Typical mistakes of managers in relations with subordinates

"Typical mistakes of managers in relations with subordinates" - articles with such, or roughly similar names in the Network, a dime a dozen. But the topic does not lose relevance. Apparently, some leaders, those who read and imbibed, have already solved all their problems and went to increase.

In their place came the youth and she began to have problems with her subordinates. Yes, but what is it that can generally be considered a typical mistake of leaders in relations with subordinates. No, what is "typical" is quite understandable - this is what is found everywhere and everywhere. But the mistake? If the error is in the dictation or control algebra, then it can be easily determined: there are textbooks, in them rules, we take a notebook - we check. Yeah, here, please, you can emphasize the red. Once again, more ... And where are the textbooks on the right relations between managers and subordinates? There are many different books on management, where each author develops his theory, but there is no universally recognized textbook. How in this case it is possible to use the concept of "typical mistakes of leaders"?

If you hear from a young manager of this kind of speech, then you know, he does not have a future as a leader. There are rules, different authors set out in their own way, but the general basis does not change from this. And if he still does not understand ... We hope that our readers belong to a different category of young managers. The one that wants to learn, despite the absence of a textbook, these simple rules. Simple in words and very difficult in real life, when from reading books you need to move on to using the read. Really understand the relationship with subordinates. So, let's get started.

Distance violation - the first measurement of the field of typical errors

Between the subordinate and its leader there must be a distance. Optimum. Departures in both directions are errors.

A. Approximation

Having become friends with his subordinates, the chief loses the opportunity to give orders and hope that they will be fulfilled. Subordinate-friends can, you know, in a friendly way so, relaxed, overwhelm the fulfillment of an important task. But can not you be friends with your subordinates. Of course you can. Out of hours. At the workplace, friendship ends. But only on official matters. It is not necessary to strive to look like an inflated, important, leading person all the time. Only at the moment when it comes to decisions, timing, ways of doing the work, evaluating the results. And when yesterday's football match is discussed, you can (need) to relax and forget that you are the boss.

It turns out that you need to balance all the time, move from one state to another, from one role to another? That's it. And to do this, if from the outset to tune in the appropriate way, it is not difficult at all. And then a habit arises.

B. Removal

Separating from their subordinates a wall of understanding their high destiny, the chief loses the most important thing: respect, simple human contact with those people who completely determine his future. After all, they do the work. And as there is no leader, if they do not want to do it well, really well, then no leadership here will help. The funniest thing is that none of the departing does it because of high self-esteem. Such frankly stupid people simply do not get to the posts of superiors. A certain alienation, an attempt to gain an excessive distance, usually results from a heightened fear of "too close", as we discussed above.

Work assignment - the second measurement of the error field

The chief must do his work, not substituting subordinates, but also not giving them what only he can do.

A. The first among equals

The boss should not be smarter than all his subordinates, even the most talented and highly educated (they usually do not want to be bosses, they prefer creative work). He should not know about the common cause more than the most experienced workers, usually those who are already preparing for retirement. The chief should not be the most energetic and hardy, these qualities are the highest characteristic of young employees who are just starting their career. The boss thinks about the prospect and rallies the whole team to achieve it. Here is his work. And its embodiment is a personal example. In a very short time, the whole team will begin to treat the matter exactly as the leader does (does not speak).

B. Your problems are your problems

The chief should be able to each of their employees to suggest something, to help in something, and most importantly - to listen and understand his problems. And then help. Do not leave the person alone with the problem, do not leave any attempts to find a solution, think about it, talk, remember from time to time. And a solution will be found. Together.

Technology planning and control - a critical measurement of possible errors

Without a plan there is no control, without control there is no movement. All agree. Look, please, Mr. Manager, what do you have in terms of today, next week? And your subordinates?

A. Non-formalization

Let readers forgive this word, but how else to call oral agreements with their subordinates, that "it needs to be done sooner" or "we should do it in the near future". Only a written plan with a clear indication of who, what and by what date should be done. Well, regular control - by itself. And, usually a week and a month. Based on the annual program, which is reviewed quarterly.

And, as we have already noted, the manager's personal plan and personal planning technology for his work will very quickly be perceived by his subordinates and become the de facto standard. What kind of planning do you use: in dreams, in a weekly, in a large desk notebook, in a personal computer (phone, pocket computer) - the right thing to emphasize.

B. Formality

Plans, plans - reports, reports. Weekly, monthly, on business trips, for gasoline, paper, according to the results of meetings, on trips to key clients - write, write, everyone writes, nobody works ... Yes, this is the other extreme. It is very easy to fight it with the help of the same instrument: pen and paper. Better than electronic.

Should there be a weekly report at this workplace, say, the head of the sales department? Oh sure. The volume? 2-3 pages. Preparation time: no more than half an hour. This is the standard of the enterprise. Discussed, approved and implemented. Not enough information? Can we allocate more time? No? So, we need to develop an information system: clicked the manager on the button, and the report and jumped to the screen. The form is standard, programmers will issue it with an automated procedure. It remains only to think, analyze the figures and add words to what was most important this week.

To think? Here it is, the golden thread, the feather of the fever-bird - it is necessary to think for young managers, to analyze their behavior, then mistakes will show themselves. And to rush to the full or whether to the training, or the library (network) in the hope that they will tell ... No, without reading, what kind of thoughts can there be? For right thoughts, you need a nutrient medium - for example, articles from our site. This is not the last, and what will be next - write to us in the comments.