Mistakes of subordinates. The soul and its structure by Seklitov and Strelnikov. Seklitova L. A. Do not give feedback
DEVELOPMENT OF THE SOUL
1. Different ways to improve.
What is the improvement of the soul?
- At the everyday level, it consists of acquiring life experience, new knowledge, developing feelings and intellect, and on the energetic level, it is building up one’s own energy potential.
- What causes the evolutionary growth of the soul?
- By developing it through life situations.
- Is it possible to accelerate the progression of the soul?
- The evolution of the soul cannot be accelerated. This must be understood this way: as it is given, so it will develop. For this purpose, programs are drawn up that determine fate.
- Is every soul given the right to evolve?
- No, not everyone. There are also degradation programs.
- Why are people given such programs?
- To test the strength of qualities acquired in the past or to develop missing ones.
- But can degradation be encouraged, and shouldn’t a person fight it?
- Of course, we have to fight. This is the meaning of the test: they determine to what level a particular soul is capable of sinking under unfavorable conditions. She may not go down, but simply stop developing at one level, if her internal qualities are strong: such a person will neither drink nor use drugs. He will simply isolate himself in a narrow circle and begin to automatically carry out the assigned task. If the degradation program is focused on acquiring missing qualities, then the soul follows a negative path and acquires the necessary energies. At the same time, it is not necessary for a person to become a villain; some forms of activity contribute to the development of negative qualities. For example, calculators, programmers, and military personnel can generate negative energies through activities necessary for society.
If a personality has risen high in development, does it not fall again or does it begin to move down again at some point?
- Why did you decide that involution is possible?
- People have a theory that a personality first rises in development, and then begins to turn in the opposite direction. Falls back into matter. It's like a pendulum oscillating - first in one direction, and then in the other.
- No, this is absolutely not true: How can a person, having risen very high, fall again! His consciousness becomes completely different, and most importantly, this becomes energetically impossible. He will experience a repulsion of low-plane energies. But if we talk about the average level of a person, then he can go down if he takes up drugs or alcohol, because alcohol, like a drug, turns off consciousness and the person acts mechanically, destroying himself, burning the accumulated energy, and since its volume decreases, it falls the energy potential of the soul and it descends. But this applies only to the average level of development. High souls are not capable of this, so they do not go down.
People build a pattern about the pendulum development of souls, confusing some facts. For example, the soul of a person can move into the body of an animal, dropping one step lower, but this is a punishment, and this happens very rarely. Secondly, the souls of high-profile individuals are brought down to perform special missions. But this is required not for their development, but in order to lift others up. Of course, these are also isolated cases.
How highly do you value the righteous?
Righteous people, like alcoholics, are different, so sometimes the activities of an alcoholic can be regarded higher than those of a righteous person. There are such righteous people who do not notice the desire for
the rightness of their actions and the harm they cause to others. They seem to be doing everything right and fighting for the truth, but this only brings evil to others. A person should be judged by his results, by what he gives to others. So are alcoholics. There are low, rude individuals, and there are also completely harmless ones who only sleep and do not cause much harm to others. There are also alcoholics whose programs are strongly intertwined with the programs of other people and
allow us to identify their negative properties. Alcoholics create situations in which other people's qualities come out. Therefore, such low individuals have to be valued not for their personal qualities, but for the negativity that they show in others.
Why does human development occur only through difficulties?
- Because, as practice has shown, a person is not able to sympathize with anyone without experiencing difficulties himself. And I need to develop positive qualities in his soul, therefore, the more
a person overcomes obstacles, the higher his level of consciousness becomes. Good things only corrupt the soul. An easy and calm life does not contribute to the acquisition of high spiritual qualities and the necessary energy potential of the soul.
- Does each nation have its own ways of improvement?
- Yes. Each has features of improvement, but not any separate routes. Everyone's paths on Earth are the same, everyone goes through difficulties.
Can the cultivation of the soul take place without difficulties?
- Options for development programs can be very different.
