Communication with subordinates: how to establish business contact. How to build an effective working relationship between a boss and a subordinate

The effectiveness and satisfaction with the work of both the boss and the subordinate directly depend on how well their relationship with each other is established. By relations we mean the communicative process, communication, exchange of information.

Business communication is a formal relationship within the framework of professional activities, but despite this, people remain people, even when they are at work. The inclusion of a psychological element in the communication of the manager - employee, taking into account not only cold-blooded logic, but also the emotional component, significantly increases work efficiency, eliminates interference in mutual understanding, stimulates the work of subordinates, and even makes it possible to influence the leader.

Most often, employees recall emotions when it comes to their personal experiences, forgetting about the ability to feel the manager, for example, to take time off from work, not complete a task, or justify their mistakes. Leaders, on the other hand, remember the ability of a subordinate to feel when it is necessary to emphasize, exaggerate negative personal qualities employee or want to assert themselves, using, abusing managerial status. And as a result - the efficiency of work does not change in better side. What to do?..

It is much more effective to remember the inner world of another person in order to achieve your own goals, and with a plus sign (a strategy for achieving success, not avoiding failure). In other words, to increase work efficiency (what the manager needs) or increase wages, build relationships with superiors, achieve promotion career ladder(potential target of employees).

The ultimate dream of both management and subordinates is NOT to work less and get more. The time that people do not work, they spend on something, or would like to spend, and money is just a means to achieve other goals, no matter how consciously they are chosen.

A mature person who has figured out her needs brings more joy, more interesting is not aimless entertainment or communication just to pass the time or get rid of boredom, but activity, and moreover, one that meets her personal motives (see below), while she sees the result the value of your work.

Motives as a way to stimulate labor.

The need for communication (to be part of a team);
Self-affirmation (career growth);
Independence (be your own boss);
Stability (reliability, confidence in the future);
Growth as a professional (curiosity, interest in this particular activity);
Fairness (need to be rewarded for a job well done);
The need to be better (competitiveness).
“Give a man what he wants so that he wants to give you what you want.” The only thing is, if your leading motive is, for example, stability, it is not at all necessary that it is also in the first place for your manager or subordinate.

For example, the Method for diagnosing the personality orientation of B. Bass (the Smekal-Kuchera Questionnaire) or the Method for diagnosing the socio-psychological attitudes of a person in the motivational-need sphere of O.F. key" to a person.

Relationships are established by the boss, the subordinate understanding of what exactly the other person is satisfied with first of all (or to the least extent). Let's put it aside for a while financial side. In the article “Psychology of wealth and poverty. How much money do you need to be happy? It has already been mentioned what hidden, unconscious or poorly realized motives can push a person to enrichment for the sake of enrichment, power for the sake of power, otherwise, to dependence on money.

Work should become not just a place where a person goes to get a guaranteed salary, but something more. Otherwise, just a cosmic amount will be needed, and even it, quite possibly, will not meet the main motives of a person. Now we are not talking about the accumulation of a large amount in a short time with further dismissal (downshifting, for example). Work makes a person happy if he can reveal his potential on it, apply his abilities, see his professional growth, labor productivity, feel competent, valuable, necessary.

Therefore, it is in the interests of both the manager and the boss to know about each other's leading motives, to have an idea of how satisfied they are, and to emphasize how the success of work contributes to the achievement of the individual's personal goals.

In this situation, the manager has more opportunities, it is easier for him to identify the leading need of the employee, and to focus on motives that are important for the employee.

When you have to communicate with the boss, you should remember that he is the same person, and his status, powers and duties do not deprive him of simple human traits, personal qualities. It is not at all necessary to ask for a friend to the leadership. But to see a person under the mask of a leader, to know his values (namely, to know, and not to assume based on your own) is a must for building relationships and comfortable communication.

