The manager's etiquette covers different aspects, but at its core, these are the rules for communication and interaction with people: colleagues, subordinates, visitors, partners. Regardless of what a person manages - a department in an office or a large company, the psychological climate and the efficiency of employees' work depend on his behavior. Observance of etiquette will help to become a first-class leader, create a favorable atmosphere for work in the team and establish long-term relationships with partners.

Basic principles of leader behavior

For effective work the leader must develop the type of management and interaction with subordinates. He is responsible for the atmosphere in the team and must create space. If intrigues, squabbles and quarrels flourish among employees, the boss first of all needs to think about his behavior and the manner of managing people. The principles of conduct and rules of the leader should include not only etiquette business communication but also moral and ethical standards: respect, care, sympathy, honesty, justice. At good management There are no bad team relationships.

Qualities of an ideal leader:

• politeness;
• mutual respect;
• friendliness;
• competence;
• grammatically correct speech;
• responsibility;
• punctuality;
• performance.

mutual respect

A competent leader always observes business etiquette, treats subordinates with respect, without familiarity and familiarity. Each employee, regardless of position and age, is first and foremost a person who deserves a respectful attitude. Feeling a worthy attitude towards himself from the boss, the subordinate will experience appreciation and a sense of gratitude, which will positively affect his work.

Entering an office or office space, the boss should always be with his subordinates. Failure to greet employees will be seen as a sign of arrogance and disrespect. The culture of behavior and upbringing of the leader affect the entire team - over time, employees adopt the behavior of their director. Boss courtesy is a must business etiquette leader.

Maintaining a business atmosphere

The business atmosphere in the team implies not only high efficiency of employees, but also positive interpersonal relationships. Compliance with business etiquette, respect, correctness in communication, calmness and restraint are necessary to create a productive working atmosphere. Compliance with the rules of business etiquette allows you to create a favorable psychological climate in the team. An employee who feels comfortable in the workplace strives to do their job better.

Professionalism

The boss must be able to people and the company. He must set an example in everything: observe business etiquette, work conscientiously, be punctual, always remain honest. It is also necessary to remember that the senior manager is the face of the company. When building business relationships, every nuance is important:,, behavior, manner of speaking. Respectable appearance, professionalism, competence, self-confidence and strict observance of business etiquette - these are the qualities of a successful leader.

Attention to employees

The leader must treat all his subordinates equally. It is unacceptable to single out "favorites" who are allowed more than other employees. Favoritism has a negative impact on the psychological climate - it divides the team, contributes to the development of envy and hostile relations. The boss should look for an approach to all subordinates, because each of them is an individual, with their own moral and ethical principles, outlook on life, attitude to work and their duties. Be understanding when employees ask for help, listen carefully and be sure to praise them when they deserve it.

The leader is the face of the company and an example for subordinates. Task a good leader- to create a favorable psychological climate in the team, which contributes to high efficiency and increase in efficiency.

A new position, a separate office, your own staff of subordinates and the "halo" of the leader above his proudly raised head ... You acquired all these privileged powers quite recently, having received a place in administrative department and automatically replenishing the number of the "chosen tower" of their company. But before you had time to move away from the weightless state of euphoria and headache from yesterday's celebration in honor of the promotion, a fly in the ointment literally fell into a barrel of honey in the form of problems with subordinates who launched whole battles in the department, openly or secretly refusing to accept the identity of the new boss .

The "rebels" ignore orders, dispute the information, hinting at its unreliability, criticize management methods, demonstrating their unwillingness to obey with their whole appearance. At first, not all newly minted leaders decide on punitive operations in the form of fines, dismissals and breaking the windows of cars of their subordinates on a dark night (this, of course, is an exaggeration, but what the hell is not joking), and the invisible war drags on for a long time. certain 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 workflow. No matter how much you read the literature on the topic, watched training videos, heard plenty of conflicting advice from colleagues during lunch, your management style should not blindly copy the instructions printed in books and voiced by experienced leaders. The psychology of managing people in your interpretation should carry individual imprints of nature, natural character traits, honed by the ability to control your emotions, and your own experience of the path traveled from the bottom to the top of the hierarchical ladder. Your attitude towards subordinates should be exactly what you expected from your boss, sitting in the chair of an ordinary clerk. Try to find a middle ground between a vicious, picky bore who refuses to choke out even the sound of praise, and a soft-spoken slave boss who hesitates to show his displeasure.

