good decision is to move to another department if the work in the company suits you. It is necessary to find out in advance if there are vacancies and talk with employees about their boss. But asking for a transfer to another department or department is worth the head of the entire company. Explain the situation clearly and ask for help.

If an employee has become a victim of discrimination by superiors, it is worth contacting the appropriate employee protection authorities. There are conflicts that cross the line of the law, and the initiator demands punishment.

Conclusion

Often, employees don't know how to deal with the boss. Some begin to be hypocritical, others - to criticize and discuss his every action with colleagues. But it is important to learn how to build trusting relationships. In a conflict situation, it is necessary to behave with dignity. Try to overcome excessive emotionality and discuss everything in a normal setting. If, even after several conversations with a clarification of the relationship, it was not possible to eliminate the misunderstanding, it is worth thinking about dismissal. Sometimes this is the only correct decision.

NS After being appointed to a managerial position, each newly-made boss involuntarily thinks about how to properly build relationships with his subordinates. Most executives simply don't know where to start, which is why they face many challenges. By analyzing the most common misconceptions that prevent you from establishing good business relationships with employees, you can draw the right conclusions.

Typical head mistakes

Guided by good intentions, many people, having received even a little power, begin to make gross mistakes:

• Choosing an overly authoritarian style of behavior Complete disregard for subordination.

  Of course, both of these paths can lead to big problems in the relationship between the boss and his team.
  If the leader immediately begins to put pressure on his subordinates, clearly demonstrating his superiority, this will cause a negative reaction from others. Choosing the second path - the course for maximum rapprochement with employees, the boss risks completely losing his authority in the team.

  Golden mean

  Each leader must determine for himself exactly where the line separates the correct model of communication with subordinates from the wrong one.

  Of course, the task of any bosses is to organize the work of the enterprise (firm, plant, company, etc.) so that all the tasks assigned to the employees are fulfilled. But this does not mean that you can demand the impossible from people, therefore, first of all, try to set realistic goals for the team.
  A good and attentive boss always acts not only in the interests of the company (department, division, etc.), but also takes into account the opinion of his employees. As soon as your subordinates understand that you reckon with them, they immediately change their attitude towards you for the better.

  Little control tricks

  • Use the right motivation in the process of assigning tasks to employees. If you are going to praise a subordinate, do it publicly, in the presence of the entire team. It is not worthwhile to sort out the shortcomings and scold the guilty employee in front of everyone. It will be better if the unpleasant conversation is held face to face. Immediately define the basic principles that will guide you as you work. You should not rush from one extreme to another and constantly change your style of behavior. You should not maintain friendly relations with employees who occupy less significant positions. This may at some point prevent the manager from making the right decision, objectively assessing the merits of employees, etc. Antipathies should also be left outside the office. If any of the subordinates you do not like as a person, try to focus on his business qualities. Treat subordinates in a respectful manner (best of all, by name and patronymic) You can only make complaints in a polite manner, it is unacceptable to be rude, raise your tone, be personal, etc. The leader should not take someone else's position during disputes or conflicts. Its main task is to unite the team, not separate it. Try to articulate your thoughts clearly and clearly to avoid ambiguous interpretation of your instructions by employees. Do not let the work take its course, control not only the end result, but also the process of completing tasks. Think positively. Even if you need to communicate something unpleasant, you should not start the conversation with negative information.

    Of course, not every leader manages to immediately choose the only correct tactics for communicating with subordinates. In most cases, this is a path of experimentation: only by making mistakes can you develop the right model of behavior.