And even in a tavern you are a manager.

Hello friends. With you Yuri Okunev.

Today about the book

Batyrev Maxim: 45 manager tattoos. Rules of the Russian leader.

Main idea: I share the principles of managing people.
Main theses: 45 principles. See the list below.
How to apply: as a checklist to test the skills of a manager in oneself or employees. It can also be an interesting reading for the evening.

Will I reread: no, you can use a list of principles.

Is there material in the training card index or in the doubling list: a list of principles, a portrait of the head of the department.

Impression: the most positive. Easy to read. All examples are from the personal experience of the author. Impressions like after a good conversation with a smart person.

Bonuses: by sending a letter to the address indicated in the book, you can get from Maxim his list: top 20 business books and a list of 45 films about business.

List of principles:

1. First learn to play by the rules, then invent your own;
2. Read, comprehend. Train the main muscle;
3. Refuse from wrong strategies - this is a manifestation of strength;
4. What is obvious to you is not obvious to others;
5. Look for the strong, the weak will stick by themselves;
6. Everyone can be forgiven for a mistake (under certain circumstances;
7. Do not do work for subordinates;
8. Do not enter into negotiations with terrorists;
9. Clients are our everything;
10. And even in a tavern you are a manager!
11. Don't work with morally disabled people;
12. Call a spade a spade;
13. Do what you preach;
14. The flock copies the leader;
15. Good must be rewarded and evil punished. Is always;
16. Teach - treat - wet;
17. It is necessary to develop not weaknesses, but strengths;
18. The strong respect only strength;
19. Strengthen the team only like-minded people;
20. Do not discuss decisions made with subordinates;
21. Recognition of the specificity of death is similar;
22. Praise people;
23. Do not count on human gratitude;
24. A team is created only by common doing;
25. The manager must be extreme;
26. Time is more important than perfection;
27. Protect the interests of your leader;
28. People will do when it is easier to do than not to do;
29. Grow people - this is your main goal;
30. Any idea you have can be questioned;
31. Fuck analytics during a crisis;
32. Justice does not exist;
33. First we fight with the consequences, then with the causes;
34. Everyone is responsible for himself;
35. Coaching in business is evil;
36. Be consistent: you will be squeezed out
37. Don't trust dream people, trust goal people;
38. Any ambiguity is interpreted for the worse for you;
39. Any of your words can become a task;
40. A single conceptual apparatus improves manageability;
41. Discipline is the mother of victory;
42. Change the weak for the strong;
43. Do more than you have to;
44. Don't be afraid when you are alone. Be afraid when you are zero;
45. Always remember: one day you will be fired.

About the rules of communication with colleagues and the principles of achieving success in a career. Every chapter Maxim Batyrev calls tattoos, which in the form of real scars on the body left a mark on his life.

Tattoos are a set of rules, principles and everyday experience of the author. As a sales manager, Maxim went through the stages of the career ladder and rose to a managerial position. In the book, the head of the company tells how to act in certain situations and what effect tattoos had on him. They manifest themselves in joy, pain, luck, experience, ups and downs, dismissal, leadership and not only relate to the management of subordinates, but also teach meaningful actions in business. The author claims that if a person remembers tattoos, he will be able to avoid unpleasant situations and achieve the desired result.

Maxim Batyrev (Combat) - a well-known manager in Russia and a member of the board of the firm "What to do Consult". According to the publishing house "Kommersant", Batyrev is included in the Top 100 best Russian managers, and the International Academy of Management and the Free Economic Society of Russia recognized him as the "Manager of 2012". In 2014, his book "45 Manager's Tattoos" became a bestseller and won the "Electronic Letter 2014" literary award in the "Business Book of the Year" nomination.

Who is the book "45 Manager Tattoos" for?

• For ordinary employees who seek to better understand their leaders;
• For those who plan to become a manager or already are;
• For anyone who wants to be successful professionally.

What is the book "45 Manager Tattoos" useful for?

The control rules from Kombat are practical and effective. They will help you make meaningful decisions, manage subordinates and be responsible for employees. Will it be easy to use the proposed rules? Most likely no. Not everything works right away. Any business requires patience and work on your habits. The difference is that some learn from mistakes, while others renounce them.

After reading the book "45 Manager Tattoos" you will learn:

• that weak personalities stick by themselves, and strong companions must be looked for;
• that the rule "the customer is always right" brings success to the company;
• whom the author calls moral invalids and how they interfere in life and business;
• how to assemble a team of like-minded people;
• why subordinates should not know about the decisions made by management;
• that justice does not exist and how to deal with it;
• that coaching is detrimental to business;
• how to create your own rules of the game and make competitors bend to them;
• How to overcome the fear of being fired.

The titles of the chapters in this book are tattoos. This is a set of principles and rules, proven by many years of practice of a successful manager, his everyday and organizational experience. These are simple and vivid stories about how and why you need to do business if you want to succeed. Behind each of these chapters are meaningful actions, someone's pain, anguish, joys, good and bad experiences, dismissals and leadership, and most importantly - the desired result.

Read on to get it!

Even if you absolutely accurately reproduce all the technologies and methods from the books "how to become a successful/billionaire in 24 hours" or a book of ready-made management recipes, they will not work without a solid foundation on which your company or division is built. And the foundation is the principles by which you conduct business. In this book, I refer to principles as tattoos. they were forever imprinted in me after various events that took place in my life.

Tattoo number 1. First learn to play by the rules, then come up with your own.

Wherever I have appeared since I, who did not learn the basic rules of fighting, but was eager to show my prowess, was beaten in boxing training by an experienced boxer, I have learned to play by the rules of the system, trying to understand the nature of these rules and the motives for which they were accepted.

It's the same in business. In life too. You can’t earn a million right away if you haven’t learned how to earn a ruble. You can't become a director if you haven't led a department. You can't attract many clients if you haven't learned to understand what drives them. Etc.

You always have to learn to play by the rules first and not look for magic buttons.

Much of my achievement stems from what I have read and the subsequent reflection that turns into action. A lot of people, having started reading, say: “What a fool I was that I didn’t start earlier!”

Books are investments that return.

People who do not even try to start reading have simply come up with an alibi to cover up their own weakness and laziness.

You cannot read business literature just like an ordinary book, without comprehending and applying the information received. Read and comprehend what you read! That kind of reading helps. If I didn't apply ideas from other people's successful experiences, I would have given up on the third book and stopped reading.

The level of intelligence and creativity is directly dependent on the quality and quantity of stimuli that the brain receives. Any muscle develops due to loads. The more and more often we use our creative "muscle" - the brain, the stronger it will become.

No living system (human organism, collective, country, tree) can remain in a neutral state. It either degrades or develops. It can develop solely from the influence of external stimuli. If there is no incentive, the system begins to degrade. At the same time, incentives can also be destructive if they are of poor quality. A low-quality stimulus for the human brain can be, for example, Dom-2, or for the stomach - semi-finished products with the addition of carcinogens.

If you want to have strong arms, you need to pump the muscles in your arms. If you want to have strong legs, you have to run and squat. If you want to think fast, make quick decisions and make discoveries, you need to train your brain. The more a person reads books, the more often new ideas for business, for personal efficiency come to his mind. Just like that, a brilliant idea cannot come to mind.

By reading professional literature, you begin to understand the concepts and meaning of doing business - you become stronger.

Reading fiction, you begin to understand life - you become wiser (tabloid novels are a low-quality incentive).

Communicating with smart and successful people, you perceive their experience and become closer to success yourself.

Tattoo number 3. Refuse from wrong strategies - this is a manifestation of strength

But you still need to be able to change the strategy. You need to be able to turn off the path, look for other behaviors, try something new, sometimes take a step back if, after pushing around, you understand that you can’t achieve what you wanted so much.

A change in strategy, including abandoning a previously chosen one, can lead to excellent results. The most important thing is the position of the strong.

People who resist when they fail to implement their strategy, and at the same time do not change the ways of achieving the goal and hold on to their strategy with their hands and feet, are weaklings.

To abandon the wrong strategy is to show common sense. Let them laugh at you and say that you lost, since you stopped. But he laughs best who laughs last.

Tattoo number 4. What is obvious to you is not obvious to others.

I always treat every young applicant, employee, trainee with understanding and work with him as a mentor, spend the first days and weeks telling how we usually work, by what rules, what is the result of the work, to whom on what issues you can and need to apply, and so on ...