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

Before you find the desired answer and an effective method of how to subdue your subordinates, you should familiarize yourself with the list of prohibited actions, the violation of which will characterize you as an extremely unpleasant and ill-mannered tyrant boss:

• Transition to personality. Analysis of the personal, unrelated qualities of an employee is a sure way to turn the team against yourself.
• Raised tone, turning into a scream. Wild op will not frighten employees and force them to obey, moreover, by such behavior you will demonstrate your weakness and inability to restrain emotions, and therefore manage.
• Regular self-praise and demonstration of self-importance. A boss who praises only himself and does not miss the opportunity to brag about his successes, to show how significant his figure is for the company, will never be able to arouse respect and support from the team entrusted to him, and even more so admiration.
• Violation of the working day by the right of entering the number of "masters". If a manager allows himself to do things that are forbidden by him (in the form of endless telephone conversations with his passion, using headphones, surfing the Internet, skype on non-work issues, having a snack in the department), subordinate employees will soon begin to take an example from him, quickly turning official bans into formal ones.
• Sluggish performance, disinterest in the result, lack of bright ideas and initiative. Like the boss, like the employees. A leader who does not advocate for his own enterprise will in any case infect the people who follow him with his indifference.

Categories of management, tricks and tricks

Despite the versatility, the practical psychology of managing people is divided into two categories:

1. The path to success, sitting astride the neck of subordinates, or Techniques of an insensitive leader.
2. The path to success as a winner is in the hands of subordinates, or the Power of inspiration.

The leader chooses the appropriate tactics - depending on personal qualities, his own experience and attitude towards people in general.

Manipulation

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

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

Resentment, anger

Thrown casually or directly by the head of an unflattering phrase regarding business qualities an employee against the backdrop of extensive praise from another subordinate in 9 cases out of 10 achieves the goal, and all thanks to the inherent sense of rivalry in people. The pep talk goes something like this: “Petrov did a great job, but you can’t do that, can you?” or “You are no match for Petrov!”, Or “You are not capable of anything, but Petrov!” The cocktail of explosive feelings that has overwhelmed the employee - anger, resentment, the desire to demonstrate his abilities and prove that he, too, can and can do a lot - pushes the manipulated person to perform a variety of tasks. Without thinking about the nature of their actions, the subordinate, without knowing it, contributes to the embodiment of the ideas of the boss.

Fear

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

Guilt

Hidden management based on guilt includes methods in which the boss announces the deprivation of all employees of the department of bonuses or vacations due to the poor performance of one of them; or one employee is left without a bonus (vacation) due to insufficient zeal of the others. Guilt-based pressure-taking aims to induce motivation to work better so as not to let others down.

The psychology of managing people, based on skillful provocation, is able to give the intended results, but is applicable in cases where hidden influence is necessary for good purposes, and not for one's own self-interest, using other people's forces and resources.

Positive influence

To become a good leader, you need to realize that your behavior, actions and relationships with subordinates directly affect the microclimate of the department, the attitude of employees to work and the effectiveness of tasks performed. The leader must be able to take responsibility, inspire his team, infect them with his enthusiasm, set an example and be an ideal for them. A great leader is not the one who causes animal fear in subordinates, suppresses and provokes conflicts. The true leader is the one who, knowing the psychology of each employee, his aspirations, values ​​and desires, directs the flow of energy in the right direction. For him, there are no classes “boss and subordinate”, he gives himself to work so much that he cannot but arouse admiration, he is loved, appreciated, respected by everyone and readily follows him.

