A guide for the little ones, or how Vasily Bublikov became the boss

    What is leadership really about, or what should it be?
    Unfortunately, in our realities a good leader is a rarity. Perhaps some thoughts will help some “freshly baked” leaders not to step on the old rusty rake. Those who are not connected with the leadership will help to understand what the work of the leader consists of. And, wise by guiding experience, I hope they will express themselves in the comments and share their experiences.

    This article will not discuss the organization of processes. Here, only the topic of working relationships will be affected.

    I think that many will agree with the following answers, and some will add their own to the question: what should a good leader be able to do?
    • Set a clear and clear goal for the employee to achieve the result.
    • Provide autonomy in decision making.
    • Since we provide freedom in choosing a solution, we must shift the responsibility for this.
    • Trust your employees
    • Do not forget to control them

    "Alpha male"

    Vasily Bublik lived and lived, did not touch anyone, worked for three, ate for four. He was often put as an example to the rest, his passport photo hung on the honor board. Then they decide to put him on the head like snow ...
    When they put the "best employee of the week / month / year" into a managerial position (and this happens often), in most cases they make two mistakes. First, they lose a valuable and productive specialist (a kind of “producer bull”). And secondly, they gain a bad leader.
    There are times when a person immediately understands that he needs to be retrained as a manager, and this requires a lot of changes, the development of relevant competencies. But more often the situation proceeds according to other scenarios. Consider a simple example:
    Василия Бубликова как самого результативного сотрудника повысили до начальника отдела в котором он работал. План по выполнению работ остался прежним. Учитывая что большую часть плана выполнял Василий...
    1. He can still carry out his past duties in order to maintain the high productivity of his department. In this case, time will be allocated to its employees on a residual basis. Performing most of their work, and almost without controlling their activities, he will soon lose touch with the “pulse” of his department. Obviously, employees will feel extremely comfortable from this. Indeed, you must admit, rarely will anyone come up and say, “give me work!”
    2. Or else a bright option. Vasily, as a mega-guru, begins to “measure by himself” (which is extremely unacceptable), as a result he turns into a tyrant, in the world outlook of which all are mediocrity and loafers. Subordinates are in a state of constant pressure from such an "alpha male."

    Of course, other less vivid options are possible, but the trend is that a good employee is not always a good leader.


    If we recall Vasily Bublikov, and look at the situation through his eyes, then what we will see:
    1. Responsibility increased
    2. Work has been increased: now we still need to correspond with various people on administrative issues, plan work, delve into the Labor Code of the Russian Federation (vacations, sick leave, budget, etc. ...)
    3. The level of work must be maintained, no one canceled the planning
    4. ...

    It is obvious that alone our acquaintance Vasily Bublikov will not cope with this volume of tasks. Here delegation comes to the rescue . At first glance, the delegation process seems simple, but such an opinion would be extremely erroneous. Cases of refusal of the delegation process are not uncommon, the reasons can be different, both from the position of management and from the position of employees. But usually the causes of failure or resistance are errors in the delegation process. Let's look at the rules of a delegated order:
    To simplify the understanding of the process, let us return to Bagublik. Let's say our manager Bublikov needs to delegate something to his employee Ivanov. In order for Ivanov to not internally resist this assignment and not have any negative feelings, Bublikov needs to build the conversation in such a way as to answer in the necessary sequence some questions that Ivanov has not yet asked.
    • What needs to be done (content)
    • Who should fulfill the order (employee)
    • Why exactly this employee should fulfill (goal)
    • How should he do it (Details, sometimes this item can be omitted)
    • What means do you need to accomplish (means)
    • When to be done (due)


    What should be done in general?
    What parts of the general task should be performed separately?
    What result do we expect to get?
    What errors and deviations from the result should be taken into account?
    What difficulties are possible?


    Who is most suitable for this task?
    Is such an employee available?
    Is anyone else needed to complete?