All this happens on my initiative, I do not wait for a person to find himself in an uncomfortable situation, because he may not admit that something is unknown or incomprehensible to him. Remember how you felt when you were a beginner.

Tattoo number 5. Look for the strong, the weak will stick on their own

To become strong, you need to associate with strong people. But in order to communicate with the strong, you need to make an effort, because they don’t need you in FIG. But the weak are needed, they must drink someone's blood.

The strong will never come up to you and say first: “Hi! How are you? I'm strong, what's your name? Oh, are you Weak? Do you want me to help? Do you want me to make you just like me? Hold your hand tight, let's run into a brighter future!

Encounters with the strong must be achieved. The strong must be sought. The strong need to be equal, the strong need to take an example.

The weak will find you. And they will come with a big spoon to scoop up your dreams, hopes, good mood, faith in success and smiles with this spoon.

Tattoo #6: Everyone can be forgiven for making a mistake (under certain circumstances)

Everyone has the right to make a serious mistake, but only one. And everyone has the right to be forgiven under certain circumstances, when a person is ready to get out of his skin, just to restore his reputation, repents of his deed, takes the whole blow on himself.

Tattoo number 7. Do not do work for subordinates

Doing work for subordinates is a classic mistake of all leaders who “grew up from below”. However, you need to solve the general issues of your unit and only in this way guarantee the result.

You must find a "golden mean", being able to give up your previous experience - even if you were a great fellow there. But at the same time, do not lose it, because it can come in handy at any moment.

Tattoo number 8. Do not negotiate with terrorists

They say that there are no terrorists in Japan who take hostages. According to a certain law, a person who has become a hostage, from the moment of capture, ceases to be considered a citizen of Japan. And the state ceases to be responsible for such a person. Therefore, the security forces destroy everyone at once, both terrorists and hostages. Under such circumstances, any sense of capturing someone and demanding something will disappear. Therefore, there are no terrorists in Japan.

Who can be considered terrorists in business? Any employee who threatens you in any way. Especially lovers of such threats are departments or personnel, without which the organization does not function, or employees with unique functionality.

Such terrorists must be disposed of immediately. Yes, it will be difficult for some time, but you can always find a replacement for them over time.

Tattoo number 9. Clients are our everything

My employees know that it is possible to interrupt any conversation, meeting and even a meeting of the company's board if the issue concerns the client and if it is urgent. Everyone works for the client - both sales people and back office.

Tattoo number 10. And even in a tavern you are a manager!

1) Payment. The manager must organize the work and leisure of his employees, if he is nearby. The leader must also organize the joint payment of the bill in the tavern:

1. When everyone pays for himself, this is normal. Let employees get used to the fact that once they have agreed on joint actions, they must comply. Moreover, payment disciplines people and makes them more careful about the choice of dishes next time.

2. It always seems to every person that he ate for a smaller amount than he imagines.

3. It's not shameful or ashamed. This is not petty stinginess. I am sure that when you negotiate the rules with your subordinates on the shore, it is much better than leaving your watch in the tavern on bail.

I always do the following. The first order - and immediately the bill. Everyone paid, then everyone sits, eats, drinks, rests. Would you like to order more? Please order! But immediately throw money into the common fund!

2) Organization. You are a commander, and you are always looked upon as a commander. No conversations like: "It's up to six I'm your boss, and now I'm a drinking buddy and friend"

Don't force non-drinkers to drink. They have that right, whatever reason you have for drinking. On the contrary, these are your main assistants at such an event - only they, in which case, will help you recreate the picture of what is happening and spend the end of the evening with dignity. For example, they will help organize the delivery of people to their homes.

You should have a list of employees' home addresses with you (just in case) so they can be transported by taxi. Never send a drunk person alone on public transport.

Your task:

- to make sure that the employee gets home after the booze that you organize.

– keep track of the end time of the event and carefully roll it up when the time comes to an end.

- make it easy to find the number of the taxi that the person left.

3) Remember, there are not your holidays and not your days. They are in common with the relatives of your people. Let's say New Year, March 8, or an employee's birthday, and even Saturday (after a drunken Friday). There is no need to compete in this zone with those close to your subordinates. Make sure that your employees always look good on such days and behave with dignity.

4) Don't get drunk on payday

5) If you care about your reputation, then do not drink bottled beer on the street in the city surrounded by your employees: this does not improve the image of the manager. Out in the countryside is another matter.

6) Never enter into personal negotiations about salary, career growth and other such matters at public drinking, even if you will be attacked. After drinking, people turn on frankness and courage at the same time. Say that you remember this question and are ready to return to it tomorrow. 80% of employees don't show up the next day.

Tattoo number 11. Do not work with mentally disabled people.

You should never work with people if they themselves, and consciously, do not want to change and believe in themselves. It's pointless.

Tattoo number 12. Call a spade a spade

Many managers are afraid to tell an employee that he is not performing well. And when it comes to dismissal, they give out everything: you were bad there, and you did it wrong here, and then you messed up. In most cases, for employees, the words of the leader at such a moment turn out to be a surprise. But it's better not to bring it up.

I rejoice when people achieve results, and I tell them that they are great. I frown when the results are unsatisfactory, and also call a spade a spade. I express dissatisfaction to the face of the girls if they come to work without makeup, and to the guys if they are unshaven. I tell a man that he is lazy if he is lazy, and that he is a coward if he is a coward. Yes, many are offended, but they are transformed literally the next day.

This creates a coordinate system. It is clear what is good and what is bad. What is possible and what is not. And in the presence of a coordinate system, it is always easier to work. Although the temptation to quietly take offense at a specialist and put a “tick” in your head that he is not a good person, but not to say anything to his face is very great. Indeed, in this case, you will not offend the employee, and, most importantly, you will not be embarrassed yourself.

Tattoo #13 Do what you preach

Often the manager himself does not follow the rules that he requires from his employees. And it's not just ugly, but truly destructive.

Can I require my employees to come to work at least two minutes before the start of the working day? I am sure that I have every moral right to demand from my people that they at least not be late, because I myself am not late.

What if the boss is late? It means that the boss does not follow his words, he has low authority, he is weak, it is better not to deal with him. And if the boss is the standard of discipline, smartness, masculinity and a model of behavior, then he can demand, then he is an example, then everything is fair.

In general, do not demand from employees what you do not do yourself.

Tattoo number 14. The flock copies the leader

I have not yet seen a single cheerful or dashing unit in which there would be a stern leader. And vice versa, I have not seen a single subdivision that is hard to lift, in which there would be a leader, open to everything new, a bright and cheerful person. The same is with swearing, and reading books, and smoking, and so on.

Employees repeat what the boss does, says, and even thinks.

If you want to understand what kind of manager you are, look at the employees who have been working with you for more than six months. Here you are, just like them. Do you want to change them? Look at your reflection first.

And be sure to think about your serious face. The power you've been given is no reason to frown. Otherwise, you will spend the rest of your managerial life in a team that looks more like a team of workers from a pipe-rolling plant.

Tattoo number 15. Good must be rewarded and evil punished. Is always

If the leader does not punish misconduct, then the subordinate will decide that:

1. Any rules set by the leader can be broken.

2. Any promise given to subordinates can not be kept.

3. The leader is weak, he can be manipulated.

Any unnoticed conscious violation on your part is not at all a broad and generous managerial Russian soul. This is the first sign that soon in your unit "all the windows will be broken" (according to the Broken Windows Theory).

In the same way, but only in a different direction, the reward for good works.

Good is the fulfillment of agreements and any other actions of employees that you yourself want to welcome, as well as the actions of subordinates that were sent to you. For example, when an employee helped you, although he was not obliged.

But just be careful. No need to be happy when your employee came to work on time. There is a norm and there is goodness. These are different things. A norm is when the same rule exists for everyone.

Punishments are not only penalties, fines and the use of force. And incentives are not only monetary rewards, career growth and valuable gifts. Sometimes a nod of approval or a frown can play the same role, the main thing is to show that you, as a representative of authority, see and notice everything.

Tattoo number 16

“Teach” - “treat” - “wet” - the stages of working with each employee to complete any task. Basically, all leaders are divided into three types: everyone prefers this or that action. However, all steps must be followed.

