The contradiction between the leadership style, inadequate to the level and maturity of the group or team, and the management situation. Coursework: Conflict as a source of professional maturity of the team The following levels of maturity of subordinates are distinguished

Management is the activity of managing the joint work of people, personal influence on the behavior of subordinates to achieve the set goals and is based on official instructions, personal example and mutual respect.

The guide includes:

1) setting goals,

2) coordination,

3) work to create a team of motivation.

Forms of leadership:

a) power

b) personal influence.

Power is the ability and ability to influence and determine the actions of other people, may refer to one person or group or organization. This is the potential that its user has. Power exists not only when it is exercised. Power can exist without the use of certain tools. Power is always a function of interdependence, the more one person depends on another, the more power the other has. The leader has power over subordinates - salary, promotions, but it can also be vice versa. the head depends on subordinates - obtaining the necessary information, establishing contacts. That. any leader must maintain a balance of power, i.e. power should be sufficient to achieve the goals and should not cause a negative effect on subordinates. Thus, in order to lead, it is necessary to influence, and in order to influence, it is necessary to have a basis of power. The basis of any power is the ability to influence the satisfaction of the needs of other people.

Power happens: formal - the power of the position, it is determined by the official place of possession of power in organizational structure without regard to his personal qualities, measured by the number of subordinates or the amount of material resources that this person can dispose of; real - the power of position and authority, determined by the place in the official and unofficial system, measured by the number of subordinates who are willing to voluntarily submit to this person. The boundaries of formal and informal power rarely coincide. The amount of real power is always constant.

Power exists in the form of several types: the power of coercion, competence, authority, official position, information. The power of coercion is the inducement of workers to work against their will. Under this power, subordinates obey the leader as a result of fear of various official sanctions. To any manager of an enterprise, the organization gives the power of coercion. Tools - remarks, reprimands, fines, dismissals. Power based on legislative coercion is called administrative power. The power of coercion can lead to employee turnover, and this power requires constant control over subordinates. Power competence - any manager acts as the most competent specialist. Competence is perceived by subordinates as a form of power. This power is less stable and acquired more slowly. The negative consequence is that when making a group decision, subordinates can accept the point of view of their leader and not express their opinion. The power of authority - the leader may lack information. The power of official position - the higher the position, the more power, this form of power has an impersonal character. Power - a form of power based on the ability of management to access the necessary and important information.

The power leaders should use depends on the degree of maturity of the group. Group maturity is the ability of the group to take responsibility for their behavior and willingness to do the work they have received.

All groups are divided into 4 types:

1) a low level of maturity - the group is both unwilling and unable to perform the assigned work,

2) with a transitional degree of maturity - the group perceives, but is not able to perform a specific task, it is advisable to use the power of official position + the power of coercion,

3) the average level of maturity - the group perceives and is partially able to perform a specific task, for such a group the power of official position, the power of authority,

4) a high level of maturity - the group is both able and willing to perform the assigned work, the power of competence and the power of information are applied.

Sincerely, Young Analyst

Business communication is, first of all, communication between employees within the same team of a company, enterprise, organization. Both the process of communication and its results largely depend on those human relations, the moral and psychological climate that is established in the team. These relationships can be influenced, optimized, forming an atmosphere in the team that is most favorable for achieving successful results. But for this it is necessary, first of all, to know what a team is, what is its structure, functions and patterns of relationships that develop between employees, as well as between a leader and subordinates.

A team is a group of people united by common goals and close motives for joint activities that are in line with public interests (for example, in the field of production, business, education, etc.).

Each team, regardless of the nature of its activities, performs the following functions:

• - the implementation of a certain type of labor - productive, entrepreneurial, educational, etc. (production function);
• - the inclusion of the individual through work in the life of society (social function);
• - the formation of personality qualities necessary for this type of activity and for society as a whole (educational function).

Team This is the highest stage in the development of the group. Its distinguishing features are:

• - the presence of a common and socially significant goal of joint activities;
• - personal significance of a common goal for all members of the group;
• - the presence of a special structure of relations between members of the group, which is mediated by the content of joint activities, its values, principles, goals and objectives.