    What is the purpose of the task? (motivation, goal setting)
    Consequences of partial fulfillment or complete non-fulfillment?


    How should the execution process go?
    What techniques should be used?
    What directions (ARD) must be observed?
    Who should be informed?
    And the like ...

    By what means?

    What tools / technologies should be used?
    What kind of documentary support is required?


    Start / finish time, term?
    What are the critical milestones in the implementation, in terms of which it is necessary to comply
    When should I monitor performance?

    Based on these questions, the delegation algorithm will be something like this:
    1. Introductory part. Context description
    2. Explanation of the essence of the task (what?)
    3. Justify the choice of artist (who and why?)
    4. Define an implementation plan (how?)
    5. Identify and provide authority and resources for execution (by what means?)
    6. Mark control points (when?)
    7. Make sure that the subordinate is ready to complete the task (feedback)

    Note: Some items may be deleted or simply deleted from the algorithm, depending on the type of person to whom you entrust something. In a series of articles about Herrmann Dominantz Instrument, I examined some aspects for delegation, adapted to the classification of personality types described by HDI. I do not strive to give a universal algorithm for delegation; I set myself the goal of giving the most complete set of knowledge, which will be a useful tool in interested hands.

    Understanding and management skills come with experience and years, or do not come at all. If Bagels and the Reader do not want to fall into the second category, then in order to avoid the most common mistakes during delegation, one must remember and always observe the following rules:
    1. Do not delegate in a hurry
    2. Try to comply with all six points of the algorithm.
    3. Always ask for feedback so that Bagels and Ivanov make sure that Ivanov correctly understands the task
    4. Always support Ivanov, or offer support
    5. Do not forget about the timing and periodic monitoring. Without discussing the timelines, you run the risk of getting a result for a “bright future”
    6. When transferring tasks and responsibility for it, do not forget to transfer the authority to carry it out

    Pareto rule, or not everything can be delegated

    It would seem that such a delegation, and how to delegate, we have figured out. But I consider it necessary to describe the actions that should or should not be delegated. And the Pareto rule (aka 80/20) here, despite the fact that there are 80% - which a good leader should delegate, and there are 20% of tasks - that cannot be delegated.

    Not subject to delegation

    • Strategy and policy development
    • Remuneration and incentive issues
    • Hiring and Dismissal Issues
    • Goal setting
    • Monitoring Results
    • Employee motivation
    • Critical Tasks (High Risk)
    • Confidential Tasks

    Must be delegated

    • Specific tasks
    • Preparatory work
    • Routine tasks
    • Minor issues
    • Employee Development Tasks
    • Other ...


    I decided to write about the importance of such an underestimated trifle as praise after reading one translation of the article here on Habré. I was very pleased with the position of the manager in this article, but this is in the Foreign countries. At our place, many managers believe that it is impossible to praise their employees, this either relaxes them or shows the softness of the leader. Or they praise their subordinates so that it would be better not to do this, and the subordinate, listening to such praise, is glad to fail / evaporate. Proper praise desired in a man the right time, the rightin words - this is one of the most effective and cheap motivating factors. People are different, for some, your praise is not needed for nothing, someone just needs it (without it, the employee feels underestimated). The task of the head to "keep abreast" of the team / department, to keep abreast of internal processes and conflicts, if any. and, “get paid for the fact that others score goals” (c) Casey Stengel
    It was lyrics, let's formalize a little and give a definition. We have already found out that praise can be used as a motivating factor. Over time, bagels will figure out who should be and who should not be praised. But what should be included in the praise? According to the author, praise should be:
    • Sincerely
    • Timely ("road spoon to dinner")
    • Concise
    • Emotional
    • person-centered
    • No exaggeration
    • Contain specific facts (for which praise)

    We must put an end to this, since the author is not alien to everything human and including praise.

    All names and situations described in the text are the fruit of the author’s wild imagination, all coincidences are accidental, none of the animals were injured when writing the article.

    Also popular now: