How to properly lead a team to work effectively. Team leader management styles

Sometimes the career ladder leads a person to a leadership position. This can happen if he has special potential, certain personal qualities, knowledge and professional experience necessary to manage the team.

Some strive to become a leader, others become one by accident due to current circumstances. In any case, a person who has embarked on this responsible “path” faces several tasks at once:

understand the psychology of your team;
find an individual approach to each individual employee;
be able to create a friendly atmosphere of cooperation;
will learn to implement ideas with the help of united collective work.

A team implies a complex “system” of relationships, so it is very important for a novice leader to learn how to set up his subordinates to move in the right direction.

If earlier the work team was perceived as an abstract mass of people working to fulfill the specific tasks of the boss, today the mechanisms of strategy have changed significantly. The manager must adopt psychological techniques that will help him communicate with his team and create all the necessary conditions for their normal functioning.

How to gain authority?

Which leader will the team follow? Undoubtedly, this must be a person whom everyone respects. At the same time, he is respected for his personal and professional qualities, experience and ability to communicate competently with employees. Only in this way will he be able to achieve authority, be able to influence his subordinates and direct the course of their work in the direction he needs.

There are several proven ways to achieve authority:

consolidation of leadership position(you need to carefully monitor your oral and written speech, be as confident as possible in yourself, try not to make mistakes and remain a role model with your actions in everything; do not entrust an employee with something that he cannot do himself);
psycho-emotional stability(it is important to learn to control your own emotions, to be as restrained as possible in any situation, since any emotional breakdown can affect the quality of work of employees and even their relationships with clients);
understanding(the manager must be able to meet his subordinate halfway where this is permissible, but at the same time not forget about certain limits that limit their relationship);
correct task setting(after the manager tells the essence of the task, the employee should be aware of all the details of the work, he should not have any questions).

The ideal model of behavior for a wise leader

Today, there are many classifications of behavior models intended for a novice leader to choose from. Most often, most classifications come down to three main behavioral models: teaching behavior, strict regulation of the work process, and delegation. Let's consider each of them separately.

Learning behavior model

The learning model of behavior is more common in the countries of the USA and Great Britain. It is based on a system of continuous training of subordinates, where the manager acts as a “teacher”, thanks to whose instructions and advice the team moves towards their professional achievements.

Manager's tasks:

help employees learn new skills in practice, gain useful knowledge necessary for the successful development of teamwork;
teach employees to independently plan their own work progress;
Explain the principle of prioritizing work.

The advantage of this model is that employees do not need to be distracted from their current activities by taking advanced training courses, attending additional seminars, etc. Training is carried out during the work itself, which allows the manager to immediately evaluate the result of his subordinate’s work and give it his objective assessment.

Also, the teaching model of behavior is characterized by maximum psychological rapprochement between the leader and team members. For this purpose, special additional events are organized that allow the team to communicate with their leader outside of work (a picnic in nature, a skit party, a tourist trip, a game of football, a meeting in a cafe, etc.).

Informal relationships help unite the team and make people not only colleagues, but also friends. Of course, in a friendly atmosphere, each employee will feel comfortable, which will allow him to work more fruitfully in the future.

Despite the numerous advantages of this model of behavior, it has one significant drawback: it is quite difficult to train the entire team. Often, a manager pays so much attention to training his subordinates that he does not have time to complete the activities for which he alone is responsible.

Strict regulation of the work process

In Germany, a model of strict regulation of the work process is widespread. The Germans are convinced that the team management system should be based on clear rules and principles.

Manager's tasks:

determine the place of each individual employee in the collective system;
monitor the progress of each employee;
monitor shortcomings in the employee’s work.

Each member of the team is assigned a number of tasks that he will have to perform in strict sequence. If an employee fails to cope with at least one of the tasks, he falls under the special “individual” control of his manager. He will have to write reports on his work, report what he did during the day, etc. If the manager notices that an employee cannot cope with the assigned task for a long time, he fires him.

Informal relationships, which presuppose a teaching form of behavior, are not suitable for a model of strict regulation. In this case, the manager does not seek to unite the team psychologically; what is important to him is the successful completion of tasks from each specific specialist.

Thus, this system resembles a kind of machine with many built-in mechanisms. If one of them stops, the machine stops working. Therefore, it is so important for a manager who has chosen a model of strict regulation to closely monitor how effectively all other mechanisms of this system cope with their functions.

