2024 Author: Harry Day | [email protected]. Last modified: 2023-12-17 15:43
Have you met managers of any level who are confident in their competence and who work with the team are based on the following false beliefs:
- The team is built according to the same rules, be it an army, an enterprise or a gateway.
- All equally, regardless of the results of work and discipline.
- Self-affirmation at the expense of the staff is not a sin - they will be less capricious.
- Pitting employees against each other is also not a sin - they will look after each other and steal less.
- Respect for another person is an illusion - everything is based on fear.
- Fools are predictable and manageable, dissenters are dangerous.
- You need to maintain a personal relationship with your employees like family members to keep them on a tight leash.
- The less they know, they sleep better.
- The focus of employees is not on the maximum profit (the higher the income you bring to the Company, the higher your income), but on the maximum savings for a meager bonus.
- The ban on expressing your own opinion and innovative proposals - do not argue!
- Feasts on Fridays unite the collective, and whoever is not with us is against us.
- Maintaining emotional stress in the team.
- A good employee is one who constantly speaks and demonstrates his loyalty to me. If someone is busy only with work, it is not clear what is in his head.
- Rudeness and lies are also not a sin - let the animals know their place.
- Everyone should like you and show me that you are at least busy with something.
- Concealment of conflicts - "if only it does not come to the surface."
- Any employee can be easily replaced - they still do nothing.
None of these beliefs lead to the expected results:
- the leader is despised for his inconsistency, - the number of conflicts and thefts is growing, - the rules flourish "wherever you work - just not to work", "why tell the truth to a manager who buys any lie", "if they hide something from me, it means there really is something to hide", - maintaining the illusion of work “as long as you pretend that you are paying us a salary, we will pretend that we are working”, “keep your head down” and “all the bosses know who you are…”.
- and latent "hidden" conflicts are generally capable of destroying any collective.
All these are symptoms of terminator management and, according to Western sociologists, it is this form of management that will flourish in our country in the current century. Agree, it's a shame to justify such predictions. And you …? What is a terminator manager? This is a leader who is driven not by motivation to succeed, but by the fear of losing a business or job. As you understand, there are no effective employees in the terminator manager's team, and if they accidentally appear there, they are immediately survived from the team, because there are “enemies around”. Revenues are falling, and the fear of losing a business is growing. Such is the "Groundhog Day" or running in a wheel. Everything is like in the biblical parable: "He who fears in fear is not perfect in love." Those who do not want to get stuck in one day are faced with the eternal question - "What to do"?
The formation of a healthy team is based on 2 main principles:
- Firstly, it is personal responsibility for the team result of the work of each employee.
- Secondly, it is the motivation of each employee to work as efficiently as possible in order to achieve a single team goal.
Agree - everything is extremely simple.
Then the next question arises: "How to achieve this?"
Personally, I prefer the team building proposed by the German psychologist Klaus Fopel.
Let's conditionally divide the scheme of work into 7 stages and get the following:
Stage 1 - Diagnostics of group dynamics
At this stage, it is necessary to identify problems arising in the relationship of employees and integrate outsiders into the team. The structure, depth and potential of trust are studied; the structure of power and influence in the team; the history of the team and its leader are revealed
Stage 2 - Normalization of relationships.
Here employees are taught self-disclosure and free expression of sympathy. Analyze their satisfaction and dissatisfaction with work in a team, public and private collective rules. Diagnostics of the inner atmosphere is ongoing. Employees are trained in productive interaction, attitudes towards the profession and work, desired and possible career and individual work style are investigated.
Stage 3 - Organization of the work of the team.
There is an analysis of the ways the team works and the variety of positions in relation to the reference people, the style of team leadership and the reasons:
- decline in productivity, boycott or apathy, - increased hostility and complaints, - fuzzy idea of actions at a particular moment and misunderstanding of decisions, - lack of activity and initiative, - dependence on the leader or negative attitude towards him.
Stage 4 - Preparation for changes in the composition or leadership of the team. At this stage, the reactions of employees to emerging problems are studied and they are taught to set priorities; diagnose the organization's core values to foster employee dedication and enthusiasm, confidence and a sense of security. They also investigate the degree of employee involvement in the team.
Stage 5 - Effective functioning of the team as a social system. The article examines claims to power in an unusual situation and informal connections of team members; work is underway to improve performance. Loyalty and neutrality of the leader in relation to the team as a whole are restored.
Stage 6 - A clear distribution and understanding by each employee of their duties in the following cases:
- reorganization or formation of a new team, - changes in the list of functional responsibilities or the growth of conflicts, - lack of clear guidelines in work or discussions with the head.
At the same time, the reasons for the secret policy of unions are investigated and the work of each employee is analyzed separately.
Stage 7 - Compromises. Employees learn together to correlate their desires with the common goal of the team and to work with constructive contradictions, abandoning pseudo-solutions. The skill of making adequate decisions is developed, which reveals conflicts and avoids quarrels, taking into account the point of view of other people. Employees also learn to show appreciation and gratitude for others' merits; receive help from others in their professional development.
If you order this work from a professional trainer, then each stage will take no more than 9 hours to complete. The exception is the 6th stage - here it will take up to 3 hours to work with each employee. If the leader does not participate in this work, the training is ineffective and even harmful, because "The lower classes no longer want to live in the old way, and the upper classes still do not know how to govern in a new way." Active forms of recreation such as a rope course, visiting team building, etc. activities are a great addition to team building work, but team problems by themselves do not solve.
Thank you for your attention and once again I wish you from your own experience to be convinced of the unusually high efficiency of the training form of work. Good luck and prosperity to your business!
Larisa Dubovikova - psychologist, business coach.
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