For high personalities, life can proceed calmly. They see a higher goal and strive for it. They no longer need difficulties, since the necessary qualities of character have been acquired, energy potential
Al is collected, and all that remains is to consistently move towards the goal. And low individuals do not know where to go, they rush from side to side, because the intellect does not allow one to find the desired orientation and must be developed forcibly. Difficulties help you gain life experience and develop your thinking. A high personality will make every effort to accelerate its development, so difficulties can, on the contrary, slow down its progression.
- Is it possible, by changing the material from which the soul is created, to change its nature and method of improvement?
- Can. But another method will no longer be for your Earth, but for other worlds and planets, since it is the matter of the world, its energy, that sets the method of improvement.
What is the point of constant suffering?
- In improving the soul, in developing such qualities as empathy, compassion for one’s neighbor, kindness, selflessness. Only by suffering, a person is able to come to such spiritual properties,
and therefore to Me. Satiety and wealth develop qualities in a person, that is, the type of energies that lead him to the Devil.
What is the meaning of human existence? Many people claim that only in love.
- Love is one of the stages of development of the earthly Hierarchy. It is divided into various stages, of which the lowest level of love is love for a man, the middle - for all humanity, and the highest -
to God. But above love there is a sense of duty and higher consciousness, which do not allow wrong actions and always know what to choose. In My Hierarchy, the Essences change their scale of values in relation to the earthly one. But everywhere the progression of the individual is paramount, therefore:
The meaning of life and any existence in any world is the improvement of the soul. Every moment should bring knowledge, feeling, and understanding of something new. Each individual must develop to My State in order to become a strong support for Me and a faithful assistant in my affairs.
For a person, there are only two directions of development: towards you and towards the Devil?
- There are two main directions, but there are several paths leading to Me and the Devil. I will name the main ones.
Positive paths leading to God:
1) The path of virtue: love, selflessness, helping others;
2) The path of creativity;
3) The path of development through medicine;
4) The path of calculation and programming related to creativity.
Negative paths leading to the Devil:
1) The path of evil: murder, deception, money-grubbing, hatred, aggression;
2) The path of calculation and programming without creativity;
3) The path of automation.
4) Path of degradation.
How many lives on Earth must a person live in order to move to the first Level of the Divine Hierarchy?
- There are one hundred Levels for the earthly plane. But the soul does not always pass exactly this number. There are souls that develop slowly and can remain at the same level for several incarnations or programs, and there are those that develop rapidly and are able to go through two or three Levels in one life, so they quickly move into the Hierarchy. One hundred Levels of the earthly plane are one hundred Levels of the earthly Hierarchy.
- What structure is the Earthly Hierarchy included in?
- This design belongs to Me (God), but I work within its boundaries together with the Devil. The Earthly Hierarchy is intended for the improvement of initial souls, that is, newly created ones, beginning their development from the physical world.
- After passing one hundred Levels on Earth, a person gets to the first Level of your Hierarchy?
- Yes. But there are souls who, even on Earth, sharply leap forward in development, so they can immediately get to the second Level of the Hierarchy.
* * * * *
- Why does the soul acquire negative qualities? Isn't it possible to put restrictions on this?
- This happens only due to the law of freedom of choice. Every person has the right to choose, and no one dares to limit her desires or interfere with her choice. Everything happens on the basis of laws.
- Some souls absorb a lot of negative things. Isn't it possible to somehow prevent this?
- Do you want to say that We control those souls who then go to the devil, and We do not prevent this?
- Yes. After all, it would be possible to use some artificial measures to prevent them from going in a negative direction. -
- I have freedom of choice. Everything depends on her. I need highly conscious souls, a quality achieved through high consciousness. And any artificial restrictions give the wrong result
quality. Moreover, if degenerating individuals are not allowed to go in a negative direction, then who will work for the Devil? He also needs personnel to do menial work, and in large numbers. The fact is that they do menial work under His control, but for Me, for My purposes.
- It's clear.
“Both I and He need power,” God continued, “in order to carry out the amount of work that I will provide Him with.” Therefore He must expand together with Me. We also manage the development of individuals and look at the choice of the soul. To some extent, she still chooses where to go; in the direction of good or evil. But all this choice goes to the limit, after which either a given soul goes to Me in the positive beginning, or to the devil - in the negative beginning. A similar job of choosing between plus and minus is carried out by the Management part of any soul. She dictates the laws. And their implementation is a matter of choice.
