How to lead a team without experience. What you need to know when managing a team

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

Some strive to become a leader, others become one by chance 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 individual approach to each individual employee;
• be able to create friendly atmosphere 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 previously the work collective was perceived as an abstract mass of people working to accomplish specific tasks boss, today the mechanisms of strategy have changed significantly. The leader must take into account psychological techniques, which will help him communicate with his team and create everything the necessary conditions for its 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 quality, 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 leadership position (you need to carefully monitor your oral and in writing, be as confident as possible in yourself, try not to make mistakes and, through your actions, remain a role model 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

IN to a greater extent The learning model of behavior is 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, essential for successful development 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 attending advanced training courses or 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 given 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 a manager notices that an employee long time fails to cope with the task, he fires him.

Informal relationships, which presuppose a teaching form of behavior, are not suitable for a model of strict regulation. IN 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 results of teamwork;
• 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 what they were able to achieve success in. certain time, and where were the 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 individual characteristics collective ( average age 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 educational institution. 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.

Regulatory model the best way Suitable for crisis situations (for example, when 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 some 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. Lately 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 an aspiring leader and want to gain authority, but you are bothered psychological problems, you can ask your question in an anonymous form (or by indicating your name) on our website.

Hello! In this article we will talk about how to become a good leader who is loved, appreciated and respected by his subordinates. You will learn what qualities a person holding a leadership position should have. What are the differences between female managers and male directors? What mistakes should be avoided?

Why be a good leader

Supervisor - This effective manager. It is on his ability to establish the production process and find an approach to the team that the qualitative and quantitative indicators of the company, department, etc. depend.

The concept of a “good” or “bad” boss is highly subjective. It's impossible to find ideal person, which everyone will like. Nevertheless, the leader should be respected, appreciated and a little feared by his subordinates.

Many directors or bosses who have just taken a leadership position behave “incorrectly” and this affects the atmosphere of the team, which entails a decrease in the efficiency of each employee.

To make it clear what we mean we're talking about, Let's consider the following example.

3 days ago, a department of the company was headed by a new boss. He is quite young and came to this position from another company. As a specialist, he does not know much, but nevertheless does not want to study and learn something new. He's the Boss. Therefore, he behaves arrogantly, shifts part of his work to others and is incompetent in many matters. He considers himself an excellent leader, because he thinks that people fear and respect him.

In fact, the staff does not like him, does not value him, does not respect him and considers him an arrogant upstart. Looking at the boss, employees lose enthusiasm, and the performance of the department gradually falls. This is because everyone works on their own.

Team is a union of people who work to achieve one goal. It can be compared to a watch mechanism, where each gear is important in its own way. And the boss is the treasured key who starts the mechanism and knows how to get it working.

If you want to improve the quality of work of a department or company, earn the respect of colleagues and subordinates, and further move up the career ladder, then you definitely need to become a good leader. And now we’ll tell you how to do this.

Who can be a leader

In fact, good leaders are not born, they are made. At any age, a person can feel the strength of a leader. According to statistics, 4 out of 10 bosses become good leaders. This indicator is not affected by either gender or age. An excellent director can be either a young, purposeful university graduate or an elderly man with a wealth of experience.

Who is better man or woman

Nowadays, both men and women can become leaders. Women directors are tacticians, while men are strategists. It is more difficult for representatives of the fair sex to gain the authority of the team. You will have to prove your professionalism, especially if most of male employees.

Men are more stress-resistant. They are not so quick to go to extremes. Nevertheless, women are more attentive to their subordinates.

To clearly answer the question “Who is better?” It’s impossible, because it all depends on the person and his character. Therefore, women and men equally can and should fight for the title “Good Leader”.

Qualities of an ideal boss

In order to become a first-class leader, you need to realistically evaluate your positive and negative sides character. No one is perfect, but people in leadership positions must be able to suppress negative sides your character and develop good traits.

So, let's look at what an ideal director should be like:

• Smart;
• Master the basics;
• Responsible;
• Punctual;
• Psychologically stable;
• Human;
• Compulsory;
• Punctual;
• Be able to cope with your fears;
• Don't be afraid to take risks;
• Active;
• Trainable;
• Not lazy;
• Peaceful;
• Friendly;
• Not stupid;
• Not melancholic, etc.

Mistakes Most Leaders Make

Not every boss can be elevated to the rank of a good leader. All because they make a number of mistakes that discredit them in the eyes of their subordinates.

