Instruction

Remember that first you work for authority, and then authority works for you. So tune in and be prepared to work hard for a while. Even if it seems to you that a good position does not shine in you, do not try to give up - at any moment everything can change.

Work on your authority from the first second of getting into the team. The first rule has not yet been canceled. When meeting, be welcoming, friendly, legibly state your name and find out the names of the people around you. Try to remember them by repeating the name of each aloud after he introduces himself.

Do not be silent. Of course, you can show yourself in all its glory both at the second meeting and at the third, but it would be more expedient to immediately declare yourself with several weighty and interesting ones.

To make it easier to get along with people, throwing away embarrassment, arrange an informal meeting. If you're at work, offer to stay after work for tea. If this is a new friend, invite them to visit you, offer to have a picnic for or go to a new exhibition. Do not be afraid to meet the team first, they will appreciate it.

Treat all company members with respect. If you don’t like someone, it’s better to keep quiet, of course, if the person does not go beyond the moral standards of behavior. In this case, by trying to return it to its place, you can also add points to your authority. The main thing is that any actions should be delicate and balanced.

While you are not yet your own in the company, they will look at you and, on occasion, test you “for strength”. Be prepared for this, don't get angry and don't give in. Accept any manifestation with humor, even if it is a fun act of dedication.

Always be responsible for your words, if you promise, keep it. Don't be fooled, this is for kids only. Having undermined trust once, in an adult team it will not be easy for you to return it to its previous position. Consider each one of your own and be honest both with yourself and with those around you. If you can't do it, then don't jump over your head.

The presence of intelligence and a developed sense of humor in any team is valued and encouraged, so do not forget to train both of these qualities on an equal footing. The ability to be serious and to joke well, including on oneself - is this not a combination in character. You will be perceived as a whole person, and not as a strict pedant or an eternal merry fellow.

Be natural. This is perhaps the most important thing. Unless you're great at acting, it's best not to try to act like someone you're not. Authority is always built on the true character of its owner. Therefore, if you do not quite correspond to the position that you can take in the team, first work on yourself, and then the gained authority will become your reflection.

Influence and authority

Influence is more than just a desire to be a leader or instructions that we give to those who listen to us. It depends on what people feel in us and what they see in us every day. It depends on what you demonstrate with your behavior, not on your words.

Before we start the discussion, we need to define what it is to influence others. And what does that mean for you.

Influence - the ability of a person or thing to be an irresistible force or to have an effect on actions, behavior, opinions, etc. other people. To influence - to force or persuade (someone) to do something.

Being a leader means having an impact

If leadership is influence, then the reverse must also be true. So influence is leadership. Is it so? I would add that influence only turns into leadership when it leads to positive results.

Meanwhile, there are two ways to influence. It can be both positive and negative. It can be self-serving and an attempt to manipulate others, but it can also be liberating and transformative. And how it will be depends on our thoughts and actions.

13.03.2016 03:32

Think of the people you have worked under. Probably, among them there were bright and active, with them the organization achieved success. However, there were probably others - with whom communication was a burden and work went very badly. So why do some manage to get recognition, while others do not? What are the ways and means of gaining authority or power? I deliberately use the words "authority" and "power" as synonyms. The fact is that it is important for the leader not so much to enjoy the respect of his subordinates (to have authority), but to achieve that they obey him, obey him. In other words, it is important to have active authority - power.

Power is always coercion, and since we are talking about a collective, power is the ability to induce a group of people to do something that they would not do on their own initiative. Initially, the right to dispose of oneself belongs to every person, and under some circumstances or under some conditions, he is ready to transfer this right to the leader, that is, to you. However, one must understand that he can either give you such a right or deprive you of it - the latter will mean that your power over this person has ended.

Five Sources of Power

Why is a person ready to transfer the right to dispose of himself to another? What is the basis for the power of one person over another? There are five reasons, let's call them sources of power.