Therefore, feedback must be present in communication. For example, if you, as a boss, explain to one of your subordinates how work needs to be changed, this is only the beginning of the transfer of information. For communication to be effective, your employee must tell you, in their own words, how they understand the assignment and your expectations for their performance. The exchange of information occurs only when one party gives information and the other receives it. If something is not clear to you or objectively does not suit you in the behavior of the leader, you should say this, focusing on the expected successful result. You have the right to always independently evaluate your condition during communication with the manager. The main thing is that your words do not sound like an excuse for not wanting to complete the task or criticism of the behavior of the leader.

Leaders can make a number of common mistakes which will ultimately have a negative effect on the result of the work. Unfortunately, they are committed by both young and experienced bosses.

These include:

familiarity;
patronage;
indifference to work;
excessive emotionality;
uncivil speech.

For example, indifference to work negatively affects others. If one of the colleagues is not interested in his work, and he does not fulfill his tasks, then his colleagues can also take over. An indifferent leader will not be able to motivate his subordinates to work effectively.

Ethics implies that the boss should have a good relationship with the wards, but they should not go beyond the boundaries of decency and business communication. The ethics of a subordinate assumes that he should not have a negligent attitude to work, and he must complete the tasks assigned to him on time.

Why does a subordinate argue with a leader?

The team is not without misunderstandings, but there are situations when an employee constantly argues with his boss. Protracted disputes can lead to conflict between the leader and the subordinate. It is only worth stopping disputes when an employee is trying to avoid work in this way. In other cases, you need to listen to the employee and make it clear that there is no reason for concern. Let's try to figure out why the employee starts arguing, and how to behave in such situations:

afraid of the new. In this case, a standard psychological reaction is triggered. A person worked according to methods known to him and well-established mechanisms, and here he is offered alternative way. Naturally, he tries to resist. In this case, you need to let the ward speak out, give him arguments that the new task is doable.
Attracts attention. In this way, he tries to show others that he is not an outsider, and the management notices him. In this case, it is worth giving the opportunity to speak out, regularly devoting time to it. You can also turn the situation into a joke, or pay attention to him as exaggeratedly as possible.
Confidence that they are not listening. The origins of this problem, most likely, lie in childhood, when parents did not take him seriously and did not allow him to speak out. As a result, the employee tries to compensate for the lack of attention in adulthood. Let your mentee talk, ask other colleagues not to interrupt him, and mark the time when he can speak. You can then return to the discussion.
Helplessness. The employee has a feeling that he will not cope with the task assigned to him. The right decision will listen to him and then explain that the task is easy to complete.

What should be the relationship between the leader and subordinates?

The leader is the key figure in the team. The atmosphere in the team and the efficiency of work depend on how he behaves, encourages and punishes. For lining up good relations between a leader and a subordinate, it is necessary to remember the following:

it is necessary to treat your subordinates in accordance with their merits, and not rely on sympathy or antipathy;
regularly demand the implementation of urgent tasks;
exclude the use of profanity both on the part of the management team and on the part of subordinates;
do not accept flattering remarks and compliments.

The ability of a leader to influence subordinates will help to increase the effectiveness of work. For example, a young doctor in a polyclinic slowly accepts patients, a large queue gathers in front of the office, about which patients regularly complain to the head doctor. A conversation will help resolve this situation for the better. Maybe, young specialist Lack of knowledge and skills. The head doctor can convince his ward not to be afraid and seek help, then positive results will not make you wait long.

How to improve communication between departments?

The ability of employees from different departments to interact with each other also affects the efficiency of work and the final results of activities. If the manager has distributed the task among several departments, and one of them does not fulfill his part, then this affects the final result.

