Manager - Subordinates: "translation Difficulties"

2024 Author: Harry Day | [email protected]. Last modified: 2023-12-17 15:43

This feature can be traced especially clearly on the example of the development of the communicative competence of managers. A coach comes to work with a seemingly simple and technological request and falls into the epicenter of problems, many of which are in the field of business psychology. Or the manager decides to improve communication in the department, and in response receives resistance from subordinates, based on a low level of confidence in his undertakings.

What to do in such cases? Coach's recommendations - analysis, improvement of managerial and personal efficiency, a new scenario of relationships.

1. Parent-child relationship

Have you heard (and maybe uttered) such phrases from leaders? “My team (company) is my family”, “Subordinates are like children, they need to be brought up”, “Why do they behave this way, I am with all my heart to them!” etc. If so, you have the opportunity to observe parent-child relationships in a team. Dad (or mom) is a manager, children are subordinates. Less often, but it also happens vice versa. It is known that a parent can be controlling or caring. Look closely, if the manager demonstrates a dominant or analytical management style, he is a controlling parent. Inspirational and team-building leaders take on the role of a caring parent.

What is the result of such a relationship? You can follow the example of training programs that are ordered by managers. Since the controlling parent suppresses the team, not allowing anyone to have their own opinion, requests will be for training to develop proactivity and initiative. Subordinates will go to programs amicably and remain silent about them in the same way as at planning meetings and meetings. "Initiative is punishable" - this is the slogan of communications in the units of controlling parents.

A caring parent will spend the unit's budget on endless corporate events and teambuilding training. At first, employees take in all the entertainment events with a bang, have fun, and then start looking for good reasons not to participate in such gatherings.

The leader will be upset that he is unable to rally the team and “light fire in the eyes”. And the children-subordinates are simply tired of this game, they are already playing another, for example, they are friends or are at war against each other.

How can a leader return to the adult, most organizationally correct position? In this case, coach technologies will promptly help, which:

- increase the responsibility and initiative of the manager-coach and his subordinates;

- teach to see the reasons for achieving results based on personal contribution;

- develop partnerships in relationships.

Communication problems in parent-child relationships:

- to speak, but not be able to convey the essence of the issue

- listen but not hear

- to hear but not understand

- understand, but do nothing

- do not do what was agreed upon

2. Communication barriers

Often, in order to solve problems in communication with subordinates, the coach asks the manager to analyze his speech. For example, what are the usual formulations he uses in daily communication with the team. Such an assessment allows one to see the formulations-barriers that block the communicative flow of the interlocutors. Communication barriers always cause resistance, anger and antipathy, as a result, subordinates do not feel trust in the manager.

If you carefully consider the above barriers, you can find that our communications with subordinates largely consist of them. Some researchers cite the figure as 90%. And even then, everything can be changed: at the next meeting or other team meeting, write down what you say on the recorder. Listen carefully to what attitudes and communication barriers prevail in your speech?

Then, write a new, effective scenario - replace criticism with developmental feedback, directions, and directives and advice with coaching questions. Remember also about helper phrases, actively incorporating them into your new vocabulary.

Help phrases - These are formulations that positively affect the self-esteem of the interlocutor, give him the opportunity to choose, allow him to feel his own significance, For example:

- You are the expert in this direction

- Your opinion on this issue is very important to me.

- I will tell you about several alternatives, but you will choose

3. Lack of feedback

Such a problem in communication with subordinates as a lack (and sometimes absence) of feedback affects the effectiveness of the team and each employee individually. The main reason that managers do not provide and do not ask for feedback is their lack of knowledge of management technologies and algorithms. In today's column, I propose to consider a technique that will help managers in their daily management activities.

Model SCORE

This technology was developed as a method of organizing information by its authors Dilts and Epstein (1987, 1991). Management uses SCORE as both a problem-solving model and a feedback session structure.

Stage 1 coaching questions:

Describe the situation that happened. Have you planned your actions in advance? What went wrong? What actions have been taken?

Stage 2 coaching questions:

What exactly led to this situation? What are the internal factors, what are the external ones? To what extent is what happened in your area of responsibility?

Coaching questions 3 stages:

What is the best result for getting out of this situation? What could it be? What would the ideal solution look like? Describe your SMART goal

Coaching questions 4 stages:

Who and how can help in solving this problem? What resources will you need to achieve your goal? What can give quick results?

Stage 5 coaching questions:

What happens when the result is achieved? What are the consequences of achieving the goal? What will you learn as a result, what experience will you get? How will solving this problem affect the rest of your life?

Feedback will be effective if you respond promptly, focus on the actions, and not on the personality of the employee, and analyze the aspects that are amenable to change. In the course of communication, describe the facts, be specific and remove value judgments. Remember that grades are communication barriers that can create insurmountable obstacles in interactions with subordinates.

4. Lack of dialogue

The ideal balance of “listening and speaking” in interaction with the team is 70% x 30%. To manage your subordinates more effectively, listen twice as much as you speak. And even in those moments when you "hold the speech", give the opportunity to speak to the interlocutor. After all, another communicative mistake can be the inability to conduct a dialogue. Coaching questions can help develop this competence. Learn to formulate your thoughts in the form of questions and in the near future you will get positive dynamics in relations with the team.

Open questions are used to increase the activity of the interlocutor or identify needs. Suggest a detailed answer or several of its options

Closed questions serve to confirm the need, affirm or deny something. The result will be a monosyllabic answer.

Convergent questions are set to enhance understanding (for interpretation):

• why?
• why?
• what are the reasons?
• who is (not) profitable?
• why is it (not) profitable?

Divergent questions serve to find alternatives:

• what will [not] happen if …?
• what can you do to make more …?

5. Inability to listen

It happens that the communication process in the department is one-sided due to the fact that the manager does not have the skill to listen. He expresses his point of view, gives orders and generates ideas. But he does not listen to subordinates, does not understand the problems and motives, their vision of solving problems. And thus initiative kills in the bud.

Analyze your listening skills with one of the coaching technologies. Perhaps this is where your team's poor performance lies?