Praise, flattery, encouragement

It is no secret that any person needs regular praise, encouragement and approval of their actions. The leader is the one who can give the desired to his subordinates. 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 performance of the task and increases the number of people devoted to him.

Art of inspiration

It is important to be able to direct many people with different goals, different degrees of performance and skills on a single path. To do this, it is necessary to find an individual approach to each team member, find out his aspirations and motives, and, based on this, develop motivation. After all, when the motives are clear, it is easier to move forward, turning a scattered crowd into a strong one, aimed at final result friendly team. The leader must not only be able to inspire, but also maintain a fighting mood, go against the wind, inflating faith in indispensable success when hands involuntarily give up ... In addition, one of the excellent qualities of the boss in his arsenal is the ability to effectively and quickly resolve quarrels between employees without prejudice for both sides. And the conflict "manager-subordinate" in a professional leader happens only once - at the very beginning of a managerial career, and then not always.

Competence

Subordinates often pay attention to how competent their boss is in the area entrusted to him, whether he has the necessary knowledge and skills. You must be ready for careful assessment, close interest and detailed analysis of your abilities by your charges. Therefore, you just need to know almost everything about your activities, constantly improve and replenish your knowledge base. In the eyes of the team, the leader is the embodiment of perfection, genius and a bright, non-standard mind, otherwise how did he manage to achieve this position? You do not want to disappoint your employees, and even more so feel like an unworthy leader, regularly turning to them for help in matters unfamiliar to you? Study, analyze and constantly learn to become an ace in your field without dumping your own responsibilities on employees, otherwise what is the meaning of the concepts of "leader" and "subordinate"?

Contact by name

Take the advice of the famous psychologist D. Carnegie, who claimed that the name is the sweetest sound for us. Addressing by name increases the importance of a person in one's own eyes and inspires confidence in the interlocutor. Call your subordinates not by their last names, nicknames, but strictly by their first names, and in no case confuse or distort it. This 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 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.

P after being appointed to leadership position every newly minted boss involuntarily thinks about how to properly build relationships with his subordinates. Most managers simply don't know where to start, and therefore face many difficulties. After analyzing the most common misconceptions that hinder the establishment of good business relations with subordinates, you will be able to draw the right conclusions.

Typical mistakes of a leader

Guided by good intentions, many people, having received even a small amount of 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 manager immediately starts 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 runs the risk of completely losing his authority in the team.

  Golden mean

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

  Of course, the task of any boss is to organize the work of an enterprise (firm, factory, company, etc.) so that all the tasks assigned to employees are completed. 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, subdivision, etc.), but also takes into account the opinion of his employees. As soon as your subordinates realize that you reckon with them, they will immediately change their attitude towards you for the better.

  Little management tricks

  • Use the right motivation in the process of distributing tasks between employees. If you are going to praise a subordinate, do it publicly, in the presence of the entire team. It’s not worth it to disassemble the shortcomings and scold the offending employee in front of everyone. It would be better if the unpleasant conversation took place face to face. Immediately determine the basic principles that will guide you as you work. Do 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. Dislikes should also be left outside the office. If you don't like one of your subordinates as a person, try to focus on his business qualities. Address subordinates in a respectful manner (best of all, by name and patronymic). Claims to employees can only be made in a polite manner, it is unacceptable to be rude, raise your tone, become personal, etc. The leader should not take someone's position during disputes or conflicts. His the main task- to unite the team, not to divide it. Try to formulate your thoughts clearly and clearly in order to avoid ambiguous interpretation of your instructions by employees. Do not let work take its course, control not only the final result, but also the process of completing tasks. Think positive. Even if you need to report something unpleasant, you should not start the conversation with negative information.

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

Having overcome the rungs of the career ladder and taking the position of boss, you should think about how to properly organize working relationships in a subordinate team. How should a leader behave with subordinates so that management is effective and relationships are healthy?