Violation of the rules for the first time is an accident (we teach), the second time - a coincidence (we treat), but the third time - a pattern realized by the employee (wee).

Stage "learn".Everything that is obvious to you is not at all obvious to others. No matter how smart your employee may seem, you need to make sure that he understands the task in the right way. If the understanding is not like this, it is necessary to correct, bring into line, teach.

If the rules are agreed, the employee is scientific, understands the task correctly, and, moreover, you agreed with him that he will do as you agreed, but for some reason he does not complete the task, then this needs to be dealt with at the stage " treat".

The "treat" stage.First of all, you need to understand what caused the task to fail. If there are no objective reasons, start "treatment": “My friend, we agreed with you ... so you yourself promised me ...”

Try to do without coaching and psychotherapy. Remember that you are not a social worker who is forced to listen to stories about a difficult fate: there are much more lovers of whining than lovers of achieving something on their own. You are a manager who has to complete a task and report it to the top management.

However, do not forget to say during the “treatment” that you consider what happened to be a misunderstanding and believe that this will not happen again next time.

The employee's mistake may happen again. Until what time can a person be “treated”? ONLY ONE MORE MAXIMUM. Warn at the second case of "treatment" that it is the last. And then something bad happens.

The task is not executed a third time. This is the wet stage.

Stage "wet".Wetting does not mean firing, reprimanding or beating. To wet - in any way to punish an employee. It can be anything, as long as the subordinate experienced personal suffering and it never occurred to him again that it was possible not to complete the tasks you set.

Remember: it takes courage to punish. It is easiest to engage in “teaching” and “treatment” all your life. If you don't know how to punish, it means that you can't afford the power - go to work as a specialist. But if a correctly “taught” and competently “healed” person does the same thing over and over again, he openly mocks you. And this is the very "evil" that must be punished.

Moreover, the “wet” stage is, in fact, the only stage at which your power is needed. In all other cases, it is better not to use power, but to negotiate normally with people.

Important note: you can also wet immediately.

It all depends on the severity of the offense committed. "Teach - treat - wet" to a greater extent extends to operational, everyday, normalized activities. Activities that do not require undue government intervention. But if your employees commit serious misconduct that requires immediate intervention by the authorities (for example, swearing with customers on the phone), and there is absolutely no time to "teach" and "treat", then intervene immediately. But only in exceptional cases.

Tattoo number 17. You need to develop not weaknesses, but strengths

It is necessary to find and develop ONLY your strengths, creating your own unique individual style. At the same time, try to minimize losses from your weaknesses, i.e. try not to get into situations where you can expose your shortcomings.

Tattoo number 18. The strong respect only strength

Don't work with the strong at all, or become stronger than them. There is no third.

You are the leader, and if you disagree with one of your subordinates, he will have to take your side or leave. No options.

Tattoo number 19. Only like-minded people strengthen the team

Itzhak Adizes claims that a real management team resembles a human palm, where each finger symbolizes the manager's unique style. And the more radically the managers (fingers) differ, the more correct the command (palm). Because if the team consists of people who have the same views, it is very vulnerable.

However, I disagree: working in such a team is always very difficult and unproductive. Such interaction does not bring development or creation.

Adizes claims that if a team consists of people who have the same views, then it is ineffective. And I absolutely know for sure that a team consisting of people with the same views on business, on results, on approaches to work, and most importantly - on common goals, is many times stronger and more productive.

Only with like-minded people can you do great things. Because by working with people who have a different opinion, you will constantly spend energy on overcoming resistance. Every time, every meeting, every time, every suggestion, every change, you will have to overcome resistance.

The first picture shows: if one person looks in approximately the same direction as the second, but still their goals are very different, then their overall effectiveness is equal to the middle line. But if they look in the same direction, as in the second picture, if they go to the same goal, they will be similar to each other, then in this case 1+1=2.

And now add a person with different views to this picture: draw a vector directed in the opposite direction, and you will get that 1 + 1 + 1 = 1, because this person extinguishes energy. And all the forces will be spent on extinguishing the resistance of this person.

Tattoo number 20. Do not discuss the decisions made with subordinates

No matter how you want. You can discuss them before acceptance, but not after!

Tattoo #21 Recognizing the specificity of death is like

Almost every company has a division that considers itself "specific". For example, some department for the development of the region or a department for working with VIP clients. On the one hand, the leaders and employees of such units consider themselves to be a kind of elite, they say, “we are special, the rest are no different from each other,” and on the other hand, they have reason to shift the blame for any of their failures to some special circumstances. that others don't have.

It is necessary to take into account a very important thing: employees of specific departments do not look for reasons to "get off". They really think so! For example, their results are worse because Lukhovitsy is a small town or because "summer is not the season."

After all, how great is the temptation, when things are not going very well, to tell the leader: “ Well, you understand why we have a crisis. Our division has its own specifics ... ".

However, only those departments in which such a stereotype has been killed are selected from poor results. Or those who killed this stereotype in themselves.

Tattoo number 22. Praise people

When a person is beaten all the time, driven into frames, force and power are used, he will simply learn to defend himself and, most likely, will leave you at the first opportunity. And when you praise a person, he unconsciously remembers these actions and strives to repeat them.

Praise is the alignment of a coordinate system. The employee will focus on what they are being praised for, whether you like it or not. The main thing is to PRAISE PEOPLE ONLY FOR WHAT YOU THINK IT IS RIGHT YOURSELF.

Tattoo number 23. Don't count on people's gratitude

All people are ungrateful pigs, absolutely everything. Someday they forget all the good things that you did for them, and become the same pigs as everyone else.

Helping people, I just stopped waiting for gratitude, and it became easier to live.

Tattoo number 24. Only common doing creates a team

The team is primarily characterized by a common clear goal, empathy for each other and a desire, if necessary, to help another for the sake of a common goal.

Team building games and corporate team building are not needed in our country. With us, people can easily find a common language with each other even without joint trainings. And with exactly the same ease to scatter in different directions, as soon as it comes to doing something together.

Handing out paints and brushes to all employees and painting a two-hundred-meter fence together is much more effective for building a team than playing bowling together. Because joint work always implies the participation of everyone, a personal area of ​​​​responsibility, a visible personal result of labor and a visible common result. Bowling is just fun.

Tattoo number 25. The manager must be extreme

Employees value managers most of all for their ability to personally resolve issues and for their ability to be extreme. A real manager should solve problems himself. And only if he does not have enough authority, to attract an additional resource.

It is the ability to be extreme, to work as if there is no one behind you, to make maximum personal efforts to resolve issues that distinguishes a good manager from a non-manager.

Tattoo number 26. Time is more important than perfection

People who are afraid to take risks try to reasonedly and reasonably approach the solution of any issues or the launch of any projects, which is why the launch of these projects is delayed for months and years. And yet they are right! Indeed, not everything may be taken into account in the terms of reference, or the market is not yet ready to accept your super offer, or, or, or ...

But in business, it is not the one who thought it through, not the one who is better prepared, not the one who prescribed all the regulations and instructions in detail, but the one who took the risk and did it first, who wins much more often.

Let it be “crooked”, let it not be completely thought out, let the mistakes be corrected along the way, let it be necessary to apologize to customers, but it is vital for you to get ahead of everyone and then loudly declare your triumph. Otherwise, you will lose.

Tattoo number 27. Protect the interests of your boss

The best subordinate is the one who helps his boss. Thisgives him strength. After all, when you realize that you are not alone, that there are people who are ready to help you and cover you, it inspires.

On the one hand, the manager has a team whose interests he must protect before the employer and senior managers. On the other hand, he has an obligation to protect the interests of the business owner in front of line employees, constantly motivating them to complete tasks.

And if subordinates begin to rebel, ignore, resist and try in every possible way not to fulfill the task set by the leader, then the manager will not have a reason for a great mood and faith in humanity. This takes energy, as you have to spend additional resources on persuasion, explanations, and sometimes even a showdown.

Not resisting the leader is physically difficult. When you are given a new task or require uncharacteristic actions from you, the first reaction is seething indignation. But, everyone who remembered the words about the “best subordinates” had to restrain this indignation. Then it faded away, I had to delve into the motives of the leader, understand them, understanding them.

Tattoo #28. People will get it when it's easier to do it than not to do it.

We need a management system in which people are placed in such conditions that it is better never to break the rules.