The advantage of this model is that it allows you to produce effective results. However, maximum stress resistance is constantly required from the employees themselves, and extreme attentiveness to all the details of the work is required from the manager.

Delegation model

The delegation model is common in Scandinavian countries, mainly in Sweden. It is based on the delegation of powers, that is, the transfer of some responsibilities to lower-level managers, managers, etc. As a rule, such a manager does not understand all areas of the organization’s activities, so he entrusts management to several people with narrow specializations.

Manager's tasks:

distribute functions between managers and employees;
find out from specialists what resources they will need to further lead and achieve successful teamwork results;
create the necessary conditions for obtaining these resources.

An important feature of the delegation model is that it involves maintaining an ongoing relationship between the manager and his subordinates. For this purpose, special events and meetings are periodically organized, at which the manager and his subordinate find out where they were able to achieve success in a certain time, and where there were problems. At such events, a work plan for the future is drawn up.

Another principle of this model of behavior: the boss allows his subordinates to independently choose the path to achieve results. In this case, what is important is not the process itself (“how the work is done, by what means the intended goal is achieved”), but the product of this work and its quality.

Freedom of action allows employees to realize their potential, show enthusiasm and share their ideas. If the employee's methods once produce results, they will be officially confirmed by management and disseminated for further use.

Which behavior model should you choose?

The behavior model is selected depending on the individual characteristics of the team (average age of employees, gender, etc.) and the nature of the work.

For example, training model usually used to manage young professionals who have recently graduated from higher education. For them, the training form is the most effective: they acquire new knowledge and skills, fill gaps and learn to firmly take a professional path.

The regulatory model is best suited for crisis situations (for example, when a business is under threat). Thanks to strict regulation, it is possible to relatively quickly increase the productivity of collective activities and manage to complete a colossal amount of work in a short time.

As for the delegation model, it is now successfully used by many managers for organizations whose activities are related to creativity. A creative team needs comfortable conditions, as well as a certain amount of freedom to achieve a successful result.

When choosing a model of behavior, a leader must start from the goals that he intends to achieve together with his team. Recently, all three models are often combined. Indeed, according to psychoanalysts, it is best to apply one or another model depending on a specific situation and should not be limited to any one model of behavior.

If you are a novice leader and want to gain authority, but you are worried about psychological problems, you can ask your question in an anonymous form (or with your name) on our website.

For more than a century, a person’s financial condition has been a key factor determining his social status in society. The only way to climb the last step of the hierarchical ladder, without violating the laws and principles of morality in force in all states, is to get a good position in a large, recognizable company, to become its manager or the head of one of its divisions. Many ordinary employees dream of sitting in the manager’s chair in order to personally direct the lives and activities of their subordinates. But only a few can become a truly competent leader, who knows from personal experience all the intricacies of a company’s economic activities or the nuances of the work of a certain department, and also understands the personal and professional qualities of colleagues. This explains the fact that leadership positions are occupied by employees who have authority and respect in the team.

Good leader- not the one who was born under a lucky star. This is a man who has worked hard to eventually be able to call himself “boss.” You can have outstanding leadership qualities and have a great understanding of your profession, but not be able to manage a team or plan working hours. The main task of every manager is the effective organization of staff work, which is combined with timely rewards or punishment.

Every real leader started with a simple position, doing ordinary work. Some of the leaders, having failed to cope with the responsibilities assigned to them, lost the confidence of the senior administrative apparatus and were removed from their leadership positions. The most common reason why gifted employees have failed to achieve success in the rank of manager is a limited view of the relationships between employees in the work team. Trying to look at a team solely from the point of view of business relationships, excluding personal connections, friendship, sympathy, is a deliberately losing option.

Summarizing all of the above, it becomes clear that a real leader is an experienced psychologist who can clearly determine changes in mood in the team subordinate to him. If a person cannot read the thoughts of the professionals around him, this will result in constant lies and theft in the workplace, and labor productivity during periods of economic instability can negatively affect the profitability of the entire company. The only way out in this situation is to gain respect among subordinates. To achieve this goal, it is important to understand how to competently manage a team.