To avoid possible conflicts between departments, first of all, it is necessary to determine how often teamwork is needed. After that, you can select tools for effective work:

Regular meetings with managers and employees. When a manager regularly holds meetings with his deputies and heads of departments, information reaches ordinary employees quickly and in an undistorted form. Also, heads of departments and divisions should regularly talk with their wards. So the management will know how things are in a particular department, what tasks have been completed, what are in progress, and how this process can be accelerated. Such meetings help feedback between leader and subordinates.
Combine different departments to complete one project. Such work helps employees to exchange experience and bring to the project various ideas and innovation.
Allow employees to move from one department to another. Thanks to this, employees will not have professional burnout, they will know the specifics of the company's work from different angles.
Create an internal information portal. With its help, employees can communicate with each other, exchange information and ask for advice from more experienced employees and the boss. With the help of this portal, the manager will be able to communicate with subordinates. He will also see what other departments are doing and how their work is built.
Joint recreational activities . On them, employees can recognize their colleagues from the other side. As a result, communication in working time improve and increase the efficiency of teamwork.

COMMENTS BY SPECIALISTS

Management practitioner, conflict management expert Marina Fomina:

Relationships, both official and personal, are always a multilateral and multifactorial process. To simplify, all factors can be reduced to personal (depending on character, personal attitudes, beliefs), business (depending on normative documents, level of training, professionalism) and situational (depend on specific situation). And it is often difficult to determine what exactly is decisive, because people tend to mix personal, business and situational.

A favorable atmosphere in the work team is the conditions for the implementation of the two most important components: work task and quality relationships. Therefore, it makes sense for a leader to learn how to maintain this balance. If the manager is focused only on the task and does not take into account the human component, then the risk of professional burnout of employees is high. People are not robots and it is important for them human factor. The other extreme is also dangerous - a focus on relationships without regard to why people actually gathered in this organization. Then the manager can lose employees focused on achievements and technology, and stay with employees who go to work to chat for life. Both extremes are detrimental to the organization in today's conditions.

I advise each leader to determine for himself how he is more comfortable taking into account these conditions.

Ksenia Skachkova, Head of Customer Service at SKB Kontur:

— I am of the opinion that the manager is 100% responsible for organizing the work of his department or unit. The relationship between the manager and employees depends on how this work is built. There are several management mistakes that can ruin relationships within any, even well-coordinated, team.

The manager does not explain the purpose of the work

There can be two reasons: either the goals are not formulated - “we are working”, or the goals are formulated by a narrow composition of managers and are not communicated to employees.

The leader does not make the system transparent

“How is the result, the effectiveness of my work evaluated? Why by such rules? How can I get annual bonus? What do I need to do to get to the next position on the career ladder? These are the questions most employees ask themselves. If the answers to them are unclear and ambiguous, this causes misunderstanding, negativity, and demotivation of employees.

The manager does not give feedback to the employee

We are talking about both positive and negative feedback. Systematically allocate time for feedback to your employees, and if you have a large team, teach this to line managers.

The leader does not participate in the life of the department

It is very important in a pile of strategic tasks, budgets and plans to take over the world not to forget to participate in daily work of your team. A mandatory minimum is regular meetings with key employees.

How to improve the work of your organization, you will learn at the online marathon

How to build relationships with new subordinates, if you have recently taken on a new position, remains relevant for many leaders.

After all, the first problem that the newly minted boss faces is the perception of him by people. Any of his orders or decisions are now widely discussed behind the scenes and often criticized, and a lot depends on the sequence of his actions, values and, above all, leadership qualities.

You can't make a first impression twice. And our relationships in practice are very much built on the basis of, if not the first impression, then the first communications - for sure. And situations are not uncommon when later, after many months of joint work, subordinates, with surprise for themselves, begin to admit that their new leader is not so bad. Until then, they continue to secretly sabotage his orders, working carelessly, and discussing the shortcomings.

What should be done in the first place to prevent this from happening? The most common mistakes are:

the desire to do everything at the same time;
attempts to "bribe" the relationship;
ignoring the real problems of subordinates;
manifestation of negativity in conversations.

So, the first step in a relationship is to figure out what motivates each subordinate to work, and understand what exactly should be stimulated to increase work efficiency. Of course, the right reward is something that satisfies a basic human need - no matter if it's money or respect. And if public recognition is valuable for an employee, then instead of a cash bonus, it might make sense to reward him with a bonus trip, advanced training, where the best employees gather, something like that ...