If the task is not performed from time to time, then the subordinate needs to create such conditions under which it will be easier for him to complete this task than not to complete it. Then the employee, choosing between two evils, will choose, as expected, the lesser, after which the probability of completing the task will increase significantly.

An example of such conditions: an ashtray in which only cigarette butts can be thrown; lack of benches on the territory of the enterprise; idiot test in Germany.

Tattoo number 29. Grow people - this is your main goal

Any king is strong with his retinue. The stronger and more loyal people around him, the more power the king himself has, the stronger his state and the more the kings of neighboring lands are afraid of him.

The quality of a manager is measured by the number of grown employees who work for the benefit of the company, the number of grown other managers.

I started every second sentence with the words: “When you are a manager…” or “After you are appointed to the position of a manager…” I did this on purpose, because I really wanted people to see a bright future or a possible path.

Some are so afraid of the growth of their subordinates that they are ready to work with weak employees all their lives. If only they were not imprisoned and if only they did not take anyone away from them.

Do not be afraid that you will be "hooked up". If you are strong, you grow people, you show excellent results of your work, then your best employees can really be perceived as a replacement for you. And you really can be replaced by these employees. And that is precisely the meaning of managerial work. This is what will allow you to grow further. Moreover, a grown replacement is the only condition under which you yourself grow.

Tattoo number 30. Any idea you have can be questioned.

Even if the idea is good and correct, be sure to expect it to be questioned. The reason doesn't matter - you're wrong, you're right, you intimidate, you motivate, you're not loved - it doesn't matter. Your ideas will be resisted. Is always. Because everyone is afraid of change.

Before proposing something new to my colleagues, I prepare for objections, draw diagrams, and assume what they will say in this or that case.

Now, when presenting a new idea, there are two or three people sitting at the round table who already like this idea, because I met with each of them separately and discussed the prospects of the innovation, calculated the risks and dispelled possible doubts. Answers to possible objections are prepared in advance.

You need to understand that your employees do not perceive you as an absolute genius. You are a walking threat to them. Knowing this, you can sell your ideas the right way and prepare, prepare, prepare.

Tattoo #31

Only action and only forward. In no case do not look back if you are in a quagmire. Samurai said: "If you don't know what to do, take a step forward."

Any analytics, any reporting, any verification is a step into the past, a step back. Any action aimed at overcoming the crisis is a step into the future, a step forward.

Therefore, if you find yourself in a crisis, if it’s hard for you, if you don’t have enough strength and want to quit everything, take a step forward. Still, being a samurai is better than being a scumbag.

Tattoo number 32. Justice does not exist

If someone tries to accuse you of injustice, do not even delve into what the point is. "Justice" is the most serious manipulation I know of, which you can declare to your opponent from the threshold. Otherwise you will drown in the swamp:

1) since the thesis sounds socially correct, it has to be dealt with. After all, one must be a fighter for justice.

2) justice is always directed to the past, i.e. you have to delve into situations that have already passed, so that a deprived person gets something that he has long deserved.

3) fairness is not an absolute value. There is no lesser or greater justice, it is impossible to find a reference justice and focus on it. Everyone has their own justice, and each one has it fairer than the other.

Fighters for justice do everything not for the sake of some mythical justice, but solely for their own selfish benefit. Fighting for justice is one way to satisfy your own ego or bend the system to suit your personal interests.

There can be no social justice in commercial organizations. The one who works well should earn well - the one who brings more profit, who makes more significant and weighty decisions, who is responsible for the most important processes, who makes a greater contribution to the movement and development of the organization.

In your company, in your division, justice is you. As you decide, so be it.

Tattoo number 33. First we fight with the consequences, then with the causes

It often happens that an employee smokes in the wrong place, and managers begin to twist and turn, order beautiful “No Smoking” signs, draw up documents and regulations prohibiting smoking here, make up a schedule of time that can be allotted for smoking, even change the motivation system for non-smoking employees . It needs to be done. Necessarily.

BUT! Only after the "violator" gets a strong headwash! First, you ALWAYS need to deal with the consequence, and then with the causes of its occurrence.

Examples:

1) If on a sharp turn a barrel of fuel oil fell out of the truck into the river and fuel oil began to spill down the river, you need to get this barrel urgently. And there is no need to stand on the shore, groan, gasp and come up with special fenders that need to be installed on this section of the road. This will not save the river at this point in time.

2) If you are sick and snot flowing, then before developing a comprehensive treatment program and going to the pharmacy for medicines, and then making a plan for the next year to buy new winter boots and lead a healthy lifestyle, you need to find a handkerchief and blow your nose.

Tattoo number 34. Everyone is responsible for himself

If a normal leader conducted a normal analysis, assessed the situation normally, provided the employee with normal resources, which can be a normal transfer of experience, normal material and non-material motivation, then he took the actions that he had to take as a manager. This was his responsibility.

And if an employee does not want and cannot use this, although the manager provides normal control, then this employee is not responsible for his actions. You carry for yours, but he does not.

Tattoo number 35. Coaching in business is evil

Coaching is a good technique for revealing the inner potential of a person and a good technique for stimulating him. At the same time, I am a categorical opponent of the introduction of this technique into the science of personnel management.

Coaching is based on the idea that a person is not an empty vessel that needs to be filled, but is more like an acorn that just needs to create a fertile environment so that it germinates and subsequently becomes an oak tree.

However, this theory works well for solving personal, not work, but everyday problems. But in practice, the situation turns out to be senile. When young employees who have been working in the company for a month or two are trying to ask the question: “What do you think about this?”, “What do you think is the most appropriate option in such a situation?”, “If you were in my place, what advice would you give me in such a case?”

Tattoo #36 Your Control System Is Checked All The Time

The management system that you create, whether it is a set of some internal rules, a list of mandatory actions that your employees must perform, or a professionally written regulation, will be tested daily by your subordinates for strength, no matter how great the rules you create. Even if you agree with your loyal subordinates, it will happen anyway, no matter how hard you try.

You will be surprised, but even if you have leaders under your control (that is, the same representatives of power as you), they will still look for loopholes in order to try to bypass your system. It is necessary to be persistent and consistent in the implementation of your rules in order to resist these attempts.

Tattoo #37. Don't trust dream people, trust goal people

There are “goal people” and “dream people”. It is better not to count on the “dream people”, because they practically do not take action. They need their dream, a kind of life “Wishlist”. It is popular and socially correct to dream about something and lament that nothing happened again in the next six months.

If you work with these types of people, don't trust their dreams to replace your managerial influence. They still need to be motivated, to organize their work, to control their actions, they must be managed.

The fact is that a person of dreams is always in a state of choice. What can I do now to get closer to my dream? Or be lazy? Should I strain now for the sake of non-obvious benefits? Or go to lunch? Dream people very rarely connect their current activities with their own dreams.

In contrast to the people of the goal, who know for sure: all today's actions move them forward, even if only by a millimeter.

Goal people always know what they want, who they will be, with whom they will be, and where they will be. They are constantly in search of opportunities that will move them towards their goals, and that is why they practically do not need your management! They almost do not need to be controlled, motivated, etc. Goal people go where they see fit. Let it be slow and hard, but always go. Having reached one, set yourself the following goals and move on. They cannot live without goals. Avoid ambiguity in your work. Set up anonymous letter boxes in your departments, because you don't have to be afraid of anonymous questions or feedback. Because it does not matter who is the author of such messages. It is important that you have voids and they need to be filled with your influence and understanding. And the person who “scored” and did not do what you asked him to do should experience a sense of embarrassment and shame for letting his manager down and ruining his reputation.

Tattoo #40

This is necessary so that the people who work with us understand us better. A person who grew up with you in the same cultural environment will be close to you in spirit and understanding. And the more you have in common, the better you will understand each other and the faster your employees will accept your tasks.

If your employee knows what you mean when you give him such and such a command, then you can have up to half of the working day freed up for other things. The effectiveness of the unit directly depends on how well people understand each other.

To create a unified conceptual apparatus, watching movies and reading books are great, which help in work (for this you need to create lists of “Must-see” and “Must-read”).