Over time, it becomes clear that it is extremely important for the boss to develop a personal management style and the right attitude towards employees - after all, the focus of the team on the final result and overall performance depends on this. At the same time, attention to the correct balance of personal and professional responsibility of employees becomes an important factor.

1. Clear goals

Working all day without knowing what goals are being pursued can be frustrating and discouraging for employees. An effective boss must set clear goals and show how each employee contributes to achieving them. Such tasks are not only completed faster and better, but also contribute to the motivation of staff.

2. Inspiration

Management style can sometimes be characterized by two extremes:

1) meticulousness and desire to control any little thing in the performance of tasks assigned to subordinates;

2) connivance with subordinates - with the expectation that tasks will be completed without any control from the boss.

None of these extremes will give the expected result.

Ideally, a good boss sets realistic goals with realistic deadlines and will be ready to coordinate efforts during their implementation. He will control the progress and timeliness of tasks in time, but he will do it without undue pressure and intrusiveness, keeping in mind the joke about the teapot: “If you don’t stand over the kettle, then it boils three times faster.” This law applies to many relationships, including that of a leader with subordinates. Yes, this is a fine line, but it is quite possible to walk on it - if you trust your subordinates, but still check.

3. Kind words and financial encouragement

Nothing motivates an employee more than recognition - it's a pity that most bosses turn out to be too stingy with praise. According to survey results, only five percent of employees admitted that their boss regularly praised them. Of course, such an attitude of management negatively affects the moral climate of the team and the results of work. Many bosses often do not realize that subordinates often do everything in their power and even more.

In addition to expressing recognition verbally, it is useful to encourage the employee in one form or another financial form. Undoubtedly, a boss who finds a way to encourage subordinates will get along better with them and enjoy more respect from the team.

4. Expansion of knowledge

The team leader must constantly develop and improve his competence. If employees feel that the boss's experience is not enough, respect for him and his authority are lost. Of course, a manager may not be an expert in everything, but he should always have a broad outlook and extensive knowledge in his field of knowledge.

5. Personal example

Few people like the prospect of staying in the office after their boss leaves. Plan the working day of your employees competently - and stick to your own schedule.

Deadlines and time pressure are always present in the practice of a working company, but if overtime becomes the norm, this is a manifestation of an unbalanced approach to labor organization. If everyone adheres to a clear time frame for work, this forms the right attitude towards working time planning.

Having a stable work schedule will make life easier for both you and your subordinates, while there will be no reason for deliberately stretching working hours or excuses for irregular working hours.

6. Priorities

Mandatory completion of the working day at a certain time may seem strange to you. However, without a daily time limit, it will be easy enough for your subordinates to shift the priority in performing tasks from the most important to the most simple. Priorities may change during the working day, but before it ends, the most important tasks should come first and be solved in deadlines. Don't let the little things get in the way of the big things.

7. Communication

Communication and sociability are too important aspects of the effective functioning of a modern office to be neglected. And it's not just about the work-life-out-of-office balance. We are talking about short and informal meetings to discuss current tasks, adjust the order of their implementation, and even a simple exchange of opinions or ideas. Show your participation, show your interest in the daily life of employees.

8. Sensitivity

Knowledge of human nature, the ability to empathize and respect the needs of employees are important characteristics of an effective manager. It is not enough to see only the results of the work of subordinates. A boss who knows how to recognize and understand the thoughts, emotions, motives and personality traits of another person is able to act proactively, as efficiently and prudently as possible, thereby gaining the trust and sympathy of the team.

9. Predictability

Emergency situations will always arise - spontaneously and unexpectedly. However, the task of the chief is to foresee the possibility of their occurrence and notify employees in a timely manner of possible prospects for processing. The earlier the better. Early warning will not be an unpleasant surprise for employees and will psychologically prepare them for temporary overtime.