- Is the management part neutral?
- It also consists of a plus and a minus, that is, all the best from the positive part passes into it, maintaining the positive pole. And also from the negative part. For this reason, both are present in it, and, in addition, the energy of spiritualization along with the Divine principle enters into this Management structure.
* * * * *
What is the perfection of the soul?
It is also necessary to concentrate the reader’s attention on this and at least briefly make some explanations, since a person still cannot understand why he lives and why he suffers. Of course, we can talk endlessly about the purpose of life, but let’s be brief.
The meaning of human life, like any other creature, is to improve one’s soul and the souls of those below.
Each individual must develop, and this includes:
increasing the level of intelligence, consciousness, refinement of one’s feelings and perceptions, expansion of consciousness. Every minute of life should bring a person new life experience, enrich him with new knowledge and information. A person is obliged to grow morally, spiritually, aesthetically, and creatively, to learn everything that has been created by humanity, to move from material knowledge to the comprehension of the “subtle” and Higher worlds.
Each individual must not only develop himself, but also directly pull those below him upward or create conditions for their development.
Man on Earth is perfected through suffering and trials. This is the method of education with God. Tests help to identify human weaknesses and vices, increase the energy potential and power of the soul, and suffering has the goal of teaching a person to sympathize with others, sympathize with their failures, feel their pain and grievances. If you feel bad, don’t do the same to others - the consciousness of the sufferer should come to this conclusion. Having experienced bad things, a person is obliged to strive for good, for nobility, for high morality, for those higher spiritual foundations that give rise to the highest qualities of human character, allowing him to move into the Hierarchy of God. Whoever develops opposite qualities from suffering and trials, becoming embittered and hating others, passes into the Hierarchy of the Devil.
The main meaning of life is to develop to the present Level of God. And this is not a mystical task, but the real goal of every person. You just need to feel with your heart which paths and goals lead to God and which lead to the Devil. Don't make a mistake in your choice.
Responsible for everything
Nobody works without mistakes. However, their number can be minimized if you do not scold your subordinate every time, but try to find out the reasons for his mistake.
Every manager dreams of error-free work by his subordinates. And everyone has a whole arsenal of means to achieve their dreams: from fines and dismissals to coaching employees through training. Using various techniques, you can reduce the number of errors several times. According to some experts, it is theoretically possible to train employees to the point of automaticity. But this is more applicable in the field of customer service. It’s a different matter when it comes to the level of management of managers or specialists who make independent decisions. It is impossible to bring their actions to automatism.
In an effort to reduce the number of errors to a minimum, the management of some foreign companies decides to take very extravagant measures. For discovering an error and informing management about it, the whistleblower is paid a bonus. Some experts consider such a measure to be completely justified, because if a manager reacts constructively to the mistakes of subordinates, the optimal atmosphere will be in which employees calmly talk about the mistakes they have made and suggest ways to correct the situation. However, at Russian enterprises, staff perceive this method as snitching. And therefore, for other specialists, this method is unacceptable.
Experts believe that it is better if the manager not only listens to the admission of the mistake, but also asks the subordinate’s opinion about its cause. It often turns out that it was allowed not because of low competence, but because of poorly established business processes. By realizing this, a manager can prevent the lion's share of mistakes. And as a reward you will receive increased productivity. The person is always at the forefront, with the right to make mistakes. Even ideal business processes can be destroyed by an incompetent performer. As well as the leader.
There are two main reasons for errors. The first is poor preparation and training of staff. If a person has not been taught the basics, he may make mistakes simply out of ignorance. Such errors can occur where there are simply no training standards in the industry. For example, this is the situation in real estate. The second reason is management errors in organizing the business process. It is important to establish proper interaction between employees and services.
Experts also believe that one of the reasons for the performer’s mistakes is poor mutual understanding. It's about transmitting information. How is it going technically? If a signal is applied to the input of a device and the device is designed to transmit the signal without distortion, then the output of the device will still be the same signal. With minor and often subtle distortions. What happens when information is transferred from one person to another? Distortion, sometimes monstrous. The measure of distortion is called mutual understanding. The less the recipient distorts the information, the higher the mutual understanding. Mutual understanding is an area in which information is interpreted in the same way by the source and the recipient. And this area is very small.