Team maturity indicators

Team maturity level is defined as the ability of a group to set relevant and realistic common goals that correspond to the individual goals of each member of the team, to build and, if necessary, change the structure of relationships and interactions to achieve the set goals with maximum efficiency.

The following are most often called the main indicators of the level of maturity of the team:

• - team cohesion(coincidence of assessments and attitudes of group members in relation to the essential aspects of joint purposeful activities);
• - the organization of the team (the ability to create and maintain a stable structure in situations of uncertainty, combining a variety of opinions and forms of initiative behavior with the unity of actions of its members);
• - orientation of the team (social significance of the goals, motives of activity, value orientations and norms);
• - emotional identity (the group's ability to empathize with any of its members);

harmony of the team (the maximum possible productivity of joint activities with minimal emotional and energy costs for interaction, accompanied by high subjective satisfaction);

- intellectual communication(the ability to create optimal ways of mutual information in determining common positions, judgments, making group decisions).

According to modern scientific concepts, the structure of relations in any team is multilevel.

The first level is formal, regulated relations. The nature of relationships at this level is due to:

• a) the division of labor between members of the group, their official duties and rights;
• b) features production process;
• c) administrative and legal regulation, fixed in official regulations, instructions, orders and other normative acts.

The second level is the attitude of the team members to the realized production goal, their motivation labor activity, its social and personal meaning for each employee.

The third level is interpersonal relationships, mediated by the content of the production process, its goals, objectives, principles and value orientations adopted in the team, "unwritten" moral requirements and traditions.

The fourth level is interpersonal relationships that are not related to the content of joint activities, based on personal likes or dislikes, respect or disrespect, etc.

It is important to pay due attention to the development and strengthening of all levels of relations. But at the same time, it should be remembered that the first three levels have a potential centripetal force and their strengthening helps to unite the team and increase the efficiency of its activities. And the fourth level of relations carries a centrifugal charge, and if the emphasis is on its development (for example, through corporate parties, informal communication, etc.), this can lead to a weakening, modification, and sometimes a break in relations at the first three levels. And then violations labor discipline, negligent attitude to the performance of their duties, mutual responsibility, etc. become the norm labor collective(after all, "we are all our own people"), but the business suffers.

In other words, it can be argued that the first three levels characterize the formal (official) structure of the group, and the fourth - informal (informal).

Leadership style is a way, a system of methods for influencing a leader on subordinates. One of the most important factors effective work organization, the full realization of the potential of people and the team. A typical type of behavior of a leader in relation to subordinates in the process of achieving the goal. One of the components of management functions is leadership (management).

The style is stable, which is manifested in the frequent use of different management techniques. But this stability is relative, since style is usually characterized by dynamism. A properly developed leadership style appropriate to the current situation is able to overcome seemingly insurmountable obstacles. And he will lead the system to unexpectedly high end results. Leadership style is largely determined individual qualities leading person. But for all their importance, personality traits do not exclude other components that form the management style. These components make up the subjective element of style, but style always has a common objective basis. Objectively, no matter what style a leader chooses, his choice is determined by a conscious goal that characterizes the way and method of his actions. In addition, there are other objective components of style. These include: regularity of management; the specifics of the scope of a particular activity; uniform requirements presented to leaders; socio-psychological traits of performers (age, gender, qualifications, profession, interests and needs, etc.); the level of the management hierarchy; management methods and techniques used by higher managers. These objective components of style show a combination in the activities of the leader, production function and the functions of regulating relationships in the team, the nature of the traditions and methods of communication that have developed in it, and thereby the style of work.

There are four types of organizational behavior models:

Authoritarian model - this approach leads to tight management control over the labor process. There is no attention to the worker as a person, he is forced to work with the help of humiliation and threats. Employees are oriented towards subordination to the leader, due to which there is a psychological dependence on the boss, whose power is almost absolute. This model does not involve verbal feedback subordinate with the boss, although the employee would sometimes like to speak out. Lack of "voting rights" sometimes causes a feeling of insecurity, disappointment, aggression towards management. Fundamentally weak side models are high wear rates of people.