Manager's tasks

The staff of any company consists of employees with their own priorities in life, interests, opportunities, hobbies and prohibitions, so it is pointless to communicate with everyone, adhering to one pattern. A dialogue that may motivate one employee to become more productive will have the opposite effect on another. Every person who has just taken a leadership position is obliged to thoroughly study each employee under his subordination before making obviously incorrect assumptions and conclusions. Detachment from the team is an effective method to form your own idea of the team. If you follow the lead of your subordinates, then respect and trust in you will be instantly lost. Every decision of the boss should be taken for granted, as something that cannot be challenged. However, all decisions must be meaningful and reasonable. That is why trainings, where experienced teachers tell how to organize effective management of a team as a whole and each of its members individually, are becoming increasingly popular among young managers.

The new manager must adhere to several key rules that will help him cope with the responsibilities that have fallen on him without losing the respect of his employees and building an effective management system:

Study the team's traditions in detail. There is no need to violate the foundations that have been established over many years. The main thing is that they do not interfere with labor productivity;

Make a “psychological” portrait of each employee. Try to find an individual approach to everyone: for one, a mention of encouragement is enough for him to work twice as hard, for another you will have to be threatened with dismissal or the imposition of penalties;

It is important to find out who among the subordinates is the unspoken leader. Getting to know this person can tell you a lot about the team that needs to be managed. If the leader is a mercantile and cunning person, then most likely theft, lies and other vices flourish in the workplace. If this is a professional who values and respects work, and also works conscientiously for the benefit of the enterprise, then it is necessary to direct his aspirations in the right direction;

It is necessary to create a favorable atmosphere in the team, where work, respect, mutual assistance, and professionalism will be valued;

You should not single out someone from the team based on your personal preferences. Any reward must be deserved, and each employee must know why his colleague was rewarded.

We should not forget about the place the leader occupies in the team. His orders will be carried out in any case, since ignoring them is fraught with fines and dismissal. However, motivating employees to do more work can only be done through their own involvement in the work process. It is necessary to demonstrate to your subordinates your skills, your desire to solve any problems ahead of schedule, your enthusiasm, intelligence and resourcefulness.

A boss is a “strong” person who knows how to competently organize the activities of a team, work independently, help subordinates and direct their activities in the right direction.

To manage a team competently, you need to choose the right model of behavior. The unquestioning execution of orders and the quality of the results obtained can be influenced by many factors: the mood between employees or the format of communication. If the majority of the team are young professionals who have recently graduated from educational institutions, then it is better to put into practice the training model of relationships. The boss should be an example for his less experienced subordinates. In the case where a leadership position was occupied during a financial crisis, it is necessary to settle on a regulated model in which rigor and judicious decision-making will prevail.

Each newly minted manager must use general rules for managing a team in his work:

It is necessary to communicate with company specialists by calling them by name. A leader is the same person; he must always remember the rules of behavior in society and the team;
You should not remind your subordinates day after day about their responsibilities and deadlines for completing the work assigned to them. A competent boss talks about the work plan only once. If the team consists of professionals, then they will learn the information the first time. In the case when subordinates ignore important information, the time comes to part with such specialists;
Do not forget about human relationships, operating in your activities exclusively with orders. Trust your subordinates if they do not allow you to doubt their professionalism and competence. It is necessary to use the authority of a leader in extreme cases;
Be sure to listen to those employees who have made a complaint, question or request. The boss must listen to all the information conveyed to him and make a reasonable decision;
The best option for conducting business is the “carrot and stick” method. Encourage successful employees who exceed the plan or deliver projects ahead of schedule, and punish those who are irresponsible in their assigned responsibilities;
At meetings that are held on “core” topics, be sure to listen to the opinions of your subordinates. Employees who are located closer to the technological process always know more than the manager, no matter how experienced a professional he is. No boss can fully grasp the entire scope of professional knowledge that will be required to study all the nuances of the company’s business activities;
Always keep your word or promise! If the manager promised to give bonuses if the plan was exceeded, he is obliged to do this without jeopardizing his authority and respect from his subordinates.

As a conclusion, it must be said that a leader is the best example of professionalism, ability to work, intelligence, and self-sacrifice for his subordinates. Every employee should see in the leader a “strong” person who is able to find a way out of the most critical situations.