Tattoo number 41. Discipline is the mother of victory

Many managers are trying to introduce a foreign system of motivation at Russian enterprises. For example, give employees a free schedule or introduce more work breaks to increase efficiency and productivity, or allow an employee to be late for work because he is more valuable than another employee, or because "10 minutes is nonsense"

There is no need to be a “kind boss” for your people in matters of discipline, because by doing so you automatically sign a declaration of readiness to sacrifice them in order to “be good and kind” in their eyes. Your kindness leads to the fact that in the end everyone will lose. And the task will not be completed, and people will lose. So, if you want your unit to be combat-ready, demand iron discipline. From everyone, including himself.

Tattoo number 42. Change the weak for the strong

You will never have a strong employee if you do not remove the weak ones. And any forgiveness of "losers" leads to their reproduction.

People who underperform, underperform, procrastinate, usually just don't want to work all the time—they do it occasionally. Those who work every day see all this, and such things seem unacceptable to them. They are indignant, indignant, arrange riots, but the forces become less and less, and the result of the strong also begins to fall.

Tattoo number 43. Do more than necessary

An employee who does his job well, one who manages to achieve results in his position, will sooner or later hit his limit. And the achievement of some super-results will no longer be possible, simply because he does not have the resources. The choice here can be twofold: either stop and be content with the results that we have, or start doing something more than the management system requires.

There are very few employees who do more than they need to. But they are always visible. They are not necessarily noisy and bright, they are different. They love their job more, are more devoted to it, do more in a unit of time, they are proactive and can offer to change something, they are greedy for learning new skills.

For example, I came up with tasks for myself aimed at improving something. None of the leaders ever asked me about it. At the same time, I received new skills, each of which was difficult to get, but made me stronger. And most importantly, it concerned business, it concerned my people. Please note: none of the skills are just leisure.

At the same time, you need to remember: doing more than necessary is necessary only in those moments when you are coping with your main task. The most important thing is that there is no substitution. No need to run around the office and look for the person you need to interview if you have only 15% of the plan completed in the middle of the month.

At the same time, I did this primarily for my employees. He also kept a dossier on each employee, personally congratulated each employee on his birthday (a bouquet of flowers for women, a business book for men), he could speak for life with each of them for several hours in a row, if there was no abuse of my time, he worked with them as with equals and loved everyone with all his heart. They say that this clearly distinguished me from other managers.

Tattoo #44 Don't be afraid when you're alone. Be afraid when you are zero

To make your employees proud of you, you just need to sometimes perform small feats ( participate in competitions, write books, articles, hold events, organize people to do something etc.). Everyone can do small things. Maybe, but it doesn't! The problem is that before entering the fight, people are afraid to lose. So, it’s better to sit in a corner and quietly and imperceptibly manage your unit.

Your people need strong generals! They want to work with strong managers! They can't do anything without you! Only you can accomplish feats, face a problem, call a spade a spade, read business literature and assimilate it, work with the strong, reward good and punish evil, grow other managers, demand iron discipline, do what you preach, be extreme, be a leader, be strong.

Tattoo number 45. Always remember: one day you will be fired

Everyone is fired. Even Lee Iacocca and Steve Jobs from their own company. We can only delay this moment. But it will still happen sooner or later. So never relax!

It is up to the employer to decide when we can be relieved of our duties. Because he is the owner of our salaries, benefits, compensations and guarantees in the future. You can get fired even if you do a great job. Simply because someone from above decides so. The most important thing is to be mentally prepared for this.

Every morning I tell myself the same phrase: “Today I can be fired.” These thoughts help to tune in to the working day and correctly paint the list of tasks. I create survival motivation this way because I don't want to be fired. The motivation to “survive” is an order of magnitude stronger than the motivation to “live a little better”

Published with the support of iSpring

All rights reserved.

No part of this book may be reproduced in any form without the written permission of the copyright holders.

© M. Batyrev, 2014

© Edition. Registration. LLC "Mann, Ivanov and Ferber", 2019

* * *

Dedicated to my main teachers Valery Vladimirovich and Tatyana Vitalievna BATYREV

Any resemblance to real people, please consider an accident.

During the writing of the book, not a single person or animal was harmed.

Foreword by the publication partner

When this book fell into my hands, I did not know how to feel about it. The word "manager" in the title usually makes me quite skeptical. Colleagues strongly recommended - I decided to look through. From the first pages I was hooked by the idea that the foundation of the company is the principles by which you conduct business. Not technology, not know-how, not a customer base, but principles, ethical norms and rules. Under this, I was always ready to subscribe 100%.

This book is not a set of ready-made recipes for a manager, but a fascinating story. Batyrev frankly, not sparing himself, acquaints us with the experience of a modern Russian leader, obtained by blood and sweat in the "fields". Both bad and good, this is exclusively our experience, this is not only our pain, this is our asset, our points of growth.

We spent 70 years in a pioneer camp while the rest of the world was moving forward. Yes, we have learned how to launch rockets, block off the Yenisei, etc. At the same time, we are used to being decided for us; we are not fed very well, but regularly; we are told what to say and think. The lifestyle of "not sticking out" was the norm, the state of "waiting" is still comfortable for many.

Now we are catching up. In Russia, it's time for big projects. Big projects are not about geography and resources. This is primarily about great human qualities: determination, talent, readiness to go to the end in spite of all circumstances.

Our iSpring company is from a small town with a population of only 250,000 people. Yoshkar-Ola is not so easy to find on the map. Many are surprised to learn that world-famous companies are growing here. How did it happen?

Like Batyrev, we also once did not know how to issue an invoice to a client. And a lot of things they did not understand about business. But it turned out that this is not the main thing. The main thing is the right dream. And principles. And decency. It may seem unimportant to someone, but without it, the business does not work. If you want sustainable growth, do business by the rules. Money, contrary to popular belief, still smells.

This book is about us and our time, about the tasks that we solve here and now. These are the proven practices of a leader who has learned how to achieve great results in the harsh realities of Russian business.

Yuri Uskov, CEO and founder of iSpring

Resolution: study, outline, comprehend, apply!

You need to read this book. Thoughtfully. Leisurely. If you are a leader or want to become one. If you are successful and if not so. Why? It was written by a PROFESSIONAL. A person who systematized and described his WAY. To success. Warning: not good luck. To success.

You may be asking: what is success? And add: well, you know, this is such a complicated concept ... Of course. You're right. But there is one sign that takes into account all the nuances. Successful man to question are you happy, answers: Yes. He does not say: well ... happiness ... you know ... it is different for everyone ...

This is a book about management. There are millions of management books. But this book was written by a professional. And he described in it the rules, the effectiveness and significance of which he tested on himself. And so he has the right to share with you.

You may ask: what are the guarantees? None. For there is no technology that will allow you not to use your head. That is why I put such a resolution in the title.

The management rules from Maxim Batyrev (he is known by the nickname Kombat) are specific, practical, efficient and reasonable. They are based on the principles of effective management. Therefore, if you start using them, you will see: the work of your subordinates becomes more meaningful, responsible and productive.

Will it be easy to apply these rules? Perhaps not. And it won't work right away. Because using any new skill requires changing your habits. But it is precisely our current habits that do not allow us to be at the desired point in the world. So…

True, there is another way. For example, sit under the tree and wait for Santa Claus. Or buy “happiness pills”, especially since there are a huge number of sellers.

Is it enough to learn these rules to become an effective leader? No. There is no sufficient knowledge in management. The head is coming the way of the warrior. And he knows that the pinnacle of mastery is unattainable, but every day is given to us in order to get one step closer to it. And the master is not the one who has reached the heights, but the one who is always on the way. Therefore, Maxim Batyrev is a master. And his rules are noteworthy.

Perhaps some rules will frighten the leaders of the beautiful and quivering, who are eager to turn their structures into a flock of joyfully fluttering contented moths, joyfully and enthusiastically working under the guidance of a wise and kind boss. And they regularly bring him buckets of nectar. If you are a bit like the type described, then you should not read this book. To avoid, as they say. Because it does not contain a word about any kind of "corporate values" with which many people try to "feed" their companies in the hope of a result. I have read many such documents. They all sound like a bad translation of the Bible. And none work. What surprises the authors.

So, Maxim's rules work. If you apply them, and do not limit yourself to reading the text.

Do I agree with Maxim Kombat Batyrev in everything? No. Some questions I propose to solve in a different way. But for Maxim - the result, so his technique should be studied. And, as the great Confucius taught us, "... there are different ways to achieve a result."

In 2013, I celebrated the 20th anniversary of my work in the profession. I have trained many leaders. But when my technology is approved by the leaders - masters, such as Maxim, is a separate pleasure and special pride.

