- •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
1. The smaller the organization, the greater the role played by personnel
The leaders of small organizations often make the mistake of thinking that a small organization can get by with mediocre employees. In fact, the opposite is true. The company, which employs one hundred people, one mediocre employee means a loss of 1 percent. If the organization only two employees, a loss of 50 per cent.But in the second case, there is an undeniable advantage: a brilliant worker is much easier to find than a hundred.
2. You should know what kind of person you want (personal requirements to the employee)
The following is a "golden twenty" personal requirements, which I use in the selection of employees.
1. positive attitude - the ability to look at people and situations in a positive way.
2. * High energy - the ability to work intensively for a long time without getting tired.
3. Emotional warmth - a feature of the character that attracts people.
4. integrity of the individual - the indissolubility of words and deeds, the basis for trust.
5. Responsibility - "the work entrusted - the work is done" without any excuses.
6. Good attitude to yourself - positive feelings towards themselves, others and the world around them.
7. * Trainability - the ability to learn as the increased responsibilities and increased work.
8. Leadership ability - the ability to influence others.
9. ability to be a follower - a willingness to obey, to work in a team and to follow the leader.
10. * Lack of personal problems - family, personal and business zhiznv order.
11. Ability to work with people - the ability to attract people and promote their professional and personal growth.
12. sense of humor - the ability to enjoy life, not taking yourself too seriously.
13. * Adaptability - the ability to quickly restore mental and physical strength when problems occur.
14. * Track record - the experience of a successful problem-solving, preferably in at least two situations.
15. huge desire - the irrepressible desire for personal and professional growth.
16. Self-discipline - a willingness "to control myself."
17. Creativity - the ability to find creative solutions.
18. Flexibility - no fear of change, a willingness to change with the growth of the organization.
19. ability to see the "big picture" - the ability to see things beyond the boundaries of personal interest.
20. * Intuitive - the ability to assess the situation and feel without having the specific tangible data.
* Asterisk indicates the quality that will likely not be learned. Others can be purchased if there is a suitable mentor, the environment and a willingness on the part of the student. Most of these qualities can be assessed using tests and during interviews.
3. You should know the requirements of a job
Each job requires people who perform it, certain skills and character traits. Here are ten questions, the answers to which will help to find a suitable leader of the employee. So, for this work is required:
1. Be "at the forefront" or "in the background"?
2. Wide or narrow specialist?
3. Specialist supplier or service?
4. Contact with people or working with documents?
5. The leader or "a member of a support group?"
6. Veteran or a rookie?
7. A person who thinks creatively and thinking abstractly?
8. Permanent control or little control from the outside?
9. A team member or an individualist? 10. Short-term or long-term mandatory obligation?
The better you know the features of and requirements for a potential employee, the better your chances of finding a worthy candidate. Kurt Eynstren said: "Hire a job is not the one who should have meant a loss of business for an amount equal to at least two times annual earnings. But in many cases, the error in the selection of staff is much more expensive, and not just in monetary terms but also in undermining the reputation, loss of contact and a loss of confidence. "
At seminars on leadership, I am often asked, "how do you know who to hire? '. In response, I always replied with a laugh: "You can never know for sure." My experience has confirmed that it is so. However, the selection of employees I try to follow certain rules:
■ Before you start looking for an employee, you should firmly establish what kind of person is needed for this work.
■ Do not spare time to look.
■ Gather as much information about the candidate.
■ Carry out a few interviews with the candidate.
■ Invite to one of the interviews of his closest colleagues and ask for their opinion.
■ Talk to a spouse of the candidate.
■ Check the track record of the candidate.
■ If possible, suggest a trial period to ensure the suitability of the candidate for the job.
■ Ask "inconvenient" questions such as, "Why did you leave your previous job ',' How can you be useful for the organization," "Are You Ready to difficulties."
■ Trust your instincts.
We should not forget that "it was smooth on paper ...". If you feel that the candidate is not as good as it sounds, do not rush. Ask a close colleague that the next interview, and then compare the experience of the candidate. I make myself a candidate for the job only if both the objective characteristics, and my feelings and intuition are talking about one and the same.