- •Artem Vorobiev How to become a leader?
- •Introduction
- •It is important to work not with force, but with the mind
- •It is impossible to overestimate the degree of insignificance that whatsoever
- •1. The integrity of the person creating the trust
- •2. The integrity of the individual has a huge potential impact
- •3. The integrity of the individual - the basis for the high moral demands
- •4. The integrity of the person does not create the image and reputation of the firm
- •5. The integrity of the individual means that we can not demand of others more than of himself
- •6. The integrity of the individual helps the leader to become not just a smart and reliable
- •7. The integrity of the individual - the fruit of hard work
- •If you want to be himself - do it now!
- •Innovations do not arise by themselves
- •If people are thinking negatively, no changes occur
- •Innovations may lead to losses
- •Innovators: dreamers
- •In preparation for the meeting, to develop an agenda that promotes openness
- •Verification of leadership: the ability to recognize the problem before the situation became critical
- •Identify a problem
- •Identify the problem
- •1. Ask the right questions
- •2. With a responsible approach to the selection of the interlocutor to discuss the problem
- •3. Locate the hard facts
- •4. Take part in the process
- •It is not important what happens to me, and what is happening in me
- •I help people to achieve or realize their dreams, using people?
- •I highly appreciate the work assigned to another?
- •1. Restricted leaders
- •2. People who think concretely
- •3. Dogmatists
- •4. People accustomed to defeat
- •5. Satisfied
- •6. Lovers of tradition
- •7. Fans to be "like everyone else"
- •8. People thinking about problems
- •9. Egoists
- •10. Predictors of failure
- •1. Set priorities
- •2. Record the planned events in the business calendar
- •3. Allow time for the unexpected cases
- •4. Follow the case on the one
- •5. Organize your work space
- •6. Work in accordance with the peculiarities of his personality
- •7. The time spent on the road, use for light work and personal growth
- •8. Create a system effective for you
- •9. Always have a plan ready for the periods of time between meetings
- •10. Focus on results, not on the actions of
- •In the winning team is an outstanding leader
- •1. The smaller the organization, the greater the role played by personnel
- •2. You should know what kind of person you want (personal requirements to the employee)
- •3. You should know the requirements of a job
- •4. It is necessary to know what the candidate hopes
- •5. If you are not able to invite the best, invite young people who are ready to become the best
- •It is necessary to know the approach to each player
Innovations do not arise by themselves
People usually reject the idea put forward by someone else, even if the implementation of this idea will bring them great benefits! The fact is that no one likes to feel that he is - just a pawn in someone else's game that he was being manipulated. Therefore, the wise leader always gives his followers the opportunity to contribute their ideas and to be active participants, not just performers.
Most often the key to my respect to future changes is the author of the idea: if the initiator of change - I myself, I wholeheartedly for them, if the initiator is someone else, and I put before the fact - I'm starting to fight back.
Disrupted the usual course of events
Habits are allowed to operate automatically, the focus is not on what we do, so we each have so many habits. It is not innate instincts and acquired reactions. First, we form our habits, and then later habits shape us. Future changes are a threat to their traditional way of life, forcing us to think, re-evaluate, unlearn and relearn.
In my youth, I decided to learn how to play golf. Unfortunately, I was alone, without a coach. A few years after the start of independent practice I was able to play with an experienced player. After the game my partner politely pointed out a number of mistakes and offered his help.
- But remember, you have to change something in the manner of the game - he said.
- What changed? - I asked.
- That's it! - The reply.
For a whole year I spent on it to unlearn to play properly, and I'll say a little in my life was just as difficult. Many times I was drawn back to the old methods, to get a little rest. I was very upset that I spend so much energy, and I play so bad.
Future changes cause fear of the unknown
How terrible is going unbeaten trails, swim in the seas that are not on the map. Many feel more comfortable with old problems than with new solutions. One church community urgently needed a new church because the old building was just about ready to fall apart. But as time passed, and the parishioners so nothing taken. One day during the service from the ceiling right on the head chairman of the church council dropped a piece of plaster. Immediately convened the community council, which adopted the following decisions:
First. We will build a new church.
The second. We will build a new church on the same site where stands the old.
The third. The old church building analyze and use the materials to build a new one.
Fourth. Until there is a new church, we pray to the old one.
It so happens that people are willing to change only as long as it does not require them any costs or inconvenience to victims.
The goal of innovation is uncertain
Subordinates resist future changes, if they hear about them, their third-mouth. The later people will learn about the decision than on a specific area of innovation on who makes the decision, the stronger the resistance. Therefore, solutions have to take the people who are closest to the direct executors. Since these people are better informed about the features of the work, they are able to make the best decision and immediately report it to their subordinates. Information from the horse's mouth, obtained from a person are familiar with the problem, perceived better.
The changes give rise to the fear of failure
In the words of Elbert Hubbard, the biggest mistake that only a human can do cook - it is the fear of making a mistake. When the success of "hits to the head" - it is a tragedy, but it is much worse when the "hits to the head," a failure. In such cases, I begin to agree with baseball player Larry Anderson: "If you can not achieve success from the very beginning, that failure may be familiar to you." How often do people, believing themselves doomed to failure, stubbornly cling to the old, where they feel comfortable and familiar.
Benefit from the changes do not justify the effort
People do not go to the changes as long as they are convinced that the future benefits outweigh the disadvantages inherent in the process of change. Often, leaders forget that followers always turn weighed the possible pros and cons of innovation for themselves, not for the organization.
People are too happy with the existing order
Very often people and organizations would rather die than change.
In the 40-ies of XX century Swiss watches that were regarded as the highest quality and prestige, took 80 percent of the market hours. In the late 50's were created electronic watch. The author suggested that the development of their offspring leaders of the Swiss watch companies, but those new to see, do not take it seriously, because they have already worked best masters that manufactured the world's finest watches. And then the creator of electronic watches sold his development company «Seiko».
In 40 years in the Swiss watch factories worked eighty thousand people. Now - eighteen thousand. In the 40 years up to 80 percent of all manufactured stood watch in the world of "Made in Switzerland". Today, 80 percent of all manufactured in the world of watches - electronic. That's what happens when people prefer to die rather than change.