The guardianship model aims to develop a sense of job satisfaction and a sense of security among workers in order to reduce aggression and improve quality. working life(the basis for asserting authority is paternalism). Management's efforts are aimed at ensuring payment wages and employee benefits. The effectiveness of the guardianship model is only marginally better than that achieved with an authoritarian approach. The success of the guardianship model depends on economic resources. The physical needs of workers are satisfied, the need for security is considered as the main motivating factor. Guardianship leads to increased dependence of the employee on the organization. (As the personal dependence of the employee on the leader decreases, the subordination of the organization increases).

The supportive model is based on Rensis Likert's principle of supportive relationships, which assumes that management and other organizational processes cause and help maintain a sense of self-respect and importance among employees. This model is based not on money or power, but on leadership or leadership, when managers create a climate that helps the individual growth of employees and the use of their abilities in the interests of the organization. The organization is social system, the most important element of which is the employee. Of great importance is the study of the motives of the employee's behavior and understanding of group dynamics in the context of supportive management. The model contributes to the improvement of the moral and psychological climate and the formation of a warm atmosphere in the team.

The collegial model - the success of this model is determined by the possibility of forming a sense of partnership among employees, a sense of their necessity and usefulness. When employees see that managers contribute to the achievement of a common goal, they kind of accept leaders into their circle, respect the roles they perform. Management is focused on teamwork, when the manager is treated like a coach who creates a winning team. The reaction of employees to such a situation is a sense of responsibility when the work task is performed at a high level, not because the manager ordered it, and not under threat of punishment, but because the employee feels a sense of duty to achieve the highest quality.

Based on the Hersey-Blanchard situational model, it is possible to identify four groups of combining people in them, and depending on this, choose the right model of organizational behavior, as well as choose the right sources of power for the leader, which will help him successfully rally the team and achieve maximum efficiency from it .

1. Unable and unwilling to work group. The composition of the group usually differs by gender and age, and includes low-skilled workers with a clear set for low performance. The effectiveness of the group is very low. The type of power in the group is ochlocratic. Only an authoritarian leader can organize the work of such a group by way of instructions. The manager is required to: conduct clear and frequent briefings, explain the standards and requirements as clearly as possible; develop the technical skills of staff; monitor the performance of work especially carefully, immediately respond to the performance of work (both correct and incorrect); develop a sense of pride in a job well done.

2. A receptive but incapable of work group brings together individuals who are sufficiently industrious and diligent, but do not possess the required qualifications and skills and are not able to provide the required quality and productivity. The task of the leader is to develop internal communication, identifying team members you can rely on, setting targets and distributing work. Special attention should be given to skills development, instruction, reward for good work.

3. Receptive and partially able to work group. A group of individuals who have certain basic skills and are able to provide an average level of quality and productivity. The manager should involve people in participation in management. The type of government is basically democratic. The leader must also: focus on team morale; reduce the number of direct instructions, teach people to solve current problems themselves; encourage contributions to work and initiative; more to advise than to instruct; reduce direct control, develop self-control (internal control).

4. A team that is fully capable and willing to do the job. Has the highest level of qualifications, skills, quality and productivity. The people in the group have a positive and responsible attitude towards work and organization. The group has a good psychological climate and strong morale. Democratic or liberal leadership style prevails. The leader is obliged to transfer part of his powers and actively involve the members of the group in decision-making. Control is completely internal. Remuneration is mainly for the result and quality of work.

There are 5 levels of human maturity.

Maturity Level #1 – Programmable.

If you are a leader, then you will have to work with these levels of maturity tomorrow, when you come to work and start analyzing what kind of employees you have. What maturity level are they?

You will not find the 5th and 4th there. If you have a cool company, then you will probably find employees of the fourth level of maturity. But the fifth level is definitely not there. The fifth is often you. If you are successful.

About 70% of people on earth are programmed.

What does it mean?

A programmed person acts only within the framework of the program that is laid in him by someone else or by himself.

For example, I had a situation at the enterprise a very long time ago.

I am sitting in the office, I am negotiating, I cannot leave and I send an employee for tea to our warehouse. He comes without tea. It was winter, a blizzard outside. He came covered in snow.

I say:

-« Where have you been? You were gone for 20 minutes. Where is the tea?»

He says:

-« I came to the warehouse, it's closed there».