When a manager sets a task, he says part of the task out loud (or in writing), and part of the task he “means.” In other words, the leader tells you what needs to be done. But the manager does not specify how to do it, for example, because in front of him is an adult and he does not need to “chew” exactly how to resolve the conflict with the client, because the subordinate himself should know. That's right, he knows. And the subordinate decides for himself. If the ideas of the manager and the subordinate coincide, everyone is happy. But this is not always the case.
Experts are sure: the problem of mutual understanding in an ordinary company leads to mistakes dozens of times a day. And only a few times a year in the company of like-minded people. Like-minded people are people who are guided by coinciding principles. That is, for each of them, the concept of how to resolve a conflict presupposes the same priorities and, therefore, the same actions.
Mistakes of subordinates- an inevitable reality. And the manager has the only opportunity to reduce the number and danger of errors - the correct attitude towards them. What do many managers do when they see an employee’s mistake and he’s not around?
- They take photographs of the results of the work to later show and express displeasure.
- They call and demand that everything be fixed immediately.
- If the error is not critical, they take it under control in order to explain to the employee what he did wrong if necessary.
- They fix it themselves.
What is ineffective to fix errors behind subordinate, many understand. But pointing out mistakes to employees is just as ineffective. Why? I'll start from afar. For what reasons do employees make mistakes? Because this is facilitated by the organization of work in the company.
- Not everyone knows what is right, but everyone knows what is wrong.
- Attention is focused on errors.
- Fear of criticism makes you make mistakes.
- Minor errors are corrected on the same basis as serious violations.
So, how to lead employees so that they make fewer mistakes?
1. Visualize the goal
Tasks often look like this: “Go there, I don’t know where, bring that, I don’t know what.” If you notice, not a word is said here about why the task is necessary at all.
Imagine a huge white canvas - these are options for solving your problem. The worker, completing the task, shoots an arrow into the canvas. And it hits. How can you not get there?! Mission accomplished. But it comes supervisor and says: “I didn’t hit it! This particular solution was chosen incorrectly.” The worker shoots again, and again the arrow hits the canvas, which is difficult to miss. But his boss comes and says: he’s passing by again. The leader has an imaginary target, the image of which is drawn using the information and logic that he is guided by. But the employee has different initial data and different logic. How long can this go on? As long as they both have enough patience. Who pays for these efforts? Owner.
There is another option. When the employee shoots, and the manager takes aim. In this case, they can be paid one salary for two. Sometimes it happens that the owner takes aim for everyone, but this is his personal business... and time.
How to teach an employee to hit the target the first time? Draw a target on a white canvas. Ten is the goal. Nine is principles. Eight is values. If it doesn’t hit, then the problem is with the employee. He needs to be trained, motivated or fired. Provided that the goal is adequate and the means are suitable.
But let's return to the first question posed. If you focus on one mistake an employee made, he may not make it again. But he will do another one. This is why photographing defects at work is ineffective, unless, of course, the goal is to collect a collection of errors. It is much more effective to photograph the correct actions and show them as a model. This is called the beautiful word visualization. Visualize the goal.
2. Give feedback
This is one of the main functions of a leader. The employee does not see himself from the outside. Even if he always hits the target, but is very tired, he may, after suffering for some time, quit without explanation. And the reason may be the wrong posture or a tight bowstring. Seeing system errors and correcting the aim is the direct responsibility of the manager. Don’t take aim at your subordinate, but make adjustments, tell your subordinate: “Everything is great. And if next time you raise the elbow of your right hand a little higher, the arrow will fly more accurately.”
In the book Dale Carnegie“How to Win Friends and Influence People” tells an anecdotal story about a woman who fed her family hay because her cooking skills did not evoke any response from those close to her. Similarly, an employee who does not have feedback can make mistakes on purpose. Give feedback.
3. Refrain from criticism
How is feedback usually given? In the form of indications of deviation from the accepted order of work. That is, as long as the subordinate works well, no one notices. But as soon as he makes a mistake, everyone sees it and points to it. This type of feedback has several pitfalls. It is better to point to the correct goal rather than a deviation from the goal. The error is already visible. It is important to find out the cause of the error before fixing it. And finally, criticism does not help, but demotivates.