Source 1. Legalpower

This power is based on your official authority and official position. In any company there is a hierarchy: those who occupy a high position have power over those who work in lower positions. You, as a manager, have a reasonable expectation that an employee will accurately perform official duties However, in practice things are different. After all, it is important not how the rights and obligations are formulated in the order (or instructions), but what the employees understand by them. I'm sure their perception is significantly different from yours. If, when gaining authority, you rely only on legal authority, you may encounter the so-called Italian strike (people will perform their duties formally, without being involved in the work). Therefore, it is important not just to refer to some instruction, but to ensure that employees understand its meaning. That is why it is necessary to involve employees in the preparation of internal regulatory documents.

Source 2. Incentivepower

This power is based on reward. A public (or tacit) agreement on a kind of exchange is concluded between you and your subordinates: You obey me, and I encourage you. It is important that the reward in the eyes of the employee should look valuable. For example, you may regard the appointment to a new position as a reward, and the subordinate will see this as a burdensome duty and additional responsibility. The more significant the reward for an employee, the higher his degree of subordination. It happens that a leader of a certain level does not have the resources to encourage (for example, the master is not able to resolve the issue of raising salaries), however, while others believe that he can “put in a good word” with higher authorities, he will have encouraging power. It also happens: CEO does not give the manager tools for encouragement, and then he begins to look for his own - for example, as an encouragement he gives the employee a day off or leaves him early from work. Then this illegal time off will be partisan in nature and will not become a motivating factor, which means it will make the system less manageable.

Source 3. Forcedpower

The basis of such power is fear. The manager can put pressure on the employee, for example, threatening to reduce his salary, deprive him of bonuses, or fire him. Although punishment may ensure proper behavior of staff, it is still similar type power weakly stimulates productive activity. The main problem is that if a manager begins to abuse threats (a situation not uncommon in Russia), in-demand employees leave the company. Those who have nowhere to go remain - they adapt, spending energy not on work, but on meeting formal requirements. Is it necessary to say that the quality level of personnel is declining and labor efficiency is declining? Unfortunately, in Russian management practice, the desire for this type of power is very common (see. What do you call the yacht ... or Why did the children beat the clown), and managers unconsciously multiply the number of negative tendencies in the team. For example, an employee who is afraid of a formidable boss may give him false, embellished information. Moreover, special studies (and everyday observations) show that punishment provokes aggression or a feeling of insecurity, insecurity; its consequences are the inability to control the situation, the so-called tunnel perception effect (a person’s thoughts are focused only on the source of fear, and this significantly limits the choice of behavior options). I'll give you an example. The Soviet factory had strict rule: Come to work at 9:00. What were the employees doing? They ran past the checkpoint at the appointed hour and then sat for half an hour patio, resting from the morning run (and not working, as management had hoped).

What do you call the yacht ... or Why did the children beat the clown

Once, in three grades of elementary school, a psychological experiment was conducted. Each brought a doll - an inflatable clown. In the first grade, the teacher said: "Children, here's a clown for you - play with him." In the second: “Children, here is a clown for you, play with him. Just don't hit." And finally, in the last one he said: “Here's a clown for you - play with him, just don't hit him. And who will beat - I will come and punish.

Then the teacher left. What happened in the classes? In the first grade, the children peacefully played with the clown. In the second - they played and beat, played and beat. But in the third, as soon as the adult left, the children sneaked up to the door, made sure that the teacher was not there, ran up to the clown and began to beat him furiously. Does this example mean anything to you?

Source 4. Competent (or expert) power

This power is provided professional training. Even in a low position, an employee may have strong competent authority (for example, knowledgeable accountant- in matters of financial accounting, and a lawyer - in matters of law). Often, newly appointed leaders use only this type of power. Why is it dangerous? As soon as the boss shares all the information with the employees (their level of knowledge becomes similar), the manager will lose power over them. You don't have to try to be a know-it-all. I recommend limiting yourself to the range of questions that you really know best. For the CEO, this is primarily an understanding of market trends and strategy issues.

Source 5. Personal (referential) power

This power is based on the charisma of the leader, which is determined by the individual traits of a person, his personal qualities. Such a leader is obeyed because they trust him. A manager who has referential power is personally attractive to employees. Today, when things are not going well in the economy in the best way, the main thing that subordinates expect from a leader is confidence. A charismatic leader can explain to employees where the company is heading and why this path has been chosen.

