- •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
Identify a problem
Very often (I'd say too often) trying to solve a problem, we do not attack the cause and the symptoms. Ordered subordinates to a mandatory stay at work until the last minute of the working day - a "decision-poultice," a palliative, not giving an answer to the question: "Why do people tend to leave work earlier than the time? '. Your duty - to look deeper and determine the cause of the "disease" that causes visible symptoms.
If you do not succeed, then you will find yourself in the position of a cadet from a joke. Before the first parachute jump of a young cadet was instructed as follows:
1. Jump on the team.
2. Count to ten and pull the ring.
3. In very rare cases, the parachute can not reveal. In this case, the pull-ring reserve parachute.
4. In the landing area is a truck that will take you to the base.
When the plane went up to the desired height, the students began to jump one by one. Now the turn of our hero. Upon hearing the command, he jumped counted to ten and pulled the ring, but the parachute did not open. Following the instructions, the cadet ring pulled the reserve parachute, but he would not open. "And surely on my landing spot will have no truck" - thought cadet.
Set priorities
Richard scrapped advice: "Do not try to grasp all the problems at once. Solve them one by one. No matter how many problems you had - three, thirty, three, place them "on the shelves" and does not solve more than one problem at a time. " Do not approach the problem with the thought, "I hope that there will be ...". You do not need assumptions, and concrete facts. You need to know the whole truth, though, it is possible you will not like it. In this case, your goal - to make a difference. But, I repeat, do not be fooled.
Identify the problem
In fact, you will find the answer to the question: "What's the problem? '. According to Bob Beale, one should never forget that, "solve the problem" and "make a decision" - two different things. The solution - it is a choice of two or more options: "I go to New York or Chicago? . " The problem - this is a situation associated with the violation of your expectations or intentions: "I wanted to go to New York, and had in Chicago," or "expects to receive fifty thousand dollars in profits as a result - fifty thousand loss" *.
Defining the problem - it's a four step process.
1. Ask the right questions
If you have only the most general assumptions, do not try to look for answers to common questions such as "What happened here?" And do not make guesses. Ask questions that are relevant to the process. In this case, your train of thought will send two words: "Trends" and "time." If the prob-
* Biehl, Increasing Your Leadership Confidence.
Vat specific issues related to these two concepts, it is usually possible to find the path to the root of any problem.
2. With a responsible approach to the selection of the interlocutor to discuss the problem
Be careful with the authorities who live by the principle of "I know better." This position is indicative of a certain inertia of thinking and unwillingness to innovation. At conferences and seminars, I often illustrate this principle with the well-known problem.
Before you - nine points. Pair them with four straight lines without lifting the pencil from the paper.
If you have not met with this problem, try to solve it right now. You can limit yourself to a selection of possible solutions if you make a number of specific assumptions. For example, you assume that the lines do not have to go outside the square formed by nine points? Go beyond this assumption, and the decision will be.
This - the most well-known solution to this problem. Less well known are other solutions that go beyond other assumptions. Here are some of them, proposed by astronomer Tom Vudzhisom.
Assumption: The line must pass through the center points.
Non-standard solution: if you draw a fat points and spend them through the fine lines, it is possible to solve the problem using three lines.
Assumption: The line should be thin. Non-standard solution: connect all the dots of a very wide line.
Assumption: you can not bend and fold a piece of paper with nine points.
Non-standard solution: double-fold the sheet to all the points were close, and connect them with a wide line.
Assumption: The paper should be flat.
Unconventional solution: roll sheet into a tube. Now you can connect the dots of one spiral line.
Assumption: you can not tear the paper.
Non-standard solution: tear sheet into nine pieces so that each had a point, and pinned all the pieces on the point of the pencil at the points marked by dots.
Because of these non-standard decisions classical problem has become even better illustration of the following principle: extending beyond the limiting assumptions, we can find more ways to solve more problems *.