Let's look at the most common mistakes:

1. Lack of desire to exert yourself. Some managers, as soon as they take their position, think that they have climbed to the top of the mountain and now they can relax and do nothing, thereby shifting part of their work to their subordinates. In fact, you need to clearly understand that the higher the position, the more you will have to work. Subordinates can help you in the first days, but you must do your work yourself.
2. Failure to value employees. Every employee who does their job well deserves minimal encouragement (at least verbal).
3. Inability to organize work. The manager must thoroughly know the entire production process. Very often, due to the fact that the boss does not understand all stages of production and does not know who is responsible for what, any troubles are attributed to the unprofessionalism of the team.
4. Lack of desire to improve or learn something new. Very often, managers who have held positions for many, many years believe that they know everything and do not strive to learn and learn something new. But life and technology do not stand still. AND modern man must improve, especially the leader.
5. Assignment of other people's merits. Let's look at this error with an example. IN scientific laboratory There is a talented employee who has made some discovery. Instead of talking about the achievement of his employee, the head of the laboratory tells everyone that “THEY” did it. Such a boss believes that this discovery is his personal merit, because he is a great worker if under his leadership the employee has reached such heights.
6. Showing rudeness and disrespect for the team. Sometimes managers don’t think about the need to control their emotions and lash out at their subordinates for any reason. Of course, there are different moments, and you really want to let off steam. But you need to learn to restrain yourself, because ordinary workers, most often, have nothing to do with your bad mood.
7. Insecurity of your employees. If a director puts his own interests above others, then he never defends his team anywhere. He does not understand controversial situations and does not look for the culprit. It is easier for him to punish people (impose a fine, reprimand, etc.) than to figure out who is right and who is wrong.

This is not the entire list of mistakes made by managers. In any case, you need to remember that subordinates are people for whom you bear a certain responsibility, and their professional failures are the failures of a manager who was unable to establish the production process.

Basic rules of a good leader

One of the founders of management, Peter Drucker, claims that in order to become a good leader, you need to use the following 5 rules under any circumstances.

Rule 1. Learn to manage your time.

Rule 2. Pay attention Special attention the final result, not the production process. Intervene less in the work of your employees. Explain to them that everyone does a very important process and bears responsibility for it. Make every employee feel like they are a little boss.

Rule 3. Use and develop strengths And positive traits yourself and your employees.

Rule 4. Always set the right priorities, bypassing unimportant tasks.

Rule 5. Make effective decisions.

Tips for those who want to become a first-class leader

Analyzing the activities of many successful managers, we have compiled recommendations that will help each boss earn authority in the team.

• Behave “the right way” from your first day as a manager.
• Get to know the team well. Immediately after taking office, familiarize yourself with all personal matters their employees. Try to remember their names. This way, your subordinates will see that they are not just labor for you, but, first of all, people.
• Always be honest and keep your promises.
• Discuss the production process in your team more often, let your subordinates express themselves, ask them to take the initiative.
• Don't be arrogant, but be a little simpler. After all, the same people work in the team, only one rank lower than you.
• Don't scold employees in public. It’s better to reprimand a careless employee in your office.
• Praise and encourage staff at general meetings. You will provide incentive to others.
• Don't sit idle. A good leader always has a lot to do. Bad directors shift part of their work to subordinates, and then suffer from idleness.
• Don't be afraid to lose your position and let talented employees develop.
• Control your emotions.
• Rate yourself by your worst employee. After all, part of the blame for his failures lies with you. Perhaps you did not motivate him or assigned him a task that was too difficult.
• Do not spare money on material incentives for staff. If people do not have an incentive (for example, in the form of bonuses for highest scores), then they will work half-heartedly and without enthusiasm. Remember what average salary Average employees work.
• Learn to resolve any domestic disputes. Do not stand by if a conflict arises in the team. Try to understand the current situation and help resolve it peacefully.
• Demand discipline. Use discipline sometimes. The main thing is that your complaints are relevant.
• Don't indulge your employees' whims. Behave kindly, but strictly. Otherwise you will be ignored.
• Show your competence and do not shift all problems to your subordinates.
• Congratulate the team on the holidays, take an interest in the health, family, and children of employees.
• Never go to extremes, and assess any situation soberly.
• Study psychology and attend psychological trainings. The healthy climate of your team depends on this.
• Determine the place of each employee in the team. For example, someone is a generator of ideas, while someone likes monotonous paperwork, and someone is an inspiration.
• Don't pick favorites. Try to treat all employees well.

Conclusion

A good leader is a kind of “lighter”. He is able to set his subordinates in the right mood, ignite the fire of enthusiasm and provoke them to do their work better and faster. The boss may not be able to do what his employees can do, but he is obliged to organize the work correctly and give correct installation subordinates.

