How to learn to direct?
So, all your expectations were met, all dreams and plans of which you dreamed all last months of the work came true, and, at last, appointed you to a responsible position - you became a chief!
You so long wanted it, did not sleep, thought, worried that when you were told news, except pleasure and pride of himself, such good fellow, it is more anything to test and you could not. And it is correct - each person has to experience in the life feeling of flight from the fact that the goal is achieved, to lift, so to speak, the self-assessment.
Euphoria of the head - the thing is quite ordinary therefore lasts quite not for long, at most one or two days, and here once you come in the morning to work and understand, what you already not just serving, and the head and what even envious subordinates any more in forces of nothing to change. But at all beauty of this the parties of a medal of feeling and emotion any more not those that filled you a few days ago. Now in your consciousness quite normal, distinct understanding of an event.
Slowly you pass between ranks of the people subordinated to you. You open a door now of your private office. You put a portfolio on a table. You turn on the computer. Your body slowly plunges into an easy leather chair of the head, and thoughts fall deeply to a cerebral cortex. And that`s it there comes the terrible moment - before eyes there is a huge exclamation mark and accurate thought that on most - that business you never in life directed and did not bear responsibility for work of other people. The whole day torments you only one: “ What now to do? How to operate? Where to move further? “.
For the beginning chief the most difficult, in my opinion, task is correctly to learn, so, it is productive to direct work of the subordinates, and as result, it was able to dispose of time of employees and quality of the final product of their activity.
It would seem that it is easier - put employees for workplaces, and they work. In it there is a grain of truth - each worker eventually knows a circle of the duties: what things he is able to do what are not present and what the fact that it sits at the next table can make. And it is known by each your employee!
If to bring together all your workers, then they can be compared to flock of birds which, they have no leader, can chaotically fly all life. And, most likely, their end will be close as everyone knows that it should fly somewhere, but nobody will definitely tell where.
That`s it in it the task of the head of &ndash collective also consists; to answer the most important question: “ Where? “ and only then there will be a purpose which will unite all, only then everyone will understand not just a circle of the duties, and specifically the task in this project. Only when everyone will know that the end result depends on its work, and on quality and time of performance depends as will carry out the duties which are sitting next, only then the collective will work as a uniform organism!
All this is fine and remarkable, but there is not enough. Nobody will effectively work if he understands for himself 2 more questions.
The first of them: “ For what? “.
Many heads often give to the subordinates a set of tasks and often end result is necessary to nobody. That is, it turns out that the head himself thinks out these tasks, motivating it with the fact that subordinates have to do something &ndash all the time; it, in - the first, creates on workplaces visibility of rough activity, in - the second, does not allow people to think of what in department still could not be done.
In this approach there is a good moment - thinking out tasks while there are no other urgent projects, the head forces subordinates to abstract from other activity of firm and to be engaged in a task, other than the ordinary, that leads to the professional growth and increase of level of workers.
But there is other, much more powerful party! When as a result of work on a task the employee understands that what he made to nobody is necessary, the set of problems at once gets out: discontent that so many forces are spent for useless business; discontent with the head and decrease in the authority of the chief in the opinion of subordinates; decrease of own assessment; and most important - it is thought that the word of the head is not truth and that you should not aspire and hurry to execute all his orders and instructions as there is no confidence in need of achievement of result. Many chiefs make this serious mistake and then are surprised why they are not put in anything.
The second question - concrete payment for work.
If the income of your organization allow, then make at least small, but encouragement for well performed work. It will allow to stimulate employees better than other factors. But do not forget also about badly executed duties! Do not encourage such employees at all! All have to know: good result - good payment, bad result - about any bonus out of the question! If you cannot pay bonus, then surely tell about it to employees, do not hide. People should not amuse themselves with senseless hopes.
And one more moment! You as the leader, works of each employee have to be aware always. If the employee, talking to you, understands that “ the chief does not drive what speak to him » about; he will begin to perceive you as child in questions of the work.
That it did not happen, demand from each at least weekly report on the done work. Having analysed the reporting of certain employees, you will be able easily to give an assessment of promotion of all project, and it will give you indisputable advantage - you will always see an overall picture and the nobility where it is necessary to accelerate, and where to slow down that the project in general developed in the necessary course.
Talk to employees! Communicating with collective, you strengthen your relations and create, though little by little, the confidential relations. And it is the most difficult step of any management - that subordinates understood and accepted what is told by you, and you listened to what is told by your workers.
So, what result? There are several paramount aspects and when your thoughts come to an order, understand them at first for yourself: “ Whom do I want to be for the employees? In what direction to move? What tasks I consider prime? What result of work will be? What do I am ready to give to people for it? “. Only after you understand it for yourself, collect all the “ I will melt “ also talk about to what you want to go and what you wait from them for. Raise superficially the questions connected with work of each employee. Talk to each employee separately &ndash later; understand, than there lives your interlocutor. Anybody should not have unresolved questions.
Only after the collective understands the purpose of the work when everyone understands what from it wait for when you become “ to conduct pack “ only after that you will be able to tell: “ It - my people! “. And sometime, maybe, not soon, but people will tell: “ It - our head! “.