Management in a wide variety of areas of human activity is one of the most important functions. The conditions of a market economy gave it particular relevance. To properly manage people, the head of an organization must choose a certain style of behavior. It is this that must be demonstrated in relations with subordinates, leading them to the intended goal. In other words, for the normal functioning of an enterprise, the presence of one or another leadership style is necessary. This is the main characteristic of the effectiveness of a senior manager. The role of a leader's management style cannot be overestimated. After all, the success of the company, the dynamics of its development, the motivation of employees, their attitude to their responsibilities, relationships in the team and much more will depend on it.

Definition of the concept

What does the word "leader" mean? This is the one who “leads by the hand.” Every organization must have a person who is responsible for supervising all departments operating in the enterprise. This type of responsibility involves monitoring the actions of employees. This is the essence of the work of every leader.

The ultimate primary goal of a senior manager is to achieve the company's goals. The manager does this work without the help of his subordinates. And his usual manner of behavior towards the team should motivate him to work. This is the manager's management style. What are the roots of this concept?

The word "style" is of Greek origin. Initially, this was the name given to a rod intended for writing on a wax board. Somewhat later, the word “style” began to be used in a slightly different meaning. It began to indicate the nature of the handwriting. This can also be said about the manager's management style. It is a kind of signature in the actions of a senior manager.

A leader's style in managing a team can be different. But in general, they depend on the leadership and administrative qualities of the person in this position. In the process of carrying out labor activity, the formation of an individual type of leader, his “handwriting” occurs. This suggests that it is impossible to find two identical bosses with the same style. This phenomenon is individual, as it is determined by the specific characteristics of a particular person, reflecting his peculiarity of working with personnel.

Classification

It is believed that the happy person is the one who goes to work with pleasure every morning. And this directly depends on his boss, on what management style the leader uses, on his relationship with his subordinates. Management theory paid attention to this issue at the dawn of its creation, that is, almost a hundred years ago. According to the concepts put forward by her, already at that time there was a whole range of styles of work and leadership management. Somewhat later, others began to join them. In this regard, modern management theory considers the presence of many leadership styles. Let's describe some of them in more detail.

Democratic

This leadership style is based on the participation of subordinates in decision making with the division of responsibility between them. The name of this type of work for a senior manager comes to us from the Latin language. In it, demos means “power of the people.” The democratic management style of a leader is considered the best today. Based on the research data, it is 1.5-2 times more effective than all other methods of communication between a boss and his subordinates.

If a manager uses a democratic management style, then he relies on the initiative of the team. At the same time, there is equal and active participation of all employees in the processes of discussing the company’s goals.

In a democratic leadership style, there is interaction between the leader and subordinates. At the same time, a feeling of mutual understanding and trust arises in the team. However, it is worth noting that the desire of a senior manager to listen to the opinions of company employees on certain issues does not occur because he himself does not understand anything. The manager's democratic management style indicates that such a boss is aware that new ideas arise during the discussion of problems. They will certainly speed up the process of achieving the goal and improve the quality of work.

If, of all the styles and methods of management, a leader has chosen a democratic one, this means that he will not impose his will on his subordinates. How will he act in this case? Such a leader will prefer to use incentive and persuasion methods. He will resort to sanctions only when all other methods have been completely exhausted.

The manager's democratic management style is the most favorable from the point of view of psychological impact. Such a boss takes a sincere interest in employees and provides them with friendly attention, taking into account their needs. Such relationships have a positive effect on the results of the team’s work, on the activity and initiative of specialists. People become satisfied with their own work. They are also satisfied with their position in the team. Cohesion among employees and favorable psychological conditions have a positive impact on the physical and moral health of people.

Of course, management styles and leadership qualities are closely related concepts. Thus, given the democratic nature of communication with subordinates, the boss must enjoy high authority among employees. He also needs to have excellent organizational, intellectual and psychological-communicative abilities. Otherwise, the implementation of this style will become ineffective. The democratic type of leadership has two varieties. Let's take a closer look at them.

Deliberative style

When using it, most of the problems that the team faces are resolved at the time of their general discussion. A leader who uses a deliberative style in his activities often consults with subordinates without showing his own superiority. He does not shift responsibility to employees for the consequences that may occur as a result of decisions made.

Leaders of the deliberative leadership type make extensive use of two-way communication with their subordinates. They trust their employees. Of course, only the manager makes the most important decisions, but at the same time, specialists are given the right to independently solve specific problems.