I say:

-« Have you tried going the other way? Where the entrance is not through the frame, where the goods are received, but on the other side?»

He says:

-« No, I haven't tried».

I say:

-« Well, go, do it, bring tea».

He was not there for another 15 minutes, he comes and says that it is closed there too.

I say:

-« Do you remember that there is a bell and you can call?»

He says:

– « It's late, it's evening, the storekeeper is probably already gone».

I say:

– « Did you call or knock, somehow show that you are there?»

He says:

– « Not».

I say:

-« Listen to me carefully: you go to the warehouse, you approach the door, the bell is on the right side above, you extend your hand, you press the button, if no one answers, you start knocking. If no one opens, here is your phone, you call the storekeeper, maybe he is somewhere on the territory, understand?»

He says:

-« Understood».

I say:

-« Tell me how you understood».

You will not believe it, the man repeated word for word what I told him from the eighth time. Prior to this, he recounted everything wrong.

Therefore, if you work with programmed people, then the key rule is to seek feedback!

Do not send this person anywhere without receiving one hundred percent mirror feedback. Because he will make a mistake, and then you will be responsible for it. It just happens, you go and start correcting mistakes.

This is one of the reasons when already advanced recruit employees and then refuse them, because they have to do their own business and redo it for them. This happens because such a leader does not know the types of maturity and does not know how to work with them. He doesn't know how to build relationships.

Maturity Level #2 - task.

These levels of maturity are all hierarchical. Each of us at some point in time goes through all these levels of maturity. Someone stays forever at one of these levels and does not want to grow further. Or he chooses situations that do not stimulate him to further growth, he chooses those situations that allow him to remain at the level of maturity that he has.

There are about 15% of task-level people on the planet.

On the example of this tea, if this person was a task person, he would go, would do the same as the programmable one, but, having called me back, he would immediately offer 2-3 solutions.

If you are hiring new employees, never hire programmed people, forget about them altogether.

If you see a programmed person, then start raising him, and if he does not grow, drive him in the neck. This is the person who will constantly pull you down. You may not even notice it yourself because of the routine that you are busy with. You need to stay away from them.

The task type, when faced with a problem, offers 2-3 solutions, but is not responsible for them. He offers 2-3 solutions, one of which you must endorse - give the go-ahead.

Tasks should be taken to work, they can be raised to the third level.

How would the task person act in a situation with tea?

He would come and say: “I came, it was closed there, I tried on the other side, knocked, called. I suggest doing it this way. Let me go to the store. Or give me the storekeeper's number and I'll call her."

If you have an employee or a task assistant, he comes to you and says: “I met with a client, he doesn’t want to sign an exclusive contract with us.” You ask: "What do you propose to do?" He offers several options. And you are already interested in what resources he needs for this. He voices necessary resources and then you choose. The decision is yours, you should not entrust responsibility to him, because he will not cope with it.

Maturity Level #3- Problem.

At the third level of maturity are most of the employees, colleagues that I have encountered. You and I ourselves are at this level, someone constantly, someone periodically falls on it.

This is a person who can act as efficiently as possible only when the deadline has already come.

Why problematic?

Because he puts everything off until later. This is just the person who loves and is used to putting it off for “later”. If he solves this problem, he will reach the next level of maturity. If he doesn't decide, he will constantly "put out fires".

This is a person who constantly "puts out fires." If something happens in his business, he solves, “resolves” these problems, he reaches successful indicators until the next emergency.

How does the problematic type react to the problem that arises?

As soon as a problem arises, he observes it, keeps it in mind, thinks about how to solve it, he develops various tools, designs, plans and waits for the deadline when the situation comes when it is no longer possible not to solve the problem.

These are people who start preparing for exams in one day.

This is a person who has a deal tomorrow, and only today he begins to remember what documents are needed, who is needed for this deal, can prepare a conversation plan, and so on. This is the problematic level of maturity.

You are forced to tumble into a problematic level of maturity when you have many projects that you do not delegate. You don’t want, you don’t know how, you don’t know how to delegate, how to entrust these projects to other people and where to find these people, how to arrange relations with them, what to pay them.

You load all the projects on yourself and as a result you do not have time to do anything.