Alexander Friedman,

consultant and business coach in the field of professional exploitation of personnel

From the author

The boomerang was invented in Australia. And what would happen if it was invented in Russia?

Why do we need a boomerang? We have rakes!

Joke from KVN

They say that everyone wants to write a book. At the same time, there are a thousand reasons why this should be done “later”. The last time, a couple of years ago, I came up with this reason for myself: I don’t have enough convincing arguments for managers (that’s what I call managers, not sales people at all) to buy this book.

Becoming a winner in the all-Russian competitions "Commercial Director of the Year - 2012" (it was held by Salecraft), "Manager of the Year - 2012" (organized by the International Academy of Management and the Government of Moscow) and entering the top 1000 best managers in the country according to the Kommersant Publishing House, I found these arguments. Here, for example: the company Chto Delat Consult, in which I am one of the directors, has become the undisputed leader in its industry for the fifth year in a row.

We have not always been leaders, and I have not always been a director. Strategic management consultant Tigran Harutyunyan says that my success is not a classic case for world practice: I managed to achieve it in just eleven years, without connections, setbacks, European education, but with a thousand mistakes, a hundred falls and serious tests like a four-hour sleep per night for several years.

Why should a top manager write a book? Not a consultant who will sell his name and services thanks to her, and not a business owner who will publicize his company in this way? Top manager - why?

For example, because we have practically no domestic books that hired managers write for hired managers. At the same time, we have orders of magnitude more hired managers than owners and consultants.

This is first.

Secondly, this book is then that you need to be able to be grateful. Those people from whom you learn both good and bad. Teachers, managers, staff and loved ones.

Everything that is described here took place within the same organization - in the company "What to do Consult", which turns 20 years old in 2013. The book shows our organization from the inside - with all the difficulties, problems, inner kitchen. Sometimes it happens like this: you read about a cool company, and a lump rolls up in your throat, it becomes disgusting from pretense and falsehood. Everything is true here. Here is about fate with its twists and turns and how we went straight together.

I tried very hard to make it easy to read, because I hate cautionary tales like “how to become a successful/billionaire in 24 hours” or management recipe books. After all, even if you absolutely accurately reproduce all the technologies and methods from such books, they will not work without a solid foundation on which your company and your division are built. And the foundation is, first of all, the principles by which you conduct business. In this book I call the principles tattoos, as they were forever imprinted in me after various events that took place in my life. From a blow to the jaw to waterfalls of female tears. These are my rakes, these are my bumps, these are mine. tattoos. My supervisor Olga Firsovna Samokhina says that in this book I expose my managerial heart to the reader and that not everyone can take such a step.

The title of each chapter is tattoo, left for a long memory by the lessons that the fate of the manager and other sharp turns of life taught me. They will never disappear from my memory, like real tattoos from the body, and always accompany me.

My main goal is to explain why one must conduct business in exactly the manner described here if one is to succeed. Behind each new chapter lie meaningful actions, someone's pain, anguish, joys, good and bad experiences, ups and downs, dismissals and leadership, and most importantly - the desired result.

And further. I know that this book will be read by people who have a dissenting opinion on any subject. There are plenty of these everywhere. So, if you have a desire to criticize me, argue with me, then you don’t need to do this. This is my experience, this is my life, this is my way, and I think they are right. I have no claims to be an expert or the ultimate truth, and I do not impose my opinion on you. But I know for sure: any person is always in one of only two states - protection or training. Reading this book, you can learn, and you can swear.

I'm finishing. Before you start looking at my tattoos, I will remember one of my favorite sayings. Leonardo da Vinci said it.

All people are divided into three types:

Those who see

Those who see when they are shown

Those who do not see.

I wish you to see always and everywhere!

1. First learn to play by the rules, then invent your own

Workers should come to dance evenings in light clothes and shoes. Dancing in working and sports clothes is prohibited.

Dancing in a distorted way is prohibited.

The dancer must perform the dance correctly, clearly and equally well with both the right and left foot.

A woman has the right to politely express displeasure at a man's failure to comply with the prescribed distance of three centimeters and demand an explanation in a polite manner.

Smoking and laughing should be in specially designated areas.

Rules of conduct at dance parties, USSR, 1974

In some not very memorable business book (I apologize in advance to the author), I read a particularly memorable example about how wonderful it is to break the rules. Since I don’t remember the author and the source, I will convey the meaning of what I read close to the text:

Breaking the rules is great! Only those who break the rules can achieve truly outstanding results. Let's look at my statement using Hollywood as an example. It has long been known that Hollywood has a formula for success that generates hundreds of millions of dollars in box office receipts. This formula has three components:

1) the film should not run for more than two hours;

2) the film must have a happy ending;

3) the main character must stay alive at the end.

And then James Cameron appeared on the scene with "Titanic" - a film that changed the entire film industry! He broke every possible rule!

1) the film is almost 3.5 hours long;

2) at the end, almost all the characters die, including ...

3) ... the main character.

As you know, this film was the first in history to gross more than a billion dollars at the box office around the world and still continues to hold the first position in the ratings!

Learn from James Cameron! He didn't follow the rules and won!

When I read this, I got angry.

Guys, what are you doing?! But what about "Terminator", "Aliens", "True Lies"?

All those films that made Cameron famous, hits that broke box office records, are made according to the rules of Hollywood! Is not it so?

I’m not just annoyed, I’m infuriated by the trend that has been observed over the past few years and clogs the brains of the younger generation: “You don’t need to study! Bill Gates and Steve Jobs had no education and became billionaires! Universities and schools do not give anything!”

But nothing that they plowed like damned twenty hours a day? Nothing that they were geniuses, that such people can be counted on the fingers one hands - and there are several billion of us on the planet?

A newfangled wave - the Business Youth community keeps saying: “Don't work for your uncle! Open your companies guys! Here is a sixteen-year-old girl, Olya from Syktyvkar, who started washing windows - and now she earns 40,000 rubles every month!”

And what will happen to Olya in five years?! She won't learn anything! She's been cleaning windows all her life!

But what about the development of the mind, spurring one's own imagination, the formation of personal beliefs based on basic knowledge? ..

Sometimes it reminds me of a strange kind of genocide - intellectual. It is even sometimes scary what will happen to those who are fourteen or fifteen now, ten years from now.

I deeply believe that in any society you must first learn to play by the rules, and I constantly tell my employees who are looking for the “magic buttons” of success.

And the boxing section, which I got into just at the age of fourteen, taught me this.

... Back in 1995, after the next series of "Rocky", I decided that it was time to become a boxer.

When I rode the bus for the first time to the neighboring city for the first boxing class, I imagined, as if in reality, the ring, the title of the absolute world champion, thousands of fans, hands stretching the champion's belt over my head, the unhappy face of my opponent and beautiful women lining up in queue for an autograph.

Mom and dad, after much persuasion, found money for real men's sports, and even bought me new sneakers. I went into the hall, saw a group of older comrades boxing in the ring (in a real ring!), A dozen punching bags, stern male faces with flat noses and a hefty trainer. Everything was like in a movie.

"Hey newbie! Get in line!" they called to me.

There were twenty-five of us. I expected that they would give us punching bags and start teaching us how to hit correctly, but we were forced to run around the ring. Sixty circles.

After that, the coach said that we are free and can go home.

Of course, I was discouraged by this development, but I thought that this was a test of strength, and I came next time. We were made to run sixty laps and another ten to squat. And we were not taught to beat the villains again.

The third time was the same as the second, and the fourth the same as the third, plus 10 laps of running, but only backwards.

I was indignant and annoyed. How so? Where is my championship belt?! Where is the setting of blows to the jaw? Where is the instruction on how to correctly insert the mouthguard and spit into the bucket that the assistant coach is holding near you?!

After the fifth time, I could not stand it and went to the coach.

- Something I don’t understand, is there a section of runners around the ring or a real men’s club?

- We are developing a breather. Before you can be taught anything, boys, you need to learn how to breathe.

- I can breathe, let's teach me how to box!

- Wait, everything should be in order.

“I want gloves and a sparring partner. Teach me to fight, not run!

The trainer smiled, called the squat guy, whispered something in his ear and said that in the next lesson he would spar with me.