Participating style

This is another kind of democratic type of leadership. Its main idea is to involve employees not only in making certain decisions, but also in exercising control over their implementation. In this case, the leader completely trusts his subordinates. Moreover, communication between them can be described as open. The boss behaves at the level of one of the team members. At the same time, any employee is given the right to freely express their own opinion on a variety of issues without fear of subsequent negative reactions. In this case, responsibility for failures in work is shared between the manager and subordinates. This style allows you to create an effective system of labor motivation. This makes it possible to successfully achieve the goals that the enterprise faces.

Liberal style

This type of leadership is also called free. After all, it presupposes a tendency towards condescension, tolerance and undemandingness. The liberal management style is characterized by complete freedom of decisions for employees. At the same time, the manager takes minimal participation in this process. He withdraws himself from the functions assigned to him of supervision and control over the activities of his subordinates.

We can say that types of leaders and management styles have a close relationship with each other. Thus, a person who is insufficiently competent and unsure of his official position allows himself to have a liberal attitude in a team. Such a leader is able to take decisive steps only after receiving instructions from a superior. He avoids responsibility in every possible way when obtaining unsatisfactory results. Resolution of important issues in a company where such a manager works often takes place without his participation. To consolidate his authority, the liberal only pays his subordinates undeserved bonuses and provides various types of benefits.

Where can such a direction be chosen among all the existing management styles of a leader? Both the organization of work and the level of discipline in the company must be the highest. This is possible, for example, in a partnership of famous lawyers or in a writers' union, where all employees are engaged in creative activities.

The liberal management style from a psychological point of view can be considered in two ways. Everything will depend on which specialists carry out this guidance. A similar style will achieve a positive result where the team consists of responsible, disciplined, highly qualified employees who are capable of independently performing creative work. Such leadership can also be successfully implemented if there are knowledgeable assistants in the company.

There are also teams in which subordinates command their boss. He is simply considered a “good man” among them. But this cannot continue for long. When any conflict situation arises, dissatisfied employees stop obeying. This leads to the emergence of a permissive style, leading to a decrease in labor discipline, the development of conflicts and other negative phenomena. But in such cases, the manager simply withdraws from the affairs of the enterprise. The most important thing for him is to maintain good relations with his subordinates.

Authoritarian style

It refers to the authoritative type of leadership. It is based on the boss’s desire to assert his influence. A leader with an authoritarian management style provides company employees with only a minimal amount of information. This is due to his distrust of his subordinates. Such a leader seeks to get rid of talented people and strong employees. The best in this case is the one who is able to understand his thoughts. This leadership style creates an atmosphere of intrigue and gossip in the enterprise. At the same time, the independence of workers remains minimal. Subordinates seek to resolve any issues that arise with management. After all, no one can predict how management will react to a particular situation.

A leader with an authoritarian management style is simply unpredictable. People don't even dare tell him the bad news. As a result, such a boss lives in complete confidence that everything turned out exactly as he expected. Employees do not ask questions or argue, even in cases where they see significant errors in the decision made by the manager. The result of the activities of such a senior manager is the suppression of the initiative of subordinates, which interferes with their work.

With an authoritarian leadership style, all power is concentrated in the hands of one person. Only he is able to single-handedly resolve all issues, determine the activities of subordinates and not give them the opportunity to make independent decisions. In this case, employees only do what they are ordered to do. That is why all information for them is reduced to a minimum. A leader with an authoritarian style of team management tightly controls the activities of his subordinates. Such a boss has enough power in his hands to impose his will on the employees.

In the eyes of such a leader, a subordinate is a person who has an aversion to work and avoids it whenever possible. This becomes the reason for constant coercion of the employee, control over him and the implementation of punishments. In this case, the moods and emotions of subordinates are not taken into account. The manager has a distance from his team. At the same time, the autocrat specifically appeals to the lowest level of needs of his subordinates, believing that it is the most important for them.

If we consider this leadership style from a psychological point of view, it is the most unfavorable. After all, the manager in this case does not perceive the employee as an individual. Employees' creativity is constantly suppressed, causing them to become passive. People become dissatisfied with their work and their own position in the team. The psychological climate at the enterprise also becomes unfavorable. Intrigues often arise in the team and sycophants appear. This increases the stress load on people, which is harmful to their moral and physical health.