I would like to draw your attention to the last pitfall. Dale Carnegie devoted the first chapter of his book to the futility of criticism. He explains that a person is not aware of his mistakes. From the point of view of any person, his personal decision is the right decision, and it is useless to prove to him that his actions were wrong. The only thing criticism can lead to is passive-aggressive behavior. Do you need disgruntled employees?
The second reason criticism is useless is its untimeliness. The mistake has already been made. Criticism will not improve the situation in any way. You need to criticize before, not after, and only to find and eliminate weaknesses.
Third, criticism can have destructive consequences. David Rock in the book “Brain. Instructions for use" described a study proving that social pain, unlike physical pain, does not go away completely, but can periodically return. This means that if you criticize a person once, you can inflict a wound on him that will periodically bleed. How will he deal with injury?
The fourth reason is fear. Fear of criticism is the sword of Damocles, which makes it difficult to focus on work. And as a result, thoughts of criticism become a self-fulfilling prophecy.
Reason number five is development in the wrong direction. What we pay attention to improves. If a manager is focused on identifying errors, he finds them more often, and the criticism becomes more sophisticated. As a result, in order to protect himself from criticism, the employee begins to avoid work and becomes a professional at jumping to the side.
If it is still necessary to correct the work done, then this should be a hint to the employee: what needs to be changed in order to hit the target. It shouldn't be a slap on the back of the head for a miss. Refrain from criticism.
4. Allow yourself to make mistakes.
Mistakes cost money. Everyone understands this. And everyone tries to avoid them, which leads to a focus on mistakes. When I was learning to drive a car, the instructor told me: “If you look at the hole when you go around it, you will definitely fall into it. Always look at the section of the road you are going to drive on.” The same applies to any field: if you focus on a mistake, you will not be able to avoid it. Avoiding mistakes leads to even bigger mistakes: a downward spiral.
You need to focus on goals and objectives, and analyze mistakes. Mistakes that should be emphasized are violations of principles and values. But even in this case, you need to find out the reasons and once again make sure that the employee understands the principles and values. Allow people to make mistakes.
5. Praise employees by increasing their status
Klaus Kobiel in the book Action Motivation refers to a survey in which employees answered what was most important to them. In this survey, approval for a job well done comes first, followed by salary in fifth place. Dale Carnegie, using success stories and real-life examples, also shows that praise works wonders. What is the secret?
Praise and recognition of merit is an increase in status. At all times, status meant a lot (palaces, titles, the best bunk), but in our time status is everything. Carnegie also called “appreciation” a means of payment. Why don't we use such payment?
David Rock argues that the reason is low self-esteem. An increase in the status of another person, especially in public, is felt as a decrease in one’s own status, which is psychologically uncomfortable. But here’s the paradox: in fact, if you openly and publicly praise your subordinates, not only their status increases, but also yours. Raise the status of your employees.
6. Correct behavior by rewarding the right actions.
When an employee stops being afraid of mistakes, when his correct actions are noticed and encouraged, he develops self-confidence. He's reaching a new level. He always hits the target, but not always the top ten. At this stage, it’s time to include behavior correction methods: reward only those who hit the mark. Rewards should be small but immediate. It is important not to stimulate, but to reward and not stop there.
7. Motivate wisely by increasing concentration on tasks
It is impossible to completely eradicate errors. If only because an employee who believes in himself will more often take risks and make mistakes again. To make fewer mistakes, a person must be concentrated, and therefore motivated. All known theories of motivation have weaknesses. A new theory has emerged in the 21st century motivation, proposed Daniel Pink. Its essence is that a person is motivated by three factors: freedom of choice, challenging one’s own strengths and achieving goals. If the goal matches my internal settings, I will become its adherent.
The theory really works. If you allow employees to choose the priority of solving problems, the team and ways to move towards the goal, then the need for control disappears. People will do the job as well as the goal is set correctly for them and their skill allows. The manager’s task is only to find work for those who were not included in the team and select tasks for workers according to their skill level.