How to win and keep power: iron rules for a good leader

Power is not an end, but a means necessary for good work. Authority is the foundation of successful leadership. I will give some advice on how to win power and keep it.

Rule 1. The more points of support your power has, the more stable it is. People love to do what they are good at. In relation to gaining authority, this means that an employee who finds himself in a leadership position begins (sometimes unconsciously) to assert power on what is easier for him. As a result, power rests on one or two bases, and therefore is unstable. If you begin to rely on legal norms, you will have the resources to reward valuable employees, you will be able to effectively punish the guilty, show yourself an expert in the field in which you lead, your power will be stable and your authority strong. It is important to always remember that the acquisition and preservation of authority is not the end, but the starting point of the leader's work.

Rule 2. If you want to win personal power, try to live up to the expectations of subordinates. In my seminars, I often ask leaders to name a charismatic leader. I hear the names different people- from Peter I and Napoleon I to Margaret Thatcher and Steve Jobs: a person who has become a leader for some will not necessarily be one for others. The qualities that determine the dominant role of the chairman of the board of the bank would not necessarily allow him to become successful leader scientific laboratory. In other words, the success of a leader is not determined by his personal qualities by themselves, but the extent to which they meet the requirements of the situation in which the company is located, the tasks that the team solves. If you want to become a charismatic leader, think about what your subordinates want, show that you are able to meet their expectations.

Rule 3. Make sure that your company is constantly changing for the better. Recently, at a seminar in a large holding, I was approached by a newly appointed director of one of the factories. He said that on next week will come to the enterprise for the first time in the role of General Director. How to get started? My answer amused the participants of the seminar, although it caused bewilderment. I recommended to paint the entrance. Why? Employees should see that changes have begun and they are positive. Make sure that something is constantly changing for the better in the company, so that these changes are associated with your name - and you will enjoy stable authority with your employees.

Rule 4. Constantly analyze the reasons for your power. Many, even experienced leaders, forget an important thing: power can both arise and disappear. Therefore, it is important for you to regularly conduct a kind of audit of your power in the company. Try to understand on what grounds it rests.

• Are your powers fixed in any documents?
• Do employees know the provisions of these documents? Do you agree with them?
• Can you reward employees and how? Do they appreciate these rewards?
• Can you punish them and in what situations? Do employees think this punishment is fair?
• What knowledge do your employees lack? How to get them and transfer them to employees?
• Why do you think employees should trust you?

The answers to these questions will allow you to understand whether your power will be stable and long-term. But it is important to remember that power in business is not an end, but a means, and that it must be properly disposed of.

CEO speaking

Victoria Savkina General Director of Kompanion trading house, Mytishchi (Moscow region)

For some time I worked abroad, where the heads of local companies, unlike their Russian counterparts, communicate with employees of various positions (from top managers to cleaners and couriers) on an equal footing. Taking advantage of this experience, I almost completely changed the relationship with employees.

First of all, I try to communicate with the team every day: for example, at morning planning meetings I ask what was done over the past day, what was not done and why. This keeps the staff in good shape, in addition, employees begin to communicate with each other more often.

Secondly, I pay great attention to corporate events. Following the principle “the one who works well is the one who has a good rest”, I began to organize more field events for employees, but I try to ensure that this does not result in ordinary “gatherings in nature”, but benefits the company (for example, I conduct team building trainings).

Thirdly, I control the level of competence of employees, I suggest that some extra education at the expense of the company. For example, a prospect in the purchasing department had difficulty communicating on English language. I began to take him to thematic exhibitions, offered to approach various stands of potential suppliers and start a conversation on a certain topic in English, I myself listened carefully to the dialogue, and then pointed out his mistakes.

Expert opinion

Six tips for a new director on how to ensure the stability of power

Yuri Navruzov Business trainer consulting group"NAU", teacher of the business school "MIM-Kyiv"; candidate technical sciences, Kyiv

As soon as you get power, you need to clearly articulate your priorities so that subordinates can also decide. Check out a few tips.

Tip 1. Let everyone know that you are the General Manager, not a temporary worker. Demonstrate independence and autonomy. You do not have time to build up: you should enter the role of director quickly - and above all, see yourself in a new capacity. By inertia, new leaders, especially those nominated from below, continue to feel like executors and, as a result, close all the small issues to themselves. They drown in details, not seeing the forest for the trees, and subordinates perceive such a person not as a leader, but as a temporary worker (temporarily acting).