I also have this situation. It is still happening now. I am running two businesses at the same time, so I am now expanding the team, I am increasing the staff of freelancers who can be entrusted with all this, who will cope with these tasks better than me.

What should a problem manager do?

If you're a troubled leader, if you're buried under large quantity cases, pull everything on yourself. The first step is to start finding people who are better sellers than you when it comes to selling a product or selling a service. Find more seasoned sellers, find cooler employees.

Do not be afraid that these people will be able to force you out somewhere. No one will force you out of your business.

The leader is subconsciously afraid to take on people with great leadership potential, with greater sales potential than himself. Because he is afraid that these people can take over part of his business or even steal his business, steal his client base, steal technology, skills, in fact - grow a competitor.

Many of you probably recognized yourself at the problem level.

Maturity Level #4 - Looking for a problem.

This is exactly the level of maturity you should aim for.

These are the employees you need to look for.

And often these employees need to be bought out, poached.

It will not be a secret for anyone that cool salespeople, great specialists are always busy with something. There is rarely a situation when it is free on the market. It may just be lucky when a person changes his field of activity or city, and you intercepted him at that moment. This is a happy coincidence. Often employees of this level of maturity need to be hunted down, observed and poached, outbid in order for them to work in your business.

This is a normal strategy, this is how most businesses operate. The big ones do just that. All TOP managers are under close supervision of headhunters.

As soon as this person is in a situation where it is possible to establish contact with him, the headhunter immediately contacts him different ways, offers him a very profitable terms solutions and pulls this person to another company. This is a hunt for minds, for talents.

And in recent times this problem has become even more acute than it was 10 years ago.

How is this type of maturity different?

There are few such people.

It differs in that it is a man-system.

If the problematic person is the person who creates the conditions, the person is “akhtung”. By the way, the one who creates the conditions is also the 5th level of maturity. The third and fifth levels of maturity are somewhat similar.

Why is No. 3 and No. 5 an Achtung man?

Because he constantly has a lot of ideas, he does a lot of things, implements, pulls a lot of projects. He needs key employees, partners with maturity level - looking for a problem.

Seeking a problem, faced with problems in his sector of responsibility, solves them. He doesn’t even talk about it, you often don’t even know what problems he solved. He just comes and says that some problem arose, he solved it, everything is fine.

A problem seeker is a person who has done everything in the sector of work entrusted to him.

If you have a branch system, then there are directors at the branch who have everything going great in the agency.

Looking for a problem a person should not be allowed to linger there, because he needs to be sent to those territories where everything is bad, but which you need and in which there is potential. These are potentially profitable territories, projects, facilities, and so on. That's where you need to send such a person. He cannot live without it.

The basic belief of the problem seeker is that he grows on problems. He does not need to be convinced of this, he does not need to be told this, he lives by this. He lives by growing on problems.

How to identify a problem on which you are 100% growing, and distinguish it from other people's problems that do not even need to be solved.

The problem that you are growing on has one quality - when faced with such a problem at the first moment in time, you do not know how to solve it. You understand that if you solve it, you will get a lot of resources, but you do not know how to solve it. You do not know how to solve this problem now.

It is on this type of problem that your “I” grows.

If you know when faced with a problem and easily know how to solve it, then you do not grow on these problems, on them you regress and degrade as a person. Solving problems of the same complexity each time, you do not develop, you lose. Even if you are making money, it is nothing more than an illusion. Because you are missing the most important thing, you are wasting your potential.

Instead of investing your reasonable potential, all your strength, directing it to solving problems on which you really grow, you spray it on those problems that the people you entrust it with should cope with. You start doing it yourself.

And in such problems, after some time, you will wallow and fall to a lower level of maturity, to a problematic one.

Your goal is to reach the "problem seeker" level. Look for problems, hunt for problems that you grow on.

As soon as you encounter such a problem, you should dance for joy that you have come across such a problem.

Other people break their heads, don't know what to do about it, try to avoid it, but you have a smile of 55 teeth and you are happy and dancing with joy that there is such a problem. It will be difficult for you to solve it, this is normal. Difficulty is an indicator that you have chosen the right problem.

But as soon as you solve such a problem, as soon as you implement such a project, you literally physically feel how much more you have become. Those who solved such a problem physically felt that they had increased strength, their backs straightened, and they earned money.