Almost anyone can become a good leader. The main thing is to want it, not be afraid of change and constantly improve.

Finally got a promotion? Congratulations! You have already proven your professionalism, now is the time to demonstrate your management and organizational abilities. Because a new position means not only new responsibilities, but also a new role in the team. Are you ready for this?

I decided to collect recommendations for aspiring heads of departments, divisions, and companies. After all, moving up the career ladder of one person can become a problem for other team members and even negatively affect the working atmosphere.

Which leadership style should you choose? How to motivate employees? What is psychoclimate and how do you understand that it is negative? I turned to Antonina Ulyannaskaya, a psychologist-consultant at the Wezom agency, with these questions. According to her, 80% of novice managers do not know or do not even think about the psychological aspects of team management. And there is something to think about if you don’t want to see in a month or two a decrease in productivity and a stack of resignation letters from disgruntled subordinates.

What should a new manager do?

1. Choose a democratic management style

From three styles- authoritarian (decisions are made individually by the manager), democratic (decisions are made collectively, the boss controls execution) and liberal (the team makes decisions itself, the role of the manager is minimal) - it is the democratic one that can provide a comfortable working atmosphere and maximum productivity. Because the boss is a democrat:

• does not give strict orders, like in the army, he works as a team;
• provides subordinate powers solve problems within their competence independently;
• involves employees in solving organizational issues;
• encourages creative ideas, initiatives;
• builds trusting relationship with colleagues: informs about current state affairs in the company and development plans;
• sees and helps to reveal the employee’s potential.

The democratic style makes subordinates feel like partners rather than just performers. For a novice leader, this style will be the key to the success of the team of which he has become the leader.

Nuance. If the manager comes from outside (not from among the employees of the department or company), we recommend:

• ask what the predecessor was like in this position, what management style he used;
• get to know the team and organizational processes;
• identify priority work goals, discuss them with senior management, and then with subordinates.

Don't forget to listen to the suggestions of the department entrusted to you.

2. Motivate not with orders, but with the help of involvement in solving problems

This method will help increase self-discipline in the team. After all, responsibility for decisions made passes on to employees. This implies a democratic management style. Make employees feel important. The feeling of a simple cog in a huge mechanism is unlikely to arouse enthusiasm. And when subordinates become important participants general process, will take a more responsible approach to business.

If employees fail to cope, the democratic boss does not use domineering methods and in no case scolds in public.

Remember the rule: praise in public, punish in private.

Subordinates should not be afraid of being called to the carpet. Punishment in a democratic style means explaining what is wrong, finding reasons and ways to eliminate it.

3. Create a team

Remember that you are leading a team (section, department or company), not each individual. Form a team that will implement your planned projects. To do this, develop management skills. Be ready to set goals for the team, determine results, transform goals into clear tasks, motivate performers to solve them, monitor implementation, eliminate problems and conflicts that arise.

And also learn to select people appropriate to the tasks. In other words, don't squeeze a lemon in hopes of getting tomato juice.

The mistake of novice managers is to pull the blanket over themselves with the motivation “I will do it faster and better myself.” It will not be possible to build a team with this approach.

4. Don't be arrogant

• admits that a promotion is not the crown of a career, and he is not the ruler of the world;
• understands that a new position is a big responsibility;
• takes into account personal experience before promotion;
• continues to work on himself, improve personal and professional skills;
• does not abuse his position, does not shout at every corner that he knows everything better.

Arrogance, like know-it-all behavior, will not help you gain respect in the eyes of your colleagues. The principle “I’m the boss, you’re a fool” is a sign of an authoritarian management style. You don’t want people to quietly hate you behind your back, do you?

5. Maintain social distance

Finding the perfect balance between friendship and service is not easy. Not every experienced manager succeeds in this, let alone a beginner. Some young bosses build friendly relationships with one subordinate, thereby forming negative attitude from other employees.

There should be no familiarity in the team. Stick to the culture business communication. Build relationships on mutual respect.

If you are a supporter of using a first-name relationship between subordinates and bosses, make it clear to employees that this is not a reason to be frivolous with tasks.

Nuance. How to build communication if the subordinate is older than the boss? Follow a partner line in communication. Use the pronoun "you". Don't be afraid to ask for advice. Messages such as “I wanted to know your opinion”, “What do you think” will demonstrate respect for the senior employee, increase his sense of importance, and help identify valuable experience and use it for the development of the company.

The main thing is not to hurt the subordinate’s ego, but to create comfortable business relationship. Set the distance gradually.

The psychoclimate that prevails in the team largely depends on the management style of the leader.

What is psychoclimate and how to understand that it is negative

Psychoclimate is a comfortable emotional mood, the atmosphere in which employees work. Indicators of a negative climate in a team are:

• staff turnover;
• frequent sick leave;
• low labor productivity;
• tense relationships between colleagues;
• general irritability and dissatisfaction;
• employee reluctance to improve;
• mistrust;
• psychological incompatibility;
• lack of desire to work in the same office.

Signs of a positive climate include:

• friendly relationships;
• high degree of trust among team members;
• desire to be in a team work time and spend leisure time together (corporate recreation, joint trainings, outings, etc.);
• absence internal conflicts and “groups”;
• cohesion of employees in force majeure situations, high level mutual assistance (not every man for himself);
• free discussion of current issues (no one is afraid to express their own opinion);
• healthy business criticism;
• lack of pressure on subordinates.

Except internal factors, the atmosphere in the team is influenced by:

• physical working conditions;
• the current state of affairs in the company;
• economic, political, social situation in the state.

Analyze how sponsored people communicate and interact with each other, whether they often conflict or express dissatisfaction, how employees from other (related) departments are treated.

Psychologists recommend conducting an anonymous survey to find out what kind of psychoclimate prevails in the team. And if the head of a department is unable to influence the state of affairs in the country, then he can take care of working conditions and find out the reasons for discontent.

And finally

There are many more recommendations for novice managers than five. But we tried to select basic advice, following which a young leader will smoothly enter new role and will not become the object of negative discussions in the team.

So, you have successfully completed several steps career ladder, and now you are faced with the very real prospect of becoming the leader of some team. This is both pleasing 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? Which ones exist today? general rules people management? Is it possible, adhering to these rules, to lead a company without constantly encountering the same problems? Let's try to understand this issue.

How to manage a team

The classic, time-tested theory of management is based on three pillars: people, financial policy, technical issues. In 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 management the team primarily focuses on the human factor.

Knowledge of psychology is a tool for a good leader

This requires an understanding that any employee is, first of all, a person. This serves as an excellent incentive for the coordinated work of the organization and provides an almost complete answer to the question of how to become a first-class leader. Treating subordinates as mechanical performers is very dangerous. For example, everyone, even those with a grandiose creative potential A person is characterized by stages of decline in psychological activity, when excessive stress only reduces overall productivity. It is inappropriate to demand maximum dedication from him during such periods. High-quality work is involuntarily replaced by some kind of surrogate, which, instead of the expected benefit, can cause significant harm both the production process and the performer himself.

People's feelings can be not just their subjective experiences, but also an excellent indicator of the overall psychological mood team. To a good leader you should be open to emotional exchanges in order to adjust your own actions if any negative situations. And such situations, as a rule, arise from time to time in any organization.

Be attentive to employees

However, we should not forget that competition often turns into conflict, when everyone strives with all his might to be the first to destroy the competitor. This situation, of course, is destructive, and it is necessary to be able to stop it at the very beginning. This will require emotional openness and psychological flexibility based on close attention To internal state employees.

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 kind of dual power may involuntarily form in a 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, you need to learn to maneuver between loyalty to subordinates and authoritarianism. One of the methods of such maneuvering can be the unobtrusive orientation of the interests of groups of subordinates towards the goals of the organization. And then leaving the solution to the issues of achieving these goals to the subordinates themselves. Similar situation The team is quite favorable. The manager’s task in this case will be delivery necessary information and regulation of administrative issues. Therefore, in order to know exactly how to lead 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 them. But first you need to learn how to choose the best employees, while adhering to certain conditions.

How to become successful leader? Some managers try to apply proven “good” techniques: selecting a team of like-minded people or introducing a professional leader into the organization who ignites others with his example. However, “kind” methods may in fact not be so kind. 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, may be different. In addition, for the successful development of any business, an established mechanism is needed, where every detail fulfills 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. One inevitably wonders 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 labor mechanism. Someone will be most useful as a generator of ideas, someone – as a performer of routine work, and someone – as an inspirer, creating in the team the necessary for productive work atmosphere. In general, this is precisely the psychology of team management. This task is not easy, but it is completely solvable if you select people not subjectively, from the position of “like it or not,” but in accordance with the task at hand. The coexistence in an organization of different people, 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 leader, 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 if their cooperation is successful. Plus, you need to learn to appreciate an employee, even if you don’t like him as a person. Can you leave your personal preferences behind the office door? You will become an excellent leader. And learn to control yourself. Sometimes we really want to take our anger out on those who depend on us. Yell at one employee, scold another subordinate. But before you do this, think about what is driving you? Dissatisfaction with the work done or just a desire to let off steam?

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, get people interested in a solution common tasks.

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