Communication with your boss: basic rules. How to build a relationship with your boss - be smarter than the tyrant boss

Work is one of the most important aspects In human life. Being successful and getting promoted is the dream of any employee. But how to avoid mistakes and achieve progress faster?

To do this, you need to talk correctly with your superiors.

We mostly understand how not to talk to your boss. However, very often employees say things to their boss that they should never say, even though these are not such obvious mistakes.

Some phrases have the effect on bosses like a red handkerchief on a bull (yes, we all know that in fact bulls are irritated by movement, not color, but the expression about color still does not die).

Let's look at what phrases it is highly undesirable to use in a conversation with your bosses and what exactly is annoying for all bosses.

It can't be done

If the boss says to do something, he is sure that it can be done. And you shouldn’t immediately say “no, this is impossible” - most managers will immediately become convinced that you simply do not want to complete the task.

Ask - what then to do if the task is truly impossible? In general, the paradox is that there is no special way out.

Try to gradually modify the task, remove or add some points that make it easier to complete - but you shouldn’t say “it’s impossible to do.”

Well, or find yourself an assistant - but don’t immediately say that this is none of your business and you won’t do anything.

Perhaps the manager simply has no choice - all the employees are busy, and he found you to do the necessary work. He may even be aware that this is not your job, but another reminder of this can infuriate the boss.

This is not my responsibility

Another phrase similar to the previous one. Nowadays, many office workers, having read advice on how to behave with management, when asked to do this or that, say that this task is not part of their duties (for example, the boss tells the manager to run for coffee).

The whole truth is that the duties of an office worker do not include many things that have to be done. And some things, for example, games on an office PC or communication on VKontakte or Odnoklassniki, were never included in the official instructions at all.

However, the lion's share of office workers do this during official hours, which most bosses are aware of. Therefore, do not be surprised if, in response to such a phrase, you have to give up pleasant little things, like late coffee or the same Odnoklassniki.

Is it really that important?

In general, by default it is believed that if the boss says something or asks for something, it is already important. And if you are told to finish a certain project by a certain deadline, you have to do it.

And asking whether it is important, or whether the project really needs to be completed by a specified date, is to irritate management.

It's obvious

If you say this to your boss, he may feel that you think you are smarter than him. It is clear that no one will like this, and even less so the manager. If the things your boss talks about are obvious to you, you still shouldn’t show it clearly.

I'm just broken after last night's party

Well, this is generally stupid - and yet, some employees, when asked by their boss about why you are working so slowly, answer that they are “tired from last night’s party” or even say that “I have a hangover.”

Agree, none of the managers will be interested in such information.

I don't get paid for this

99% of the time you will be wrong when you say this to your boss. It is clear that they may indeed add some responsibilities to you, but answering like this means hastening your dismissal or simply turning management against you.

Come up with something else - for example, say that you are too busy with other responsibilities, or that you need to finish a certain project first.

In general, still think before you speak - and this advice applies not only to conversations with your superiors, but also with everyone around you.

In his book, Bruce Tulgan addresses a key issue modern managers- the epidemic of “undermanagement” - and offers concrete steps that will help you become a strong manager who: clearly voices his expectations to employees, regularly receives and analyzes feedback, corrects the mistakes of subordinates in a timely manner and rewards them for success even faster.

Do you spend a lot of time talking with employees? You discuss hundreds of topics: “How was your weekend? Was your son's birthday a success? Have you seen this TV show? You may want to talk to employees about their personal business to build stronger connections with them. However, this approach interferes with managerial relationships. When the discussion turns to work-related issues, you may not always be able to take full advantage of your power. If you have a complex assignment, you sometimes have to put pressure on the employee. And in such a situation, you suddenly change your tone and begin to talk seriously, hastily, and sometimes too emotionally with him about work. And at this moment the employee may well say something like: “Hey, I thought we were friends?!” And you can forget about the previous mutual understanding.

I call it Dr. Jekyll and Mr. Hyde. If you build relationships with employees by communicating with them about personal matters, like close friends, then in situations where the conversation turns serious, and this always happens, sooner or later, you must take on a completely different role. You go from Mr. Bosom Friend to Mr. Boss Jerk and stay in that role until the problem goes away and you get a chance to return to being Mr. Friend again. Only now Mr. Friend is already starting to seem like a fake, and Mr. Boss will have to fight for his rights.