The use of an authoritarian style is effective only under certain circumstances. For example, in combat conditions, in emergency situations, in the army and in a team in which the consciousness of its members is at the lowest level. The authoritarian leadership style has its own variations. Let's take a closer look at them.

Aggressive style

The manager who has adopted this type of personnel management believes that by nature, most people are stupid and lazy. Consequently, they try not to work. In this regard, such a manager considers it his duty to force employees to fulfill their duties. He does not allow himself participation and softness.

What can it mean when a person chooses an aggressive one among all management styles? The personality of the leader in this case has special characteristics. Such a person is rude. He limits contact with subordinates, keeping them at a distance. When communicating with employees, such a boss often raises his voice, insults people and actively gestures.

Aggressively flexible style

This type of leadership is characterized by its selectivity. Such a boss shows aggression towards his employees and at the same time, helpfulness and pliability towards the higher management body.

Selfish style

A manager who has adopted this type of personnel management seems to be the only one who knows and can do everything. That is why such a boss assumes responsibilities for the sole resolution of issues related to the activities of the team and production. Such a leader does not tolerate objections from his subordinates and is prone to hasty conclusions, which are not always correct.

Kind-hearted style

The basis of this type of relationship between the leader and subordinates is authoritarianism. However, the boss still gives his employees the opportunity to participate in some decisions, while limiting their scope of activity. The results of the team’s work, together with the system of punishments that dominates, are also evaluated with some rewards.

Finally

The individual management style of a leader can be very different. Moreover, all of its types given above simply cannot be found in their pure form. Here there can only be a predominance of certain characteristics.

This is why defining the best leadership style is not easy to define. A senior manager needs to know the above classification and be able to apply each of the categories of personnel management, depending on the situation and the presence of a specific task. This, in fact, is the art of a true leader.

Each production has its own characteristics, but for department heads there are general rules of behavior and principles by which they will act to ensure that the department entrusted to them copes with the assigned tasks. Lead department, this is not only honorable, but also responsible, since it is the manager who has the task of organizing the work of the team, providing his employees with everything they need and motivating everyone.

Instructions

First of all, think about your department - what tasks are assigned to it and what means and methods you have to successfully solve the problem. You must clearly understand all the nuances of the production process and have an idea of all the technologies that are used in it.

A lot depends, so you must know the capabilities of each person, their character traits, and psychotype in order to competently set each person’s task. Talk privately with everyone in your department, tell them about the tasks that you will have to solve together. Tell the employee what will be entrusted to him and emphasize the importance of it. Listen to the proposals that may be made during such a conversation, think about them.

At the general meeting, set goals and talk about what will be the criterion for conscientious work for you. Immediately discuss issues of control and reporting. Motivate your team and talk about how conscientious and creative work will be stimulated, get people interested in solving common problems.

Make it a rule to have periodic planning meetings where employees will report on what has been done and what is planned to be done. Each employee will thus be responsible not only to you, but also to the team, so there will be fewer people willing to let their comrades down.

Do not encourage denunciations and gossip. Express your dissatisfaction with the employee to him. Don't have favorites or favourites. Grade

How to properly lead a team to work effectively? First of all, as in any relationship, you need to stimulate the development of people, and not think about yourself. Of course, you shouldn’t forget about yourself either. This question will be revealed to us today by a very developed businessman and coach, a teacher in sailing the ocean of life of a business society, Alexey Krol.

We have previously published some of his articles, for example. In general, this approach is not entirely ordinary and quite deep - you can always take away something useful from the words of a famous mentor.

The path from the role of Specialist to the role of Manager is not easy. And not always tangible. But there is one indicator that indicates that you are going in the right direction. This is if colleagues begin to come to you with questions, seek advice, and rely on your opinion.

Your task is only to share, provide those who wish with the opportunity for training and development, nurture them, helping them to realize themselves. This model of behavior will allow you to move to the next level in business.

Fragment of a case with a mentor

Client: My partner and I have been in business for 7 years, and we are faced with a problem - we see no prospects for growth. We have hit the ceiling and seem to have exhausted ourselves. Although we attach very serious importance to self-education and self-development. I read your book and realized that all these years I had been in the role of a Specialist, and could not grow into the role of a Manager, like my partner. And this is our main problem. On my recommendation, he read your book, and we only had more questions.