Today the leader, especially in large companies, is increasingly dealing with ambitious and ambitious employees, in terms of intelligence, education or professional experience, often not inferior to the boss, and often surpassing him. Therefore, experienced leaders are interested, first of all, in soft and conflict-free management methods. Creating a benevolent atmosphere builds a favorable psychological climate of mutual trust and cooperation and stimulates work much better than manipulation and punishment.

Most often, the problem in the boss / new subordinate relationship is not that the person misunderstood something or did not see practical benefits for the organization, but in the plane of interpersonal likes / dislikes, since he did not find benefits for himself personally. Of course, the manager should not forget that the staff, for the most part, has completely different goals and objectives than the business owners: they did not come to build a business, but only to earn their salary. It's not their company, after all. Therefore, the more clearly you find out why the new employee does not accept your point of view, the easier it will be for you to work with him further.

In addition, your orders should not carry irony or double meaning. Remember that "if something can be misunderstood, it is bound to be misunderstood." Therefore, such turns of speech are more preferable, such as: “This is necessary for our company ...”, “It will be better if you ...”, “It is necessary that we do not have ...”. In this way, you will identify your requirements with the interests of the organization, and not with interpersonal relationships.

It is also worth avoiding that the process of giving orders turns into an extra reason to show their superiority, in this way some managers try to solve their own problems at the expense of subordinates. psychological problems. Therefore, give Special attention intonations. The perception of an order given in an emotional form is always worse, since a person’s attention is focused not on the essence of the order, but on the attitude towards his personality, which immediately entails a protective emotional reaction, which, in turn, blocks the analytical activity of the brain. Remember that the human brain can work either with logic or with emotions, and, as you know, negative emotions always block rational thinking. The interrogative form of the order is well perceived by people. Of course, everyone understands that the request of the boss is his veiled form, but with this method of communication it is psychologically more difficult to refuse: “Dear Vasily Ivanovich, could you tomorrow ...?”, “Valeria, would you agree ...?”, “Do you have You an opportunity, Yulia…?”

Well, if you are an adherent of innovative ideas, it is desirable, especially at the beginning of building relationships, so that the subordinate himself comes to a solution that meets your plan. Psychologists have long noticed that the best way for an employee to do what he himself considers necessary, and not what the boss orders (in fact, this does not always coincide). Therefore, ideally, the leader should not order, but create a situation in which a person himself comes to the desired decision.

By the way, in the West, such a style of management as a special way organized process is now very common and is gaining more and more popularity. In fact, people are managed in such a way that they act independently, while remaining under the supervision of a manager-mentor. This applies to everyday business conversation, and on the current control over the performance of work. Naturally, such an approach requires good knowledge psychology and is the highest class of leadership of people who in this case feel completely independent. But as a result, the trust that they feel, the demonstration of respect, is the best motivation for further effective activity.

Optimization of the relationship between the leader and the subordinate is one of the most important ways of the educational influence of adults on the younger generation. This kind of communication and interaction is basically not limited to solving only production tasks. It goes beyond program contact, extends to various spheres of human life.

Expanding the scope of communication beyond the work process gives the manager additional information about the person and forms the basis for influencing daily activities. This makes it possible to optimize relationships, improve work management.

Favorable relations in the process of joint activities of the leader and subordinate due to the style of leadership, means of organizing the production and educational processes of labor. Among the many styles of leadership in activities, five typical ones are most clearly manifested.

The democratic style of leadership compares favorably with the fact that the solution of the problems of the team and the subordinate takes place with the participation of everyone, which stimulates activity and independence. An active involvement of the individual in the common cause of the team is formed. Under such conditions of leadership, the leader shows a certain tolerance for the critical judgments of his subordinates. He strives to understand them, to delve into their personal affairs as the first among equals. Everyone discusses the problems of their activities, makes decisions, choosing best option, but the final decision is still formulated by the leader.

Managers, whose work style is democratic, constantly communicate with their subordinates, know them personal life. The relationship of such leaders and subordinates is gullible and active. A person, faced with difficulties that she cannot overcome on her own, consults with her supervisor, communication is based on openness and trust, which is a good result.