Tip 2: Turn disgruntled employees into allies. Make a list of the dissatisfied, but do not let them stay in this role for a long time, otherwise you risk losing professionals. Let me give you an example of how you can win them over to your side. In one educational institution chose the rector. The majority voted for the young professor, a promising physicist. However, quite a few employees preferred the incumbent vice-rector. To win over his allies, new leader appointed the vice-rector as his first deputy and, together with him, developed a program for the reorganization of the university. This brought together adherents and most of those dissatisfied with the young rector.

Tip 3: Focus your efforts on customer satisfaction. While subordinates can (and should!) change depending on the situation and the relevance of tasks, clients for the director are a priority and unchanged value. Hence the conclusion: the guarantee of maintaining power is your focus on the needs of customers, and not on the interests of your environment.

Tip 4. If the dissatisfied remained, say that you forgive them. Dissenters do not always need to be fired. Surely among them there are professionals who also have important information. One option is to tell them: “Yes, you are not with me, I understand this, but I am going to cooperate and I am ready to forget the past, if this is not to the detriment of the cause, which is the meaning and purpose of my work.” Such a message cannot be taken with hostility.

Tip 5. Thank your allies, but do it in moderation. Small tokens of gratitude teach subordinates to think about the justice and sincerity of the director.

Tip 6. Keep subordinates in strictness, but do not get personal. Whip, reins, stimulus, KPI - behind these and similar words is one thing: fear, and, as you know, the expectation of fear is always stronger than fear itself. Therefore, such tools are very effective in the hands of an experienced leader. However, inspiring fear, do not go too far. I'll give you an example. The tough leader surrounded himself with the same managers, believing that the fittest would survive in the struggle. But he was wrong. Wanting to instill fear in the most unyielding commercial director, he turned to personality, punished him in public, deprived him of his bonus without any reason. Eventually Commercial Director prepared a couple large orders, closed clients to himself, offered reliable assistants to join the team - and went to a competitor. Other employees followed him.

Summary. Remember, management is the art of getting the result you need through the efforts of others. If you want to stay in a leadership position, do everything possible (and even more) to meet the needs of customers and your team. Stop attempts on the power of the leader resolutely, like a lion, and cunningly, like a fox. All means are good, because the winners are not judged.

CEO speaking

Aneta Shilnikova General Director of Evateks, St. Petersburg

Break up with those who undermine your authority. There will always be employees in the company who will challenge your decisions. I recommend firing such people immediately, no matter how successful they are. Otherwise, they will interfere with the development and strengthening of your authority. I had a similar experience. Once I hired a friend, she was a very strong and competent specialist. Over time, I began to notice that she began to oppose herself to me. In particular, she tried to create some kind of coalition, regularly discussed my orders. I tried not to pay attention to it, and to talk to her in a good way, but gossip and gossip continued. My mood began to deteriorate, I realized that I no longer wanted to waste my strength on this, and suggested that she write a letter of resignation.

Take an interest in how your employees live. You should be aware of this at least in general terms. Try to remember their names, some details of their personal lives. From time to time, I ask the HR director how things are going, what's new with the employees. When I go out to the shop, I communicate with people. I can ask those whom I know well, for example, about my granddaughter, or ask a pregnant employee about their state of health. Perhaps this approach is more characteristic of a woman leader. I am generally a supporter of a friendly, homely environment in the team. I know from experience that people like it, they are grateful for such an attitude. And this is important: after all, we spend a lot of time with each other at work.

Authority. How to become confident, powerful and influential Goyder Carolina

How authority works and how to win it

No one can lead a great life without feeling that they belong to something greater and more eternal than themselves.

Mihaly Csikszentmihalyi, psychologist

Knowledge + Purpose + Passion (-Excitement) = Authority

The key to success is the triad of knowledge, purpose, passion. These are the "three pillars" on which authority rests. The more you strengthen them, the higher your authority. And, unlike many other things in life, these three pillars only get stronger over time. Let's take a look at how they work.