How to learn to lead a team for effective work

Alexey Krol: When people start asking questions, that's good. And if you don’t know the answers, searching for and finding them will stimulate your own growth. Among the Specialists, there are a lot of those who live with inflated self-esteem, believing that they are well versed in some areas, but at the same time they are turned inward, not wanting to notice others around them.

If you want to move forward in the world of people, then you need to change the vector - from inward to outward, and begin to communicate more with people. Change the role of a Specialist in yourself to the role of a Manager.

By the way, subsequently, all the great leaders outgrew the role of Manager and, as a rule, became Teachers. But this is a different level of management.

So here we come to the main thing - the levels of management. What are they, these levels?

Imagine that you have very limited, narrow-minded people under your command. Managing them is costly and requires wild management resources, since you have to explain everything to them, chew them over, and strictly control them. This is the first, lowest level of management.

Or, on the contrary, if you have smart and qualified people under your command, then you just need to set a goal for them. That is, clearly explain what is required of them, make sure that they understand, give them some resources, powers, and they will simply do it, within the framework of their competencies. This is the second level of management.

The next level is when you give them goals and objectives beyond what they know and can do. This forces your employees to learn intensively. But you cannot teach them, because you either don’t know it or are limited in time. What to do?

Then your management style changes: you don’t just control execution, but intentionally stimulate the growth, development and learning of your subordinates. And then, on the external level, they continue to do their work, and on the internal level, they study intensively in order not only to fulfill their duties, but also to achieve goals beyond their competencies.

How to properly lead a new team for effective work

Client: That is, by developing them, I expand my consciousness and become a part of them?

Alexey Krol: You can say that. You are still at the lowest level of management. And this means that you row for yourself, using people as slaves, as consumables. They are like fuel for you.

Client: Like an extra hand.

Alexey Krol: Let there be such a metaphor. In your situation, you work only for yourself.

And the highest level of management is when you give people everything for THEIR development.

At the same time, your subordinates do your job. And we get feedback. You start investing in people - they develop, thereby developing you. In the first case, you are the engine, and they are the fuel, and in the second, they are the engine, and you are the fuel. You fuel them with faith and motivation. And they turn on, ignite. New ideas are born. Business is growing rapidly.

Client: And I thought that I myself needed to learn and develop, although I already had two higher degrees.

Alexey Krol: It does not interfere. And here again a vicious circle arises. You encourage your employees to learn and they grow. This way, you help them solve their problems in the beginning. You establish trust with them. People start to gravitate towards you. But then a new impasse may arise. They have grown within the framework of their projects, and may even have outgrown you as Specialists.

And often, at some stage they stop growing, because old projects already limit them. And there comes a stage when you give them a more powerful project, and it opens up to each of them a larger perspective than what they could come up with on their own. Because your vision of your business, as a manager, is much broader than theirs. And here a very important exchange takes place.

This entire system begins to be very powerfully pumped up with energies and results.

Ability to properly lead a team to organize work

Gradually, your main activity will shift towards communicating with people. And you will delegate operational activities. You have already stepped into the role of Manager. At first they will come with questions, then a certain turning point will occur, and people will no longer come with questions, but with suggestions. They will offer ideas, then resources and money.

There are a lot of people with money and opportunities: administrative resources, connections, equipment, but they don’t know where to use them. And they all have the same question: what to do next? Because on this planet there is a wild overabundance of resources, a wild problem of meaning, and paralysis of creativity at the top.

But there is a caveat here for you, as someone who has just moved into the role of Manager. Human psychology is such that only two things dominate: what we want and what we fear. Both greed and fear are inherent in everyone. Therefore, you can control almost everyone, excluding conscious people.

Because when a person becomes conscious, he knows what he wants, and it is very difficult to control him. Such a person understands that they are trying to manipulate him and stops responding to control.

After all, why are people manageable? Because for the most part they don’t know what they want and go with the flow.

And many big bosses are not leaders by nature. These are careerists, or someone’s acquaintances, who have shown extra effort and taken up these positions. But the egregor of their position does not fill them with energy. Do you know why? Because the fear of losing their place deprives them of energy exchange with their subordinates. This channel either does not exist for them, or is clogged with fears and selfishness. That’s why they say: “the king is played by his retinue.” This is the manifestation of the Manager, and the answer to your question.