How to subordinate subordinates? Psychology of human management

A new position, a separate cabinet, a staff of subordinates and a "halo" of the head over proudly raised head ... All these privileged powers you acquired quite recently, getting a seat in the administrative department and automatically replenishing the number of your company's "chosen tower". But you did not have time to move away from the weightless state of euphoria and headache from yesterday's celebration in honor of the rise, as a barrel of tar literally fell into a barrel of honey in the form of problems with subordinates who launched whole battles in the department, openly or secretly refusing to accept the identity of the new boss .

"Insurgents" ignore instructions, challenge information, hinting at its unreliability, criticize the methods of government, all of its kind demonstrating a reluctance to obey. At first, not all newly minted executives decide on punitive operations in the form of fines, firing and smashing the windows of their subordinates' cars on a dark night (this, of course, is an exaggeration, but what the hell is not joking), and the invisible war is delayed indefinitely. An unwanted boss rushes for advice to more experienced colleagues or explores the depths of the Internet in order to find a way to subordinate his subordinates and become a worthy leader. Consider what psychologists advise in such cases.

The fine line between the twig and the gingerbread

The very first and, perhaps, the main rule - whatever the method of control, it should not harm either the employee or the work process. Regardless of how much you've studied literature on this topic, watched training videos, listened to conflicting advice from colleagues during lunch, your management style should not blindly copy the instructions printed in books and sounded by experienced managers. The psychology of management of people in your interpretation should carry in itself individual prints of nature, natural features of character, honed by the ability to control their emotions, and their own experience of the path traveled from the bottom to the top of the hierarchical ladder. Your attitude to the subordinates should be exactly what you expected from your boss, sitting in the chair of the usual clerk. Try to find a middle ground between a spiteful picky bore who refuses to squeeze out even the sound of praise, and a soft led boss who does not dare to show his discontent.

"Veto" leader, or What not to do

Before you find the desired answer and an effective method, how to subordinate your subordinates, you should familiarize yourself with the list of prohibited activities whose violation will characterize you as an extremely unpleasant and ill-bred boss-tyrant:

• Transition to the individual. The analysis of personal, irrelevant qualities of an employee is a sure way to restore the collective against itself.
• Increased tone, turning into a cry. Wild Or does not frighten employees and will not make them obey, moreover, by such behavior you will demonstrate your weakness and inability to restrain emotions, and therefore, to manage.
• Regular self-praise and demonstration of own significance. The boss, who praises himself exclusively and does not miss the opportunity to boast of his successes, to show how significant his figure for the company, will never be able to evoke from his entrusted team of respect and support, much less admiration.
• Violation of business ethics and the order of the working day on the right to enter the number of "gentlemen". If the manager allows himself to act in the same way as banned by him (in the form of endless telephone conversations with his passions, using headphones, sitting on the Internet, skype not on work issues, snacking in the department), the subordinates will soon begin to take an example from him, quickly Turning official prohibitions into formal ones.
• Sluggish performance, disinterest as a result, lack of bright ideas and initiatives. What is the boss, such are the employees. A leader who does not advocate for his native enterprise, in any case, will infect his indifference with the people following him.

Management Categories, Techniques and Tricks

Despite the multifaceted nature, the practical psychology of human management is divided into two categories:

1. The path to success, sitting astride the neck of subordinates, or the methods of an insensitive leader.
2. The path to success as a winner in the hands of subordinates, or the Power of inspiration.

The leader chooses the appropriate tactics - depending on personal qualities, personal experience and attitude to people in general.

The first category implies hidden control of a person: manipulation, fear, insult, guilt, resentment. Let's consider these methods in more detail.

Manipulation

Manipulation as a covert management implies a deft, cunning, aimed at achieving their own goals impact on a person. In rare cases, the ultimate goals are good, but manipulation, by its nature, is nothing more than an act of influence on people, an imperceptible compulsion to accept unprofitable decisions. Its main difference from voluntary submission is that a person simply does not leave the choice to choose a different path, except for the imposed.

In our case, the concept under consideration, depending on the nature of the leader, can be used to achieve one's own selfish goals or for the benefit of the company. Management of subordinates on the principle of manipulation includes a skillfully induced offense, anger, fear, guilt.

Resentment, anger

The unflattering or directly directing leader of an unflattering phrase about the employee's business qualities against the backdrop of the unfolded praise of another subordinate in 9 cases out of 10 achieves the goal, and all thanks to the inherent sense of competition among people. The stimulating statement looks something like this: "Petrov brilliantly coped with the task, but you can not do it?" Or "You do not fit Petrov's candles!" Or "You are not capable of anything, but Petrov!" The cocktail that has swept the employee Explosive feelings - anger, resentment, the desire to demonstrate their abilities and prove that he, too, can do many things and can - pushes the manipulated to perform a variety of tasks. Without thinking about the nature of his actions, the subordinate, without knowing it himself, contributes to the embodiment of the ideas of the boss.