But even this approach has its limitations. Everyone wants freedom, but not everyone can take advantage of it. Everyone thinks of themselves as masters, but not everyone is one (you can remember the Dunning-Kruger effect). And there are even more problems with determination. And all these difficulties must be overcome by the manager: distributing freedom in portions, setting tasks only according to the level of skill and combining in the employee’s mind the goals of the organization, the goals of the task and the employee himself into a single resulting vector. You can hire a new employee with the right goals, attitude, and skill level. But in any case, the problem will remain: how to ensure the increasing complexity of tasks as the employee’s skill increases?
What did I want to say to all of this? Firstly, the main thing in motivation is understanding your employees: their goals, motives, capabilities. Knowing all this, you can anticipate mistakes. Secondly, if mistakes are made, it means that the tasks are either below the employee’s skill level - then he gets bored and loses concentration. And if the tasks are above the skill level, then it is difficult for him and he lacks the skills to perform them correctly. Motivate smartly.
Why did I bring up this topic?
All of the books listed above and many others not named talk about the need to focus the employee’s attention on the positives, give positive feedback and praise, but in practice no one does this. I've been trying to change my leadership methods for the last six months. And I apply everything I write about here myself. As a result, fewer errors, higher staff skill, which means fewer corrections, less control and savings on resources. As a result, I have more free time, which was the purpose of introducing new methods.
As you know, people join a company and leave the manager. How to become a leader who makes employees want to stay in the company? It is important to avoid the most destructive mistakes. Let's talk about them in this article.
Do not give feedback
Lack of feedback from the leader is one of the most common mistakes. Most managers do not find it necessary to comment on the work of subordinates as long as everything is going well. Didn't do the job - bad, get a reprimand. You did it - of course, because you get paid for it!
However, feedback from the manager greatly affects the motivation of the employee. Therefore, every manager should learn to give high-quality feedback - this is a very useful procedure, both for the employee and for the manager himself.
It is not at all necessary to dedicate a meeting to singing praises or discussing the career plans of a subordinate, especially since you may not have such plans for him. Discuss with the employee a specific work situation that he or she has handled brilliantly. Ask what helped him to be so effective, where else he can use the applied methods and repeat this success story. Give feedback in situations where a subordinate did not do a good enough job. Discuss what was missing, what, in his opinion, is the reason for the failure, specify what conclusions he can draw from this situation, and together with him find possible ways to solve the problem.
It is worth remembering that such meetings should be made regular. They will help employees work more efficiently and cope with emerging difficulties faster, and the manager - to increase the loyalty of subordinates, always be aware of their successes and failures and be able to insure them at the right time.
Not noticing the dignity of subordinates and their contribution to the overall result
This point is closely related to the previous one: any, even the most involved and “self-motivated” employee, from time to time needs praise and approval from the leader. An affectionate word, it pleases everyone, remember? You don't need to praise your subordinate for every task completed; choose key aspects of each employee's performance that need to be celebrated. It can be unique talents that no one else has, getting the job done in the shortest possible time, successful difficult negotiations, or, for example, the initiative of an employee.
Learn to thank people - so you get the opportunity to form the desired model of employee behavior. This tool is simple and accessible to everyone; it does not require financial investment.
If possible, praise people publicly, this enhances the effect. Thus, you satisfy the need of employees for recognition, they will not have to look for popularity among the dissatisfied in the smoking room.
Overload subordinates
A responsible manager, faced with a difficult task, can often be guided by the maxim - “Faster! Higher! Stronger!" There is nothing wrong with this if subordinates can withstand such a pace. But if you understand that such statements, as well as receiving new tasks, no longer arouse enthusiasm among employees, it’s time to pause and carefully analyze what is happening. This mistake is more likely to be typical of entrepreneurial-type managers who, in pursuit of a great idea, cannot always calculate the workload on the team, assessing the complexity of the task and weighing all the risks. They are also relevant for those who are “illuminated” by new ideas without waiting for the previous ones to be implemented. The subordinates of such managers receive new tasks before they have time to complete the current ones. Without properly set priorities, not a single task will be completed, and employees will completely lose the purpose and meaning of their work.
If there is a possibility that you incorrectly estimate the complexity of the work when you give a task, try to consult in advance with experts - employees who do it “by hand”. In the eyes of your subordinates, you are unlikely to lose your position; rather, on the contrary, they will perceive this as a manifestation of a rational and balanced approach to work.