Talk about work

If you want to be Mr. Friend to your employees, you can have a beer with them in the evening. However At work you have to be the boss. Your role is to maintain overall focus on the work and help everyone show best results every day. The good news is that The best way Building rapport with your employees means actually talking to them about work. This is what you have in common. In fact, work is the reason why you are in any relationship at all. When you build rapport by talking about joint activities, you reduce the likelihood of conflict and at the same time create a relationship that will survive conflict should it arise. So talk about the work that has already been done and the work that remains to be done. Talk about avoiding mistakes, finding workarounds and making sure all resources are available in sufficient quantities, talk about goals, deadlines, norms and specifications, talk about work. And everything will be much better.

How do the most effective manager-mentors talk?

Many managers tell me: “I’m not a natural leader. I...” (You can fill in the missing ones yourself, for example, accountant, engineer, doctor, and so on). They state: “I don’t really like the management process. It involves too many difficult conversations.” In fact, these managers make it clear that they don't know how to effectively talk to employees about work.

Only a few have a special type of charisma, an infectious passion and enthusiasm that inspires and motivates people. What about everyone else? You may not be able to develop charisma, but you can very well learn to talk about work directly and effectively. You can learn to speak Right words to its employees in right time and in the right way.

The most effective managers use a specific method of communication. They adopt special postures, demeanor and tone. They can be both authoritative and responsive, demanding and supportive, disciplined and patient. This is not Mr. Friend's or Mr. Boss's style, but rather something in between. This particular way of communicating is a lot like performance coaching.

“I’ve never been a particularly good mentor,” managers sometimes tell me, “so I don’t know what it’s like.” Well, I can describe the mentor speaking in a smooth and insistent voice. He is methodical and involved. He is full of enthusiasm and assertiveness. His behavior is constantly aimed at stimulating concentration and responsibility.

Try to think of the best boss, teacher, counselor, or spiritual guide you have ever encountered in your life. Try to hear the sound and tone of his voice, and think of examples of his honesty and openness. Reflect on the impact he had on you.

When I think of mentoring, I immediately think of Frank Gorman, the greatest teacher I have known and learned from. All those years that we knew each other, Frank was focused on one thing - karate. He was fortunate to have the special charisma, passion and enthusiasm that characterize strong leaders. He is a true master at helping people gain the right degree of concentration and work hard to achieve a single goal for many hours, without even thinking about rest. How does he do this?

"The only thing that matters is yours thumbs, Frank would repeat week after week, “squeeze them, press them firmly into the palms of your hands, so firmly that the tendons of your forearms rise.” I was covered in sweat, tense with physical exhaustion, trying to look straight ahead with my jaw dropped, shoulders back, elbows tucked, back straight, legs firmly pressed into the floor, and Frank Gorman alternately screamed and whispered in my ear, “Thumbs, squeeze thumbs, that’s the only thing that matters right now.”

Another day, the only thing that mattered became something else: my eyes, my jaw, my shoulders, and so on. Finally, a few years ago, I asked, “How can my thumbs be the only thing that matters in karate? How can you learn anything when the only thing that matters is constantly changing. Every time it’s something new!” Frank smiled and replied, “No one can learn karate in a day or a year. All we have is today. What can I teach you right now? What can you concentrate on at this very moment? What can you improve in this moment? The only thing that matters is that we do here and now.”

The main thing I learned from Frank is that the relentless power of your insistent voice simply leaves the person you mentored with no choice but to focus on what they are doing right now. For those who become mentees in such a situation, the demands can be very serious, but the return on effort will be enormous. When you set people up for success in this way, the only option for them is to immerse themselves in their work, because you, unlike most people in their lives, require them to be the best. You remind them to focus on every detail. As you help them improve one skill after another, by focusing on developing the skill, they learn to concentrate. They become black belts in everything they do. And perhaps many years after they stop working for you, they will still continue to hear your voice: “The only thing that matters is what we do right now.”

Obviously, some people have O greater talent for mentoring than others. However, any person can adopt the style of communication characteristic of a mentor, coach, teacher. Should you imitate someone from your own past? Yes Just try it. This is a great starting point and you will eventually develop your own style.

You shouldn't run around the office shouting "hurray."

Sometimes managers worry that if they talk to subordinates as mentors, they will seem insincere and their words will sound unnatural. As one senior executive at a software company put it, “I won't run around the office shouting 'Hurray.' I'm not a mentor."