The autocratic leadership style is characterized by the fact that the leader single-handedly manages the activities of subordinates, does not rely on the assets of the group or team. He generally does not take into account the views of his subordinates; their critical remarks cause objections in him. Initiatives are often rejected.

Personal views, the points of view of employees are not taken into account, disparaging communication is limited only to the framework of a purely business relationship. Such relationships are often conflict situations in the form of hidden protest and disagreement, which sooner or later develops into an open conflict.

Dominant in this leadership style are relationships in which subordinates embark on the path of disguise and attachment. They fulfill the role desired by the leader. They behave as he wishes, which breeds insincerity and distrust. This is how adaptability comes about.

The microclimate in the team is saturated with misunderstanding, emotional tension and, to a certain extent, suppression of the initiative. The sense of collectivism and independence, which are the leading qualities of a person, are underestimated. Adaptation of subordinates to such a leader makes it necessary to produce and resort to all sorts of tricks of "protection" from the sole authority. They put on all sorts of masks, perform roles that match the leadership style. The style is also characterized by the fact that the leader tries to interfere as little as possible in the socio-psychological processes taking place in the team and in the activity itself.

He practically eliminates himself from the performance of his functions and is limited mainly to the duties of an administrator.

The inconsistent leadership style is a mixture of all previous styles. It disorients activity and communication with subordinates. Leaders often act on their own emotional state. In work and communication, he uses one or another style of leadership.

Directly communicating with the leader, subordinates do not show confidence in him, but perform certain "roles", which makes it difficult for them to work together, depriving them of the opportunity to creatively and productively improve their professional skills. Work management style professional development subordinates is formed under the influence of subjective and objective factors.

Subjective factors are, first of all, the characterological qualities of the leader's personality: his temperament and volitional qualities, character traits and abilities, on the one hand, and, on the other hand, the general culture, the level of requirements, the characteristics of self-esteem, the critical mind, social attitudes.

Objective factors include: the leadership style of the administration, leaves an imprint on the activities of the head; the nature of relationships in the leadership team; the availability of comfortable working places, the provision of the workplace with a sufficient amount of office equipment, and the like. However, the obligatory psychological conditions for the optimal style of leadership and communication between the leader and the subordinate are the leader's respect for the personality of the subordinate and high demands on him, a positive emotional background and a creative attitude to the activity, its fullness with aesthetic content, and aspiration for the future.

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, as 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 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 is, of course, an exaggeration, but what the hell is not joking), and the invisible war drags on for indefinite time. 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 the individual imprints of nature, natural features character, honed by the ability to control their emotions, and their 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 golden mean between a vicious, picky bore who refuses to choke out even the sound of praise, and a soft-spoken follower boss who hesitates to show his displeasure.

"Veto" of the head, or what should not be done

Before finding the desired answer and effective method, how to subjugate 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 personal, unrelated qualities of an employee - the right way set the team against itself.
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 the manager allows himself actions related to the category of those prohibited by him (in the form of endless telephone conversations with his crush, using headphones, surf the internet, Skype for non-work matters, snacking in the department), subordinate employees will soon start to follow his example, quickly turning official bans into formal ones.
Sluggish performance, disinterest in the result, lack of bright ideas and initiatives. 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, practical psychology people management is divided into two categories:

The path to success, sitting astride the neck of subordinates, or Techniques of an insensitive leader.
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 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 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 benefit 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 background 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 the assigned 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

Covert 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. Well-deserved praise, reward system 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 completion of the task and increases the number of people devoted to him.

Art of inspiration

It is important to be able to guide many people with different goals, varying degrees performance and skills on a single path. To do this, for each team member, you need to find individual approach, to 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 prepared for careful evaluation, close interest and detailed analysis their abilities from your wards. 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 don’t want to disappoint your employees, much less feel like an unworthy leader by regularly turning to them for help in matters unfamiliar to you, do 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 the simplest trick 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.