Before the fight, I watched “Rocky” again, setting myself up for the main battle of my life, kneading my fists, cracking my knuckles, twisting my head, bouncing like a real boxer, imagining how I would someday stand on a pedestal and shed a tear to the Russian anthem .

And here it is, this moment! The trainer, grinning slightly, put on gloves for me, laced up the helmet and put a real mouthguard in my mouth. It was strange for me, but I knew that every real boxer went through it. Ring, give me the ring!

Twenty-four pairs of eyes from the nursery followed me with envious glances. My opponent looks calm, he is not wearing a helmet, which means that we must immediately hit the jaw!

I run up to him, swinging like an ancient Russian hero in an open field. Hit. Oh, there is no opponent, he is already jumping from behind and smiling. Ah well! Will you run from me? On you!

…He's gone again.

In general, this went on for about five minutes, after which I felt a slight dizziness and wild thirst. I had nothing to breathe in this fucking helmet, my gloves got heavy, and my legs generally became lead. As you can imagine, none of my hits hit the target.

And then my opponent appears out of nowhere in front of me and beats me with his right hand, which for some reason looks terribly like a reinforced concrete beam. Although the sympathetic comrades who watched me told me that he only kicked me lightly, it did not seem so to me. At the moment of falling into the ring, I thought that a freight train had run into me.

This was my last fight and a good lesson for those guys who supported me at first and also didn’t want to. just run around the ring. After that, they abruptly changed their minds and ran their marathon with great joy.

Since then, I have a tattoo on my jaw: “First learn to play by the rules, then invent your own.”

The boxer did not come out of me, but I remembered the lesson for the rest of my life. Wherever I have appeared since then, I have learned to play by the rules of the system, trying to understand the nature of those rules and the motives behind them.

It's the same in business. In life too. You can’t earn a million right away if you haven’t learned how to earn a ruble. You can't become a director if you haven't led a department. You can't attract many clients if you haven't learned to understand what drives them. Etc.

You should always learn to play by the rules and not look for magic buttons.

Even if James Cameron personally tells you how to break the rules, you are unlikely to succeed in Avatar.

And the probability that you are Steve Jobs is 1:7,021,836,029.

2. Read, comprehend. Train the main muscle

How to develop imagination if you are fed ready-made images all the time?

Doublethink means consciously believing a lie, knowing that it is a lie!

Examples from everyday life: “you have to be beautiful to be happy”, “I need an operation to become beautiful”, “I have to be thin, famous, fashionable” ...

Young men are taught that girls are whores, females, things. They can be beaten, humiliated... This is a marketing holocaust!

Around the clock, all our lives, those in power stupefy us! Therefore, in order to protect ourselves from the penetration of this stupidity into our thinking, we must learn to read!

We must stimulate our own imagination, develop our minds, stand up for our beliefs, believe in them! We must be able to do this in order to preserve and preserve our own personality.

"Teacher for the change". Monologue of the teacher in front of the students

They say that collecting anything is not normal. I'm very abnormal in many ways. You could even say that I'm a fetishist. And one of my strongest addictions is books.

I have been reading all my adult life. Definitely thanks to my parents, for which a special thank you to them.

I remember how in the first grade those comrades who tested us under an hourglass for speed reading were amazed: I finished the paragraphs that had to be read in a minute by the middle of the deadline.

In the fifth grade in the city library, the children's literature that I had not read ended. I had to switch to "adult" books.

My parents signed me up for four or five periodicals, which I devoured the same day they were dropped into the mailbox.

Recently, there has been a popular opinion: to be successful, you do not need to study, follow some rules, delve into the laws by which business is done. This opinion is wrong! Before creating your own rules, you need to study those that already exist and learn how to play by them.

Some people who have achieved phenomenal success do not really have a higher education document. But such people are rare and they are the exception rather than the rule.

If there is no document on education, this does not mean that a person has not studied. Every development needs a foundation.

2. Read, comprehend. Train the main muscle

The brain is the same muscle. For it to work well, it must be trained. Reading is great exercise.

If the brain is not trained or destructive stimuli are used (poor-quality literature, some programs on television), then it begins to degrade. It is important not only to read, but also to comprehend, to delve into what is read.

3. Give up wrong strategies - this is a manifestation of strength

Some believe that abandoning the chosen strategy is a sign of weakness. But it's not. People who, with their last strength, cling to the once chosen strategy, even realizing that nothing good will come of it, is a pitiful sight.

It is important to find the courage to abandon the wrong strategy and direct your strength and energy in the right direction. This is the choice of strong people, and not those who work "for the public" and pretend to be a victim.

4. What is obvious to you is not obvious to others.

This truth is true not only when a leader communicates with his subordinates, but also in other areas of life, for example, in communication with clients. Each person has his own baggage of knowledge, his own personal experience.

What seems obvious to one person may not be known to another. However, he is not always ready to show this by asking clarifying questions. Therefore, in order to work effectively, it is worth spending time and making sure that understanding is achieved even on those issues that seem elementary to you.

5. Look for the strong, the weak will stick by themselves

The weak are a kind of "complaintant vampires." You don’t need to look for them, they are on their own and strive to “infect” everyone with their mood. Look for the strong. But in order to communicate with the strong, it is necessary to interest them. They must want to communicate with you. The strong need to be equal and take an example from them.

6. Everyone can be forgiven for making a mistake (under certain circumstances)

Any person can make a mistake. Everyone can be forgiven if he is willing to make an effort to correct a mistake, restore his reputation and not repeat this mistake in the future.

Forgiveness should be given to those who recognize their guilt.

7. Do not do work for subordinates

An experienced department head sees the mistakes of his subordinates, understands what they are doing wrong. He is often tempted to do the work for them.

This is mistake. Employees have to do their work themselves, otherwise they stop making efforts and develop their skills. And if the manager gets sick or goes on vacation, then the work will stop altogether.

8. Don't Negotiate with Terrorists

Terrorists are people who use threats to achieve their goals. As a rule, these are employees who do quite important work for the company. At some point, they realize that the organization will not be able to function without them, and begin to use it.

It is worth giving in to these people once, and it will never end. In addition, such employees are unreliable, because they can let you down at the most crucial moment. It is not worth negotiating with such people, you need to get rid of them immediately.

9. Clients are everything

This is a fairly well-known truth - the basis of any business. For the sake of the client, it is worth changing your schedule, your plans, sacrificing time and effort. Even a simple courier is a representative of the client and therefore deserves a respectful attitude.

10. And even in a tavern you are a manager!

The manager must organize for his employees not only work, but also leisure. Even in the tavern they look at him as a manager, so he must control himself.

His task is to collect money from employees to pay for the event and send each employee home after the corporate party. In general, a manager is a manager always and everywhere when his employees are nearby.

11. Don't work with mentally disabled people.

To achieve success, a person must believe in himself and strive for something. If he consciously does not want to change anything in his life, you will not help him in any way, just waste your time and energy.

Trying to force a person to grow against his will is impossible. Don't work with morally disabled people.

12. Call a spade a spade

You need to talk about problems directly - not delicately hinting, but calling a spade a spade. A person may be offended, but such straightforwardness makes it clear what is good and what is bad.

13. Do what you preach

To demand certain rules from others, you must follow them yourself. The manager is a public person, so if he does not follow what he preaches, it will definitely be noticed.

Order starts with the leader. If he does not come to work on time, then the subordinates most likely will not do it.

14. The pack copies the leader

"Indirect education" is much stronger and more serious than direct management. The rules and values ​​that are important to the manager become close to his subordinates - they begin to resemble their leader.

If a manager wants to see himself from the outside, he just needs to look at others. His mood and attitude to work directly affects the productivity and mood of the team. Therefore, you must always work with a smile and enthusiasm.

15. Good must be rewarded and evil punished. Is always

This principle should always work. There should be no exceptions, no forgiveness, no individual approach to any special units or employees. Only in such a situation the rules are clear, otherwise employees understand that this is not necessary, because there are exceptions.

16. Teach - treat - wet

Three stages in the relationship between manager and employee.

1. Teach- explain to the person what tasks he faces, and by what rules he should play. If the employee still does not cope with his tasks, proceed to the next stage.
2. Treat- to understand why the task was not completed, and try to resolve the situation. If the task is not completed the first time - it can be considered an accident, if the second time - a coincidence, but the third time - a conscious act. After that, proceed to the third stage.
3. wet- apply sanctions: reprimand, deprive the bonus and, possibly, even dismiss the employee.