However, mentoring has little to do with such cries. And so good news: Truly effective mentoring simply cannot be unnatural. This is always a sincere process. And sometimes he turns out to be so sincere that you don’t even realize that you are mentoring.

This is roughly what I answered to this manager. I then asked him to recall the best examples of his own management communication throughout his career. As he began to describe his successes in management, a smile appeared on his face. And guess what? His stories were great examples of a mentor at work. He said:

“I thought of each person as an individual. Who is he, what does he think? I tried to concentrate on the work and its results, and not on the person. I chose my words very carefully. I wanted to understand as accurately as possible what I already knew and what I didn’t. I asked questions, but I also pushed the person toward specific next steps. We were right in the middle of the project, so I took extra time to share what went right and what went wrong. We then developed a detailed plan next steps, and I continued to monitor their execution until they were all completed."

Here's how exactly the boss should talk:

tune in to the person for whom you have become a mentor;
focus on specific examples of his work;
describe the employee’s work and results in a sincere and clear manner;
formulate the next specific steps

Don't wait for problems to arise before mentoring.

Quite quickly at the very beginning of our work with managers, we realized that some bosses can be considered real masters of mentoring, but many are not particularly successful at it. However, we have learned that when it comes to managing people, it is talking in a coaching manner that can lead to real action.

The trouble is that most managers only start mentoring when they are faced with constant challenges such as missed deadlines and poor quality of work or misbehavior, for example, an unfriendly attitude towards clients or colleagues. Only when managers realize that the problem is not going away do they decide to invite the employee into their office and start teaching: “I see that your performance is not going well, and we need to work on fixing it for a while.”

By this point, the participants in the dialogue may already have discomfort. The manager starts asking the employee: “What’s the problem?!”, and the employee, listening to him, thinks: “Why didn’t he talk to me about this earlier?” Often the manager’s next step is limited to saying: “Don’t do that again.” And this works, but only until the problem arises again; do not forget that if the difficulties are constant, it is probably caused by the fact that the employee either does not know what needs to be done to correct the situation, or is under power one or more bad habits that cause the problem to return, and when the problem returns, it is too late to mentor. It’s best to do this in advance so that you have time to set your employee up for success. For example, if you have a subordinate who chronically misses deadlines, don't wait for the next time it happens. Start mentoring as soon as you set your first deadline. Help the employee set milestones, and then, every step of the way, help him create a plan to meet them. Communicate with your employee more often. Discuss in advance what and how will happen when the work is completed. If you do this, then in 99% of cases this person will submit his work on time.

Stop mentoring when problems have already appeared; do it when the employees are doing great or at least just fine. Be a mentor at every stage of your subordinates' work and help them develop good habits to deprive them of the chance to develop bad ones.

Achieve extraordinary results from ordinary people

Over the years, I have been fortunate to work with many officers in the United States Armed Forces. One of the most amazing things about the military is its ability to transform large numbers of young and relatively inexperienced people into incredibly effective leaders. Take the Marine Corps, for example. The force has an officer-to-enlisted ratio of one to nine, and the Marines are forced to rely heavily on temporary leaders from within their own ranks. At any moment, one of the eight must be ready to take responsibility and lead a fire team of three comrades. The Army successfully turns ordinary nineteen-year-old boys into effective leaders. How does this work?

Recruits are trained very harshly and aggressively. Every day from morning to evening for thirteen weeks in boot camp, recruits are told exactly what to do and how to do it, and their every move is monitored, evaluated and documented. Challenges are not ignored, and any reward, no matter how small, must be earned through hard work, but even after the first period of training is completed, this aggressive, thorough and thoughtful mentoring of Marines continues daily. When it comes to developing new leaders, the Marine Corps is, as always, incredibly methodical. Marines are learning mentoring techniques. They learn to tune into each soldier's wavelength, constantly discuss his activities with him and instruct him step-by-step so that tasks are performed better.

The new leader takes full responsibility for the team. He knows exactly who, where, why, when and how he is doing this or that business. He makes his expectations very clear. He tracks, measures and documents the results of his subordinates. He solves problems as they arise and the team leader takes care of his foot soldiers. As a result, the average nineteen-year-old is often a better manager than many managers with decades of professional experience.

“We have to get extraordinary results from ordinary people,” a Marine officer told me. - AND the only way The way to do this is to squeeze these results out of every person every day through tireless and active leadership work at every level of the hierarchy.”

Marines call this tireless and proactive leadership. I call it mentoring - learn to talk like a boss-mentor and squeeze extraordinary results out of every ordinary employee.