Fear

It is impossible to accurately determine the nature of fear of the authorities: it can be caused by the authority of the despot leader, the weak will of the subordinate, or intimidation in the form: "For disobedience and failure to fulfill the tasks set - the dismissal!" A couple of intimidations resulting in the calculation of obstinate workers to confirm the words will Action: employees who value a place will go to the boss. Only in this case the relations between the manager and the subordinate will be based not on respect, self-giving in the name of the enterprise, but on the banal fear of losing the job.

Guilt

The concealed management, built on a sense of guilt, includes methods in which the chief announces the deprivation of all employees of the department of premium or leave because of the poor performance of one of them; Or without an award (leave) there is one employee because of insufficient zeal of the others. Accepting pressure, based on a sense of guilt, aims to motivate people to work better so as not to let others down.

The psychology of human management, based on skillful provocation, is capable of giving the desired results, but it is applicable in cases where latent impact is necessary for good purposes, and not for self-interest, using other people's resources and resources.

The second category of management implies more loyal methods of gaining authority, mutual benefit for both parties and active propaganda of democratic policy of influence.

Positive influence

To become a good leader, it is necessary to realize that your behavior, actions and relationships with subordinates directly affect the microclimate of the department, the attitude of employees to the work and the effectiveness of the tasks performed. The leader should be able to take responsibility, inspire his team, infect them with his enthusiasm, set an example and be an ideal for them. An excellent leader is not one who causes animal fear in subordinates, suppresses and provokes conflicts. A true leader is one who, knowing the psychology of each employee, his aspirations, values and desires, directs the flow of energy in the right direction. For him there are no estates "superior and subordinate", he is given work so much that he can not but cause admiration, he is loved, appreciated, respected by everyone and readily follow him.

Praise, flattery, encouragement

It's no secret that anyone needs regular praise, encouragement and approval of their actions. The leader is the one who can give the desired things to his subordinates. Honored praise, the system of awarding the best employees, recognition of their achievements is an effective tool for gaining trust, respect for the team and inspiration for even more brilliant results. An effective method of management is also an advanced praise, when the boss in advance expresses gratitude to the subordinate, for example: "I decided to entrust this task to you, since only you will be able to cope with it." Encouraged and grateful employee (and how: "The boss thinks I'm the best, and I just can not let him down!") Carries out the assignment with a double zeal and diligence. In this case, the boss, who clearly understands how to subordinate subordinates, puts two hares on his shoulder blades with one shot: he achieves an excellent accomplishment of the assigned task and increases the number of people devoted to him.

The Art of Inspiration

It is important to be able to guide a lot of people with different goals, different degrees of efficiency and skills on a single path. For this, each member of the team needs to find an individual approach, to learn his aspirations and motives and, based on this, to develop a motivation. After all, when the motives are clear, it is easier to move forward, turning the scattered crowd into a strong, goal-oriented team. The leader should not only be able to inspire, but also maintain a morale, go against the wind, fanning the belief in an indispensable success when one involuntarily drops hands ... In addition, one of the excellent qualities of the boss in his arsenal is the ability to efficiently and quickly resolve quarrels between employees without damage for both sides. And the conflict "leader-subordinate" of a professional leader happens only once - at the very beginning of a managerial career, and that is not always the case.

Competence

Subordinates often pay attention to how competent their boss is in the sphere entrusted to him, whether he has the necessary knowledge and skills. You must be prepared for a thorough evaluation, close interest and detailed analysis of your abilities on the part of your charges. Therefore, you just need to know about your activities, almost everything, constantly improve and replenish the luggage of knowledge. In the eyes of the collective, the leader is the embodiment of perfection, genius and a bright, non-standard mind, otherwise how did he manage to achieve this position? You do not want to disappoint your employees, let alone feel like an unworthy leader, regularly asking for help in unfamiliar questions to you? Study, analyze and constantly learn to become an ace in your field, not charging your own duties to employees, otherwise what is the meaning of the concepts "leader" and "subordinate"?

Apply by name

Use the advice of the famous psychologist D. Carnegie, who claimed that the name is the sweetest sound for us. Conversion by name increases the importance of a person in their own eyes and causes trust in the interlocutor. Call your subordinates not by name, nicknames, but strictly by name, and in no case do not confuse and distort it. This simple device guarantees you the disposition and respect of others.

Listening is also an art

Learn to listen carefully to the interlocutor, keeping on the face an expression of polite interest, without a shadow of impatience or, worse, indifference. In the event that you do not agree with his words, do not rush to interrupt the conversation with your arguments. Listen to the employee to the end, note the value of his opinion and only then express your vision of this issue. Ability to listen and reckon with the opinion of subordinates will only raise your authority and win the respect of the collective.

Applying the methods and tips described above in your management model , you will understand how to subordinate your subordinates, and perhaps you will become one of the best leaders of our time.