17. You need to develop not weaknesses, but strengths

Every person has strengths and weaknesses. Some people go out of their way to develop their weaknesses. In the author's opinion, this is the wrong approach - you need to develop your strengths.

So what about the weaknesses? You need to try "not to get into situations where you can expose your shortcomings." But if there is an opportunity to catch up in any area, it must be used.

18. The strong respect only strength

There are people with whom you need to speak only in the language of power. Strength is not fists, but a style of communication. Some people cannot be reached by logic and arguments, they understand only the language of force.

19. Only like-minded people strengthen the team

There is an opinion that in a good team there should be people with different points of view, since diversity makes a team strong.

The author does not agree with this. Working with people who have a different opinion, you have to spend a lot of effort on their persuasion. But with like-minded people you can do great things, directing all your energy to the benefit of the project.

20. Do not discuss decisions with subordinates

At the meeting, the boss invited the employees to discuss an issue on which he had already made a decision. When the employees found another solution, the boss did not agree with them.

As a result, the employees had to agree with the boss, if only this meeting would finally end. To avoid such situations, do not discuss a decision that has already been made. An unmotivated refusal in this case will have a bad effect on your reputation.

21. Recognition of the specificity of death is like

It is not uncommon for companies to have a subdivision that is considered “special” or “elite” and have less stringent requirements for it. As a result, employees of such a unit relax and do not strive for high results.

22. Praise people

Praise is a motivation and frame of reference for employees to help them understand what is considered right and what is not. Praise employees for the right actions, even if the result is not achieved, and they will not be afraid to act.

23. Don't count on people's gratitude

The author advises to adhere to the principle “do good and throw it into the water”, because very often people turn out to be ungrateful. You need to be ready for this and help, first of all, relatives who will be really grateful and understand in case of refusal.

Don't expect gratitude from strangers. When you've done good, step aside. Anyone who wants to thank will do it without reminders.

24. Protect the interests of your manager

It is not easy and not typical of our mentality. But if subordinates begin to argue and disobey, the manager has to waste time and effort on persuasion and arguments, which is inefficient.

Even if you disagree with the leader, try to understand him. He definitely has reasons and arguments for the decisions he makes. Try to listen to him, understand and support.

25. Only common doing creates a team

A common cause can rally a team much better than team building. A common goal unites the team, there is a willingness to help each other.

26. Manager must be extreme

To be extreme means to take responsibility, make decisions and be responsible for them. This is what a manager needs to be prepared for.

Forwarding tasks to someone else all the time is inefficient. The manager must be able to solve problems himself. If the manager is only engaged in sending questions, then he is an extra link in the system. The ability to be extreme, to work as if there is no one behind you, distinguishes a good manager from a bad one.

27. Time is more important than perfection

Often, before launching a project, people check, study, and analyze something for a long time. Because of this, the launch is delayed for a long time.

Even if not all points are taken into account, it is much more important to be the first to declare yourself. In business, as a rule, the winner is not the one who thought and calculated everything, but the one who took the risk and did it first.

28. People will do it when it's easier to do it than not to do it.

You can call people to some action many times, persuade them. But it is more effective to create conditions in which it will be easier to do the right action than NOT to do it.

To perform their duties, people must have not only the necessary resources, but also the "whip" that ensures the performance of the work.

29. Grow people - this is your main goal

Bad leaders are so afraid of losing their jobs that they are willing to work with weak employees. Good leaders develop, grow their subordinates, because people are the main capital.

The value of a leader is measured by the number of employees “grown” by him. Perhaps one of them will eventually take his place, but a good manager does not hold on to his position. Due to the fact that there is a replacement, it can grow on its own.

30. Any idea you have can be questioned.

Even an idea that seems perfect to you may be questioned by your peers. You need to be ready for such a turn in order to support your position with arguments.

Expect sharp questions and doubts. Your ideas will always be resisted, because everyone is afraid of change.

31. Fuck analytics during a crisis

Analytics is a look into the past. If a company or division finds itself in a critical situation, it is not up to the past. Don't look back, take a step forward.

32. There is no justice

There are people who see injustice everywhere. However, the justice they talk about is manipulation. In fact, they care about personal interests.

There is no social justice in a commercial organization, because the one who works more, brings more profit, makes more significant decisions gets more. And the fighters for justice are the "Reds" from 1917.

33. First we fight with the consequences, then with the causes

Many struggle with the causes, not with the consequences: they study the causes, develop special programs to combat them. In fact, you first need to deal with what has already happened. And then already understand the reason and prevent a recurrence.

34. Everyone is responsible for himself

Fazil Iskander wrote: “Real responsibility is only personal. The man blushes alone. Everyone is responsible for himself! He builds his own life, sets goals for himself and chooses what they will be.

Responsibility is not a "burden", not "willingness to take on other people's obligations." Responsibility = action!

The task of the manager is to create conditions for the work of subordinates, the task of subordinates is to fulfill the task of the manager. In this case, the manager is not responsible for subordinates.

35. Coaching in business is evil

Most employees are always dissatisfied with something. The coach focuses on problems and dissatisfaction. And in order to solve a problem, an employee is often offered to change the field of activity, and the company loses a valuable specialist.

36. Be consistent: you will be squeezed out

Any rules, regulations and prescriptions, even those that were discussed with employees, will be constantly tested for strength. Employees will try to get around them, find weaknesses, try not to fulfill them.

It is important to be consistent and not break the rules. Clearly stick to the chosen strategy, or you will be broken, and everything will remain the same as it was before.

37. Don't trust dream people, trust goal people

Dream people are those who have a dream. They do not take any action to implement it, but only lament that they do not succeed, and rarely associate their activities with dreams.

Goal people know for sure that the current activity is gradually bringing them closer to the goal. Goal people always know what they want and what they will do to get it. They do not need to be controlled and motivated.

38. Any ambiguity is interpreted for the worse for you.

Any vacuum is filled with negativity. If employees don’t get enough information, they start to assume the worst: “others get paid more”, “everything is bad”, “we will all be fired soon”…

To avoid ambiguity, keep employees up to date. You can place boxes for anonymous letters around the office so that anyone can ask a question directly to the head of the company.

39. Any of your words can become a task

Even a casual request or call can be perceived by an employee as a task and make a lot of efforts to fulfill it. If no one noticed his work, this can be a real demotivation. In order not to get into an uncomfortable situation, remember that any of your words can become an incentive to action.

40. A single conceptual apparatus improves manageability

The more people have in common, the better they understand each other. The "single conceptual apparatus" increases the controllability of the team.

To create such a device, create a common list of films and books for all employees. Having mastered it, people will speak the same language, use the same symbols, idioms and catchphrases.

41. Discipline is the mother of victory

The author argues that some methods of foreign motivation (free schedule, work breaks, loyal attitude towards being late) do not work in Russia. Being late is a "litmus test of the attitude to the current work." A person who cannot organize himself will have the same attitude towards any task assigned to him.

It is necessary to demand discipline not only from subordinates, but also from oneself. Discipline is the most important factor in the existence of an enterprise in a competitive market.

42. Trade the weak for the strong

Looking at weak employees who do not fulfill the plan, work without diligence and energy, but remain in their position and do not face any sanctions, the strong begin to think that no one needs their “strength”. Instead of focusing on the strong, leaders spend time on the weak, finding reasons to leave them. And the weak ones work worse every month, which is why the company's results worsen. For high results, you need to focus on the "strong".

43. Do more than you have to.

Any diligent employee sooner or later achieves results that are maximum for his position. Then he either stops and is content with what he has achieved, or begins to do more than is expected of him.

By doing more than expected, a person creates an advantage for himself against the background of the rest. As a rule, such people become managers.

44. Don't be afraid when you're alone. Be afraid when you are zero

Don't be afraid to act, fight or lose. Employees want to work with a strong manager, but they cannot change him. Only he himself is able to perform feats, solve problems, reward good and punish evil, grow other managers ... be strong! To be loved, you have to be a hero.

45. Always remember: one day you will be fired

The thought “today I can be fired” motivates and spurs me on, makes me tune in to the working mood. Our time is limited and we need to do everything.

Today is not a rehearsal for real life, this is life. Therefore, you need to love your work, appreciate life and set priorities correctly.