Workers and their boss get along well different relationships. 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 at the beginning labor activity. A prerequisite is to show respect and build relationships on a basis of trust. Be friendly and tolerant. Even with an evil boss you can find a common language.

Behavior rules

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

The first thing to do is to outline the boundaries. Discuss problems in a calm tone, but if necessary, defend your point of view. You can also voice your dissatisfaction. It’s better to do this one-on-one and in a polite manner. Explain why you are unhappy and offer options to improve the situation.

Do not start empty conversations about the boss in the team. Instead, use that energy to improve your performance. Try to help your boss achieve work goals. This will help you build relationships, gain recognition, and improve your position.

Other rules:

Forecasting problems. Don't be afraid to report bugs and errors. You can unobtrusively advise how to do better or correct the situation. An experienced and wise boss will appreciate this behavior and thank you for your help. If the attempt is not successful, it is better not to do this a second time.
Ask for advice. IN difficult situations, when the success or failure of the entire company is at stake, you can consult about work issues. Think over an action plan and agree on it with your boss. This will help avoid mistakes.
Be sincere. There are bosses who have a negative attitude towards flattery and hypocrisy. Therefore, praising without reason is a bad decision. It is better to approve his activities when you really consider it necessary.
Maintain neutrality. The relationship between the boss and the employee is purely business. It is better to talk with your boss only about work topics. It happens that it is better not to start with him friendly relations and not to impose. The optimal solution is to work for the benefit of the enterprise and do your job efficiently.
Do not press on sore spots. Instead of criticizing, communicate ways to fix the problem. If he is late for an interview, advise him to set his alarm 15 minutes before the meeting. If he forgets about meetings with customers or other important matters, remind me of this. Think about what else you can help your boss with, and don’t waste this opportunity.
Reward for good deeds. Often good but demanding bosses do not hear kind words addressed to them. Give a compliment about leadership style, recent successes, or other accomplishments. Do it sincerely and from the heart, and not with the aim of hearing pleasant words in reply.

Even if he behaves inappropriately, remain professional. Keep 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 the attitude towards employees, personal qualities and behavior pattern.

"Know-It-All"

It is important for him to feel superior to others. Overly arrogant and self-confident. Makes decisions thoughtlessly. Believes that he knows all the working nuances. His behavior often becomes the object of gossip and objections. Unable to tolerate this, he wants to punish in any way those who spoke badly about him. There is no use arguing with him. He considers almost every subordinate to be a bad employee. 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 avoid conflicts and scandals.

"Joker"

They are excellent businessmen. They like to take risks and are not afraid of failure. They perceive any mistake as a challenge to become better and do not tolerate competition. Therefore, the presence of an informal leader in the team is perceived sharply and they will try to eliminate him from the workplace in any way. “Jokers” are excellent 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. Nothing will work out for you anyway, and the relationship will be ruined forever. The best thing you can do is listen carefully to the commands and submit your work on time. Then conflict situations will not arise.

"Master"

The most common type of boss. May call late at night regarding a business matter or give a difficult task for the weekend. Being a workaholic, he does not know how to rest. The results of the activities of his subordinates rarely please him, so quarrels happen often. He considers his subordinates to be property and often calls him bad employees.

How to behave with the “master”:

initially set boundaries;
do not take work home;
do not stay late at work;
Don't be afraid to say no.

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

"Doer"

He voices tasks loudly and specifically. Requires their immediate implementation. Constantly positive and energetic. Always has a plan of action that he always adheres to. He does not like brave and enterprising workers and often punishes them. It’s hard for him to ask to leave work early, even if the reason is good. The award is also a rare occurrence. The only thing correct solution employee - focus on results. Submit work on time, constantly improve productivity. This behavior is a guarantee of a good relationship.

"Darling"

The most polite and courteous. Has a sense of humor and loves to communicate with subordinates on work and everyday topics. Always maintains morale and takes care of every employee. For him, human values are more important than professional qualities.

Behavior rules:

You can offer ideas to improve the team's work. He will definitely take them into account and try to implement them.
It is better to ask about work issues in private.
You don’t have to be afraid to talk to him about a promotion or ask for a salary (if there were real successes in your activities).

It is advisable to praise for success, but only sincerely. He does not welcome hypocrisy.