This problem is not always related to making money.

Try to hunt only for such problems, it is on them that you grow. All other problems that you can easily deal with, entrust the people who will solve them.

Most projects consist of a series of operational primitive and already familiar activities - routines.

What is the routine?

The routine consists of operational tasks that you yourself perform - print something, paste something. These are all routine tasks that you should not have been doing for a long time. Most of you have been in the market for more than a year or a decade, and you shouldn't have been doing these tasks for a very long time. By doing them, you waste time, potential and deprive yourself of the opportunity to really grow and earn really, big money.

Let's go back to the rule - do not put it off until later. I will accompany each rule with a parable, because a parable makes it easy and figurative to understand what in question understand the meaning of each rule.

Parable about a Greek general.

For some reason, at some point, the king became against this general. Some kind of palace conspiracy, some kind of intrigue. It was the General's birthday.

He was celebrating it with his friends, when the king's envoy suddenly came and said to the general:

-« Sorry, it's hard for me to say this, but the king decided that at 6 o'clock you should be hanged. Get ready for 6 o'clock to be hanged».

The man was essentially told his date and time of death.

The general gathered his friends and arranged a feast. Music played, everyone drank, sang, danced. This messenger's message changed the whole atmosphere. However, everyone was not happy, they feasted, but were saddened.

Then the general said:

-« Do not be sad, because this feast is the last in my life. Let's finish the dance we danced. And don't see me off in such a sad atmosphere, otherwise my mind will yearn for life again and again. Stopped music and interrupted celebration will become a burden in my mind. Let's end this, now is not the time to stop, now is not the time to be sad, I only have 2 hours left to live».

Because of him they continued to dance, it was difficult, but still they somehow danced and feasted. Only the general alone danced with even greater fervor. He alone was in a more festive mood, but the rest of the group was uneasy. His wife was crying, and he continued to dance, talk with friends, have fun.

He was so happy that the messenger returned to the king and said:

-« Sir, I saw the general after I announced to him the sad news of his death. This is a unique person! He heard my message and was not sad. He took it differently, absolutely incomprehensible to me! He laughs, he dances, he is in a festive mood. He says that these moments are the last for him, and now he has no future, he cannot waste them. He must live them here and now, without delay.».

The king himself came to see what was happening. He saw the saddened guests, everyone was crying, and only the general was dancing, drinking, singing, having fun.

The king asked him:

-« What are you doing?».

The general replied:

-« It was mine life principle- constantly realize that death is possible at every moment. Through this principle, I lived every moment as totally as possible. Today I made it absolutely clear. I always thought and assumed that death was possible, but I hoped that this would not happen. But you, Sovereign, by your order completely rejected my future for me. This evening is the last in my life. Life is so short now that I can't put it off».

The king, hearing these words, was so happy that he became the disciple of this man.

He said:

-« Teach me. This is how life should be lived, it is an art. Be my teacher, teach me to live in the moment».

I think that this parable will be an occasion for you to think about what you lose when you put off life and business for “later”.

You lose the most important thing that you have - the current moment, this second that you are now living to the fullest, in the thought that you can live it tomorrow. And tomorrow you live in thoughts that you can live it the day after tomorrow and so on.

As a result, a person does not live, but exists somewhere in the future and in the past, but not in the present.

How to get rid of the habit of postponing things for "later"?

With this parable, I also wanted to show the fifth level of maturity - creating conditions.

Maturity Level #5 – Conditioner.

This is a person who creates something new from nothing.

These are individuals like Steve Jobs, Isaac Newton.

All the outstanding people who have changed the course of mankind have been at the level of maturity - creating conditions. He does not repel the situation in which he is now. It does not matter to him what territory he is in, in what market, he is absolutely not interested in this. He is not interested in how others work, how competitors work, what they do, whether they do it right or wrong. He doesn't care, he just watches. He does things his own way.

And if he finds himself in a territory where there is no business, he begins to create conditions for this business to develop here. A person does not just come and solve some problems, he creates in any place best conditions for yourself and for others.

Once I made a firm decision that I would not work in any other way, I did not want to. I will work my way. I will take certain factors as a basis and make my technology out of it, which suits me, my team, my enterprise in the city in which I work.