Not giving enough explanation to complete the task
All people differ from each other in the manifestation of their style characteristics. This allows the manager to use their talents to perform a variety of jobs: one employee is good at analyzing large amounts of data and systematizing information, while another is great at coming up with new ideas and thinking outside the box. When giving a subordinate a task, it is necessary to take these features into account and provide comprehensive information. Explain to the employee:
For what need to do this. What problem does this solve, what is the global goal.
What need to do. What exactly do you want to get in the end?
How do it. Based on what laws and regulations, taking into account what restrictions and criteria.
Who will do it. Who is responsible, who is a co-executor. Who has the authority to make decisions and who just needs to be informed.
When You are waiting for the result when you need to start working.
The proposed version uses the Adizes methodology, but other theories and methods can also be used. The main thing is that the subordinate receives comprehensive information from you. Only then can you expect a good result on time.
Do not involve subordinates in company life
The short term will always trump the long term. The fulfillment of the plan in the current period or the deadline set by the client will always bother you much more than the fact that your employees are not interested in what is happening in the company, do not read the news on the corporate website, or do not know about the competition for the best corporate "shout". Some managers react very negatively when they learn about the participation of employees in corporate activities: they see this as a signal of underutilization of people. “Pick up the phone and call customers, you will discuss the competition after hours!” they say.
Of course, such tactics and tight control will help to fulfill the plan, but in the long run it will not work. Regulations and procedures provide efficiency only in the short term. Employees who have lost contact with the company react worse to changes and do not show initiative. It’s easy to lure them away to competitors, because there’s almost nothing keeping them here.
Involve subordinates in the life of the company, do not forbid them to be interested in what is happening. Be the conductor of these changes yourself, then you can be sure that employees receive information undistorted by gossip and can be guided by your attitude to what is happening.
Criticize employees publicly
Some leaders have a very unpleasant habit - to criticize in front of all their subordinates. Trying to spur a person to achieve in this way, leaders receive a portion of resistance and disappointment. The employee turns on defensive reactions, there is a high probability of a destructive conflict. For other employees, public criticism of a colleague may be an interesting sight, but the realization that any of them can find themselves in a similar situation is not very inspiring.
Debriefing in the presence of a significant number of people is a strong measure that should be used very consciously. If you want to publicly reprimand an employee who provoked sabotage or was seen in actions that threaten the company, so that others will be disgraced, this may be a justified decision. In all other cases, it is better to invite the employee to your office or meeting room to discuss the situation. He will be grateful to you for the lack of fuss about such an unfavorable matter for him.
Encourage unhealthy internal competition
Managers often resort to encouraging internal competition - with good intentions, of course. “Look, Ivanov has already concluded five deals, and you only have two!” - the manager encourages. He expects the performance of everyone else to immediately increase in order to catch up and overtake this same Ivanov. In fact, it turns out that the team begins to furiously despise the “excellent student” and the boss’s favorite and look for (invent) reasons why they, unlike Ivanov, did not achieve the desired result. Some may begin to manipulate the manager, seeking changes in working conditions, arguing that this is unequal opportunities for work. In any case, the team begins to be united by destructive common goals, and instead of super results, the manager gets demotivated employees.
If you like a competitive atmosphere in your team, let it be healthy competition. Don't single out your favorites by criticizing everyone else. Use positive emotions. Try to inspire and praise your subordinates, do not forget about the value of cooperation and team results.
Don't listen to the team's opinion
You are very lucky if you are the leader who knows the right answer in any situation and is ready to direct the team’s efforts exactly in the direction where super profits await them. We can sincerely congratulate you! But there are only a few such leaders. The right direction is not always obvious, and subordinates are not always ready to blindly follow instructions. Mistakes made because the manager did not ask the team's opinion can be very costly.
When making "ordinary" decisions, you most likely do not need to consult with your subordinates. But when starting work on a new, more complex project, do not be afraid to involve experienced employees in developing a solution. Or at least just ask their opinion about the upcoming work. This way you will form a team of like-minded people who share your aspirations. And you will certainly be able to avoid annoying mistakes.