Conversation during a quarrel

It happens that the boss is the initiator of all conflicts. As a result, instead of a favorable atmosphere in the team, the atmosphere is very tense. Then employees feel disgusted not only with the manager, but also with the work. As a result, productivity is low, mood is low and the quality of work leaves much to be desired. There is no point in ignoring constant insults or pretending that this is a normal attitude. Sit down at the negotiating table and have a calm conversation. It is advisable to have evidence of the boss’s negative influence with you. This could be emails, voice messages, SMS.

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

Rules to follow during a quarrel:

Don't stoop to the boss's level. Yelling back is the worst thing an employee can do. Wait until the boss calms down and only then express your opinion about the quarrel.
Interrupting a conversation. There are people who cannot listen to insults for long. Then it’s 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.
Focus on the problem. If you are being criticized for a problem that you actually caused, you need to listen carefully. Try not to pay attention to aggressive behavior. Think about how you can correct the mistake 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 a protective tool.

Ways to solve problems

It often happens that an employee tries to explain to the boss that he was wrong or suggests that they 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 about something, you should think about changing jobs. Tolerating such behavior is disrespect for yourself. There are hardly any career prospects in this workplace. You need to take care of your health, especially your mental health.

Another right decision is to move to another department if you are satisfied with the work in the company. It is necessary to find out in advance whether there are vacancies and talk to employees about their boss. But asking for a transfer to another department or department is the responsibility of the head of the entire company. Clearly explain the current situation to him and ask for help.

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

Conclusion

Often employees do not know how to behave with their boss. Some begin to be hypocritical, others begin 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 environment. If even after several conversations to clarify the relationship it was not possible to resolve the misunderstanding, you should think about dismissal. Sometimes this is the only right decision.

I am often asked: “how to talk to my boss so that I can be understood”? Or: “how to talk to the boss so that he raises my salary”? Indeed, have you noticed that when your bosses give you and me some kind of overtime task at work, they do it easily and freely, but when it’s our turn, we are timid and often it becomes very difficult for us, and sometimes Is it completely impossible to defend your rights? So why can’t you and I talk to our superiors “on an equal footing” when we really need it?

The thing is that my boss and I speak “ different languages" What does it mean? I'll try to explain...

The higher position a person occupies on the social ladder (this applies, first of all, to how he is used to earning money) - the more strongly this affects his manner of behavior in society with other people. It is unlikely that I will discover America by saying that even if we dress a janitor and an entrepreneur in the same clothes, it will be enough for us to exchange a couple of phrases with them to understand “who is who” (who is who). And the point here is not at all in the amount of money, but in the ability to think and perceive the surrounding reality. Each of these people will have their own reality, and the reality of a janitor will be very different from the reality of an entrepreneur.

Of course, the above example is highly exaggerated, but it reflects the essence of things. Your boss is, first of all, a person accustomed to making decisions. Despite the fact that he, like you, is employed, his responsibilities include making a little more decisions than you are used to making in your line of duty. And there is nothing scary or shameful about this, because if, for example, you like your profession and you fully realize yourself through it, then you don’t need any decision-making.

The leader's behavior influences the relationship between the boss and the subordinate. In some teams, specialists idolize their leaders, while in others they feel fear when entering the office for the next meeting. Some departments work like good clockwork, even when the manager is absent from the workplace. While employees of other departments drink coffee and discuss personal news. Let's figure out which management skills of heads of departments and services influence the organization of effective work teams, and which ones actively ruin them.

Rules for communication between a manager and subordinates

Communication with subordinates is an art that needs to be learned. By managing an organization's most valuable resource—its employees—you can either achieve outstanding results or fail to perform simple work tasks well.

The most effective managers are able to communicate with their subordinates in such a way that employees are enthusiastic and interested in their work and value the achievements of the entire team.

The basic rules of communication for such leaders are based on several basic principles:

Self-respect and respect of subordinates.
Targeted impact on employees.
Assessment of achievements.
Providing feedback.
Regular monitoring of task completion.

Both managers and subordinates, when gaining work experience, acquire a lot of stereotypes along with it:

bosses believe that their employees are not much different from everyone else;
Employees often expect criticism rather than praise.

It’s bad that a manager can afford to tell a subordinate that he has not lived up to his trust and is not much different from others. Such phrases greatly reduce employee motivation.

It is important to carefully study the results achieved and use constructive criticism aimed exclusively at work or tasks performed incorrectly, and not at your attitude towards mistakes in general.

