So, you have successfully overcome several stepscareer ladder, and now you are faced with a very real prospect of becoming a leader of some team. This is both encouraging and a little scary, since now you will have to answer not only for your own actions, but also for the actions of other people. How to become a good leader? What are the general rules for managing people today? Is it possible to lead a company by adhering to these rules without constantly encountering the same problems? Let's try to understand this issue.
How to manage a team
Current level of production developmentcontributes not only to global changes in the business sphere, but also to a colossal revolution in the socio-economic situation of society. The old mechanisms of managing this production, when the staff was perceived as some kind of faceless and sexless mass, performing a certain goal, have been safely forgotten in our time. Today, managing any, even the smallest organization, requires completely new tactics and strategy. New psychological aspects of team management have appeared, which are the main tools of the current manager. The classic, time-tested theory of management is based on three pillars: people, financial policy, technical issues. In the first place, of course, is the human factor. Subtle, wise use of the creative potential of each employee, regulation of relationships in the team increases the productivity of not only subordinates, but also the company as a whole. Effective team management provides, first of all, for guidelines on the human factor.
Knowledge of psychology is a tool of a good leader
It is impossible to become a good leader nowwithout studying the psychological aspects of communication with subordinates. We can say that the work collective as an object of management is a living creature with its own character and habits. Knowing the peculiarities of people's perception of each other, orientation in the nuances of the relationship between the team and the management apparatus are fundamental components in managing people. Only by taking them into account can you know exactly how to become a first-class manager. This requires understanding that any employee is, first of all, a person. This serves as an excellent incentive for the coordinated work of the organization and gives an almost complete answer to the question of how to become a first-class manager. Treating subordinates as mechanical performers is very dangerous. For example, everyone, even one with tremendous creative potential, is prone to stages of decline in psychological activity, when excessive stress only reduces overall productivity. Demanding maximum dedication from him during such periods is inappropriate. Quality work is involuntarily replaced by some kind of surrogate, which, instead of the expected benefit, can cause significant harm to both the production process and the performer. People's feelings may not just be their subjective experiences, but also an excellent indicator of the general psychological mood of the team. A good manager should be open to emotional exchange in order to adjust their own actions in the event of negative situations. And such situations, as a rule, mature from time to time in any organization.
Be attentive to employees
Another important rule for successteam management – attention to the interests of employees. Each person is unique, and their motivations and goals are unique, so an attempt to impose public interests to the detriment of personal interests can be fatal: the company will lose a valuable employee who will not be easy to replace. But the unification of personal interests in any form to please public ones will have a beneficial effect on both the atmosphere in the team and the overall productivity of employees. When personal goals coincide, human groups are quite easily created, which are much easier to manipulate than each employee individually. Within such a group, as a rule, there is some competition, from which a competent director can derive significant benefits for the organization. However, one should not forget that competition often turns into a conflict, when everyone strives with all their might to be the first to destroy the competitor. Such a situation is, of course, destructive, and it must be stopped at the very beginning. Here, emotional openness and psychological flexibility based on close attention to the internal state of employees will be needed. This management tool is quite effective, but its danger lies in the fact that the manager’s work will be reduced to control and maintaining a balance of power. A certain dual power may involuntarily form in the team: the manager’s control over employees, on the one hand, and his dependence on the behavior of these employees, on the other. To avoid such a dead end, it is necessary to learn to maneuver between loyalty to subordinates and authoritarianism. One of the methods of such maneuvering may be an unobtrusive orientation of the interests of groups of subordinates to the goals of the organization. And then leaving the resolution of issues of achieving these goals to the subordinates themselves. Such a situation in the team is quite favorable. The task of the manager in this case will be the delivery of the necessary information and the regulation of administrative issues. Therefore, in order to know exactly how to manage a team of one kind or another, you need to take a closer look at each of its members and determine exactly what role can be assigned to him. But first, you need to learn to choose the best employees, while adhering to certain conditions.
Advices for a novice manager
A novice manager inevitably faceswith such problems as personnel selection and creation of the most favorable environment in the team. Unfortunately, there are no universal tools for solving these problems. However, there are certain rules, adhering to which, you can achieve significant success in management. How to become a successful manager? Some managers try to apply proven "good" techniques: selection of a team of like-minded people or introduction of a leader into the organization - a professional who inspires others with his example. However, "good" techniques in fact may not be so good. No professional leader can replace an entire organization, and the most devoted like-minded people always remain separate, independently thinking people. And their goals, ultimately, can be different. In addition, for the successful development of any business, a well-established mechanism is needed, where each detail performs a certain function. And in the case of like-minded people, distributing these functions is quite difficult. After all, each of them strives to do exactly the work that he considers most acceptable for himself. Involuntarily, you begin to think about how to properly manage a team of this kind. In other words, the main thing for a novice manager is the ability to determine the place of each subordinate in the system of the labor mechanism. Someone will be most useful as a generator of ideas, someone as an executor of routine work, and someone as an inspirer, creating the atmosphere in the team necessary for productive work. In general, this is what the psychology of team management is. This task is not easy, but it is quite solvable if you select people not subjectively, from the position of "like - do not like", but in accordance with the task. The coexistence of different people in the organization, with all sorts of tastes and habits, is one of the most important incentives for its development. The unity of opposites always implies progress. There is a lot of advice on how to become a manager, but they are based on one principle: a modern manager should remember that an organization is an association of people, and its goals are achievable only in the case of their successful cooperation. Plus, you need to learn to appreciate the employee, even if you do not like him as a person. Can you leave personal preferences outside the office door? You will become an excellent manager. And learn to restrain yourself. Sometimes we really want to take out our anger on those who depend on us. Yell at one employee, scold another subordinate. But before you do this, think about what drives you? Dissatisfaction with the work done or just a desire to let off steam? We recommend reading:
