Management tools: intelligence-card “Formula for working with people”

    At one of my first trainings, one of the managers present asked a question:

    - Alexander, but such a situation. I return from vacation and discover that while I was away, my boss fired my key employee. Here you, as an expert, do you think this is normal or not?


    When I am called an expert, I need to understand the effect. I feel very pleased, I take off the earth, the brain turns off and then the verbal flow begins. (If you want to make an experiment, go to the speaker at any conference after the report and say something like: “Thank you, I really liked your report. Here you are, as an expert, what do you think ...” Then you can ask anything, but the person will not with you anymore. We therefore ask that you never contact us as experts.)

    In general, I suffered ...



    “Of course not right.” This is micro-management, and in general ...


    Then I began to use words like “not ethical” and other capacious, as it seemed to me, definitions. In general, he did not restrain himself. He was emotional and convincing, as it seemed to me.

    As it turned out later in the evening, the boss was sitting at the same training. This was the CEO of the company that invited me. Well, he’s a calm man, he didn’t immediately kick me out. And we even still sometimes communicate with him. But the situation turned out to be unpleasant.

    And the main trouble was that I spoke categorically, not knowing either the context of the situation, the history, or the reasons that led to this behavior of the boss. And the reason “he is an idiot” is not the only one that may be, right?

    When you have been working in a good company for a long time and have read several books on management, you have a very complete picture of the world formed: everything should be like this (well, or as Demarco, Spolsky or someone else said). And life is richer.

    In short, over the years I had to become very careful. And now, before you answer the question, you have to ask 10 clarifying questions.

    In the end, we all wrapped it in an intelligence map. And they painted there not only the mechanisms for resolving situations with people and changing patterns of their behavior, but also:
    • Daily work with people that needs to be done
    • Regular work with management and the customer, which should be done
    • Mechanisms manager inputs to the team (or entering a new person into the team)
    • ...


    Because the absence of all this often leads to those problems with people who perplex experts.

    We called the Intellect card “Formula for working with people” - it seems to be about people, but within a certain system:


    We don’t upload it in pdf, because the card turned out to be huge, it was not possible to deploy it beautifully and fit even A2 into the format.

    We prepared a video for the intellect card itself with an analysis of what we put into it. The video was not too short (1 hour 16 minutes), but a) ahead of the weekend :) b) after all, with explanations it is better than without them.



    We hope you find this helpful. And if you consider yourself to be experts :) and / or there is simply something to supplement - send your thoughts in the form of an intelligence card. We will complement the picture of working with people.

    Good luck!

    Alexander Orlov
    Stratoplan.ru

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