It should be remembered that any unfounded generalization leads to a deterioration in mutual understanding between the boss and the subordinate.

Let's get into the situation

One of the mistakes managers make is considering the work situation as a typical one, which was once already in their experience. From here it appears a large number of stereotypical decisions, instructions and orders that are distributed to subordinates.

As a result, there is not a single leader who would not say at least once in his career: “How did I miss... Why didn’t you tell me...”. This happens because the situation is assessed inattentively, without taking into account the nuances and influence of new conditions.

Therefore, in order to form effective ones, it is important study the situation before taking action or motivating employees to take action.

We weigh decisions

Solving a problem quickly is often considered a necessary skill. But in fact, high speed does not always guarantee maximum positive effect. This is especially true for decisions related to punishing subordinates for failure to complete or poor performance of assigned tasks.

If emotions run high, then there is a high probability that the chosen punishment will be unnecessarily harsh.

Therefore, before making a decision, you need to calm down and check for yourself whether what is supposed to be a punishment is adequate for the offense.

We give feedback

Feedback and the ability to provide it is one of the most important skills of any leader. Responsible officer interested in receiving an assessment of his actions - both right and wrong. Understand how satisfied the company is with his work.

Feedback allows

analyze the results of work together with a subordinate;
understand the reasons for failures;
praise for high performance;
create motivation for change and development;
correct the employee's actions.

Basic principles of feedback transmission

Timeliness. The assessment should be provided soon after the event or task is completed, not a week or month later.
Specificity. It is necessary to discuss specific actions, and not the entire work experience of the specialist.
Feedback is a dialogue between a subordinate and a manager, and not a monologue from a boss. It is necessary to ask the subordinate’s opinion about what happened, his vision of the situation, and the solutions that he himself could propose to correct it.
Prohibition on discussing the personality of a subordinate. Can only be discussed specific action, a fact, but not the man himself and his professionalism as a whole.
Focus on obtaining a specific result, and not on the process of discussing the situation itself.
With the doors closed. Communication must be strictly individual, without the presence of third parties. If criticism is made during the delivery of feedback, the presence of strangers will sharply reduce the subordinate's motivation to change behavior.

Clear position of the leader

The leader's inability to adhere to his point of view, permanent shift attitudes towards work situations worsen relationships with subordinates.

Employees consider such a boss to be inconsistent, unsure of himself and his decisions.

If, for some reason, the manager has not yet formed an opinion, then it is better to first understand the situation, and only then voice his point of view to employees.

Team management is not only about setting tasks and monitoring their implementation. Not all employees have sufficient experience to complete the task efficiently. Taking this into account, you need to be ready to help the employee with advice and give additional time. In some cases, temporarily assign a more experienced employee.

We set specific goals

A clear statement of the goal is the key to obtaining a quality result. Aimless work gives rise to the feeling of useless work without end and beginning, going to work for the sake of the process, not the result.

To increase employee motivation, it is important that goals helped the professional development of specialists. Showed how employees work allows the company to solve ambitious problems.

If completing a task involves achieving several goals, you need to prioritize, showing which ones are the most important.

Assessing the consequences

When making any management decision, the manager is obliged to assess how it will affect not only the overall production process, but also the further interaction of subordinates with each other. This is especially true for rewarding and punishing employees, resolving situations and internal contradictions a team.

It is also important to assess the influence of the leader’s behavior and his management style on the general climate in the department: Does the boss add enthusiasm and motivation to work, or discourages the desire to complete tasks?.

We control the results

Lack of control over task completion breeds irresponsibility. Each employee must know that the task assigned to him will be checked. Any result, even the most ineffective, can be regarded as satisfactory if there is no control.

But even if the deadlines for completing a task are determined, and in the end there is no control on the part of the boss, then employees get used to the fact that their work is not checked. The department will show poor performance in the future.

We evaluate ourselves soberly

At some point in time, individual managers develop the illusion of permissiveness, since only the result is important, and the people performing the tasks are a variable value.

There is only one cure in this situation - healthy self-criticism. And subordinates will quickly signal to such a leader that he is going beyond what is permitted: more complaints from employees arise against the boss, refusals to obey orders appear, specialists openly declare that they deserve respect, and not constant prodding and criticism addressed to them.

Effective managers always define their development horizons and strive to learn new technologies for personnel management and production processes.

By following the basic principles of business communication, the manager will be able to achieve high results in the work of the department, and employees will be happy to come to work and complete assigned tasks.