6-7 years have already passed, and still in my city there are no people who work thoroughly according to my system.

Then my intuition gave me a hint that I had found the core in which I needed to invest all my efforts, all my money, all my time in order to learn how to do this and improve this method for myself.

There is always a choice! And choose the best! No need to take everything that comes across. Most take everything in a row that comes to hand.

The bottom line is that it was during that period that I created the conditions for the development of my business, in which my business is now developing. Under these conditions, we grow, develop, expand and at the same time share these technologies with our friends, even with competitors. I tell everything we do. I hide nothing.

You can ask me any question, I will answer it. And I will not be afraid that you will then compete. It doesn't bother me at all.

The bottom line is that not everyone takes them. He is forced to stay in the old channel, in the old familiar swamp in which he lives, and solve those problems that do not even require special efforts. That is, stay in your comfort zone, do not leave it, do not go out into an even more interesting and high-quality comfort zone.

And during the crisis, many made the decision to stay where they were and work the way they worked. Most merged from the market during that period, while the rest are now eking out a miserable existence for the most part.

This is what happens in our city, that is, there are many examples that were then at their peak, made enormous revolutions, and now they are lost from sight. Nothing is heard of them now, they are not seen.

Because they haven't changed the technology. Times have changed, but people haven't.

The same thing happened to the new Russians. When other times came, they died out like dinosaurs.

Someone was imprisoned, someone died, someone drank himself, someone smoked, chipped and so on. A fairly large stratum of the “crimson jackets” society has practically disappeared.

There were only those who were able to change themselves, who were able to recruit the strongest specialists into the team, who were able to reach a completely different level, who were able to change their old habits. They did new style life. Times have changed, and they have adapted to these times.

These are the people who create the conditions. I wish you to be the people who create the conditions. Strive for it! This is one of the main goals in life.

It should be understood that there are many rich enough people who did not follow the rules that we are talking about today. You can't even imagine how many illnesses and misfortunes happen in their families. And they themselves have big health problems. In their families there are such problems that you would not even wish on your enemy.

Life is very economical and you have to pay for everything in life. If you make mistakes, take someone else's, then you will definitely pay for it.

Even the top people in our country have such a heap of problems that God forbid anyone.

It's not even about majors. I have specific health problems, those that are incurable or cause great suffering to that person. He seems to be rich, he has everything, but he suffers so much that God forbid anyone like that! It is not visible from the side.

However, not all VIPs are not happy. There are some VIPs who are very sweet, because they do not make mistakes, do not take someone else's and are constantly busy designing something new.

Communicating with some of them, you are already growing steeply, the scope of thinking is expanding. They have a huge scale of thinking and plans. The bottom line is that they begin to implement these plans very quickly.

And it seems that a person does absolutely nothing 24 hours a day. He travels, flies in different countries, goes somewhere, goes about his business, goes on various trips. At the same time, he has a huge number of businesses that develop, grow, make a profit, increase income.

To be continued….

I am sure that there are many theories for determining the types of employees. Nevertheless, during the period of my experience as a sales manager in the auto business, this one was especially memorable for me.

This is a short introductory article on the topic of situational leadership. I think that we will make a small cycle on the most interesting aspects of this management theory.

I want to clarify the term “Motivation” in advance, in relation to this article, it is NOT only money. This is generally NOT about money.

Any employee can be attributed to one of 4 stages of maturity:

Of course, we all want to have “passionate professionals” employees, but they need to grow for a long time)

Why do you need to know what type the subordinate belongs to? Basically there are 2 major reasons:

• 1.Know how to manage it.
• 2.What tasks to assign.

In this article, I will not dwell on the features of management styles. I’ll just highlight 4 style guides and show which type you should use them for. If this is of interest to anyone, then in the next article I will touch on this in more detail.

All these things are related to the theory of situational leadership. For those who are interested, I recommend to google more complete sources on this topic on the Internet.

In the next article I want to touch upon the types of perception of subordinates in terms of motivation. It is interesting?)

P.S. Well, for industry solutions and improvements to amoCRM, leave a request.

P.S.S. Yes, the site is on Tilda - we like it)