10. Talk is not the case

Of course, you can not indulge subordinates in their indomitable desire to spend hours on the phone with loved ones and friends. But you should not categorically deprive them of the opportunity from time to time to communicate with loved ones, to exchange a couple of phrases in a chat or by e-mail.

Allowing people to exchange jokes or complain about a heavy workload is psychologically good for a normal working mood throughout the day.

11. Business matters - during business hours

The work-life balance provides for a clear separation between work in the office and life outside the office. No one wants to be called 24/7 for business matters. Draw a line between time in the office and time outside of it. Do not make it a rule to answer work electronic messages at two o'clock in the morning, you can send all the instructions in the morning, right?

12. Work is not only work

How should a leader behave with subordinates?

Why do some managers behave with subordinates in such a way that they always do their job “excellently”? And other bosses, like Professor Higgins from the famous play by Bernard Shaw, although unconsciously, treat employees in such a way that those who have good abilities work much worse than they could. How should you deal with subordinates?

The thing is that the effectiveness of their work depends on the manner of addressing the boss and on the expectations that he places on his subordinates. Scientists who study the problems of human relationships argue that a person tends to behave in accordance with the expectations and hopes that his superiors place on him.

There are two main systems leadership: authoritarian and democratic. Each leadership system has its pros and cons.

Authoritarian style leadership is inherent large companies in which an ordinary employee plays the role of a cog that regularly performs its functional responsibilities. The "human factor" is almost not taken into account by authoritarian leadership, employees are required to strictly fulfill their goals and objectives.

At democratic style leader and subordinate do not adhere to subordination. For effective collaboration, the method of persuasion is used. Thus, subordinates feel like full-fledged partners in a common cause, and the responsibility that lies with them is perceived as high trust on the part of superiors.

But it should be remembered that with any leadership style, the main thing is not to rush to extremes, but to find a “golden mean” between subordination and democratic methods in the team, that is, to alternate the “carrot and stick” method.

Practical tips for the leader:

1. You should clearly formulate the requirements and tasks for the work of subordinates.

2. Study the capabilities, talents and inclinations of each employee and give them the appropriate amount and type of work. If an employee doubts his ability to do a good job, then he loses his motivation.

3. The leader should not be limited only to criticizing the erroneous actions of his subordinates, it is also necessary to explain how they can be corrected.

4. Encourage and praise employees for a job well done in public, and if there is a need for criticism, express it to a subordinate in private.

We offer

Types of subordinates, as well as the style of behavior

IN different situations subordinates behave completely differently. If you know all the nuances of the behavior of your employees, then you can skillfully manipulate their behavior, using weaknesses and strengths.

"Universal"– “irreplaceable” employee: manages to do not only his work, but also replaces and replaces colleagues. Understands the boss perfectly.

"Narcissistic" - is guided by its own "I". Likes to participate in social work. Out of vanity, he will cope with any task set by the leadership.

"Business"- a practitioner who achieves results by any means. He needs to set goals. Doesn't need to be supervised.

"Interested in"- works with enthusiasm until it "burns out". Periodically needs a "shake". It is necessary to remind him of the responsibility that he bears for the work not done in time.

"Vigorous"- loves public affairs. Rarely on site. He is constantly traveling and on business trips. He likes to represent his department during business negotiations.

"Moralist"- powerful, at an opportunity likes to educate and teach. Perfect for a consultant role.

"Doubting" - starts working after a few comments. It is practically useless in the team, with the exception of "brainstorming" - it cools too "hot heads" with its doubts.

"Bureaucrat"- works according to instructions. You can ask for advice on proper documentation. It is contraindicated to work with innovative technologies- "will ruin at the root." Works great with folders of incoming and outgoing documentation.

"Creator"- proactive in work. Works better, faster, more creative than others. His ideas should not be ridiculed and rejected, it is better to praise and say that his idea should wait for the right hour.

Given all of the above, you can find an approach to any employee, and a smart and experienced leader must remember that he sets the rules, and the effectiveness of the work of subordinates and a favorable climate in the team depend on him.

Articles