How to structure a conversation with a manager. Communication with a “difficult” leader (Methods of confronting tyrant bosses)

In his book, Bruce Tulgan touches on the key problem of modern managers - the epidemic of “undermanagement” - and offers specific steps that will help you become a strong manager who: clearly voices his expectations to employees, regularly receives and analyzes feedback, corrects the mistakes of subordinates in a timely manner and even faster rewards them for their success.

Do you spend a lot of time talking with employees? You discuss hundreds of topics: “How was your weekend? Was your son's birthday a success? Have you seen this TV show? You may want to talk to employees about their personal business to build stronger connections with them. However, this approach interferes with managerial relationships. When the discussion turns to work-related issues, you may not always be able to take full advantage of your power. If you have a complex assignment, you sometimes have to put pressure on the employee. And in such a situation, you suddenly change your tone and begin to talk seriously, hastily, and sometimes too emotionally with him about work. And at this moment the employee may well say something like: “Hey, I thought we were friends?!” And you can forget about the previous mutual understanding.

I call it Dr. Jekyll and Mr. Hyde. If you build relationships with employees by communicating with them about personal matters, like close friends, then in situations where the conversation turns serious, and this always happens, sooner or later, you must take on a completely different role. You go from Mr. Bosom Friend to Mr. Boss Jerk and stay in that role until the problem goes away and you get a chance to return to being Mr. Friend again. Only now Mr. Friend is already starting to seem like a fake, and Mr. Boss will have to fight for his rights.

Talk about work

If you want to be Mr. Friend to your employees, you can have a beer with them in the evening. However At work you have to be the boss. Your role is to maintain overall focus and help everyone perform at their best every day. The good news is that The best way Building rapport with your employees means actually talking to them about work. This is what you have in common. In fact, work is the reason why you are in any relationship at all. When you build rapport by talking about joint activities, you reduce the likelihood of conflict and at the same time create relationships that will survive conflict should it arise. So talk about the work that has already been done and the work that remains to be done. Talk about avoiding mistakes, finding workarounds and making sure all resources are available in sufficient quantities, talk about goals, deadlines, norms and specifications, talk about work. And everything will be much better.

How do the most effective managers-mentors?

Many managers tell me: “I’m not a natural leader. I...” (You can fill in the missing ones yourself, for example, accountant, engineer, doctor, and so on). They state: “I don’t really like the management process. It involves too many difficult conversations.” In fact, these managers make it clear that they don't know how to effectively talk to employees about work.

Only a few have a special type of charisma, an infectious passion and enthusiasm that inspires and motivates people. What about everyone else? You may not be able to develop charisma, but you can very well learn to talk about work directly and effectively. You can learn to say the right words to your employees at the right time and in the right way.

The most effective managers use a specific method of communication. They adopt special postures, demeanor and tone. They can be both authoritative and responsive, demanding and supportive, disciplined and patient. This is not Mr. Friend's or Mr. Boss's style, but rather something in between. This particular way of communicating is a lot like performance coaching.

“I’ve never been a particularly good mentor,” managers sometimes tell me, “so I don’t know what it’s like.” Well, I can describe the mentor speaking in a smooth and insistent voice. He is methodical and involved. He is full of enthusiasm and assertiveness. His behavior is constantly aimed at stimulating concentration and responsibility.

Try to think of the best boss, teacher, counselor, or spiritual guide you have ever encountered in your life. Try to hear the sound and tone of his voice, and think of examples of his honesty and openness. Reflect on the impact he had on you.

When I think of mentoring, I immediately think of Frank Gorman, the greatest teacher I have known and learned from. All those years that we knew each other, Frank was focused on one thing - karate. He was fortunate to have the special charisma, passion and enthusiasm that characterize strong leaders. He is a true master at helping people gain the right degree of concentration and work hard to achieve a single goal for many hours, without even thinking about rest. How does he do this?

“The only thing that matters is your thumbs,” Frank would repeat week after week, “clench them, press them hard into your palms, so hard that the tendons of your forearms rise.” I was covered in sweat, tense with physical exhaustion, trying to look straight ahead with my jaw dropped, shoulders back, elbows tucked, back straight, legs firmly pressed into the floor, and Frank Gorman alternately screamed and whispered in my ear, “Thumbs, squeeze thumbs, that’s the only thing that matters right now.”

Another day, the only thing that mattered became something else: my eyes, my jaw, my shoulders, and so on. Finally, a few years ago, I asked, “How can my thumbs be the only thing that matters in karate? How can you learn anything when the only thing that matters is constantly changing. Every time it’s something new!” Frank smiled and replied, “No one can learn karate in a day or a year. All we have is today. What can I teach you right now? What can you concentrate on at this very moment? What can you improve in this moment? The only thing that matters is that we do here and now.”

The main thing I learned from Frank is that the relentless power of your insistent voice simply leaves the person you mentored with no choice but to focus on what they are doing right now. For those who become mentees in such a situation, the demands can be very serious, but the return on effort will be enormous. When you set people up for success in this way, the only option for them is to immerse themselves in their work, because you, unlike most people in their lives, require them to be the best. You remind them to focus on every detail. As you help them improve one skill after another, by focusing on developing the skill, they learn to concentrate. They become black belts in everything they do. And perhaps many years after they stop working for you, they will still continue to hear your voice: “The only thing that matters is what we do right now.”

Obviously, some people have O greater talent for mentoring than others. However, any person can adopt the style of communication characteristic of a mentor, coach, teacher. Should you imitate someone from your own past? Yes Just try it. This is a great starting point and you will eventually develop your own style.

You shouldn't run around the office shouting "hurray."

Sometimes managers worry that if they talk to subordinates as mentors, they will seem insincere and their words will sound unnatural. As one senior executive at a software company put it, “I won't run around the office shouting 'Hurray.' I'm not a mentor."

However, mentoring has little to do with such cries. And so good news: Truly effective mentoring simply cannot be unnatural. This is always a sincere process. And sometimes he turns out to be so sincere that you don’t even realize that you are mentoring.

This is roughly what I answered to this manager. I then asked him to recall the best examples of his own management communication throughout his career. As he began to describe his successes in management, a smile appeared on his face. And guess what? His stories were great examples of a mentor at work. He said:

“I thought of each person as an individual. Who is he, what does he think? I tried to concentrate on the work and its results, and not on the person. I chose my words very carefully. I wanted to understand as accurately as possible what I already knew and what I didn’t. I asked questions, but I also pushed the person toward specific next steps. We were right in the middle of the project, so I took extra time to share what went right and what went wrong. We then developed a detailed plan for the next steps, and I continued to monitor them until they were all completed.”

Here's how exactly the boss should talk:

tune in to the person for whom you have become a mentor;
focus on specific examples of his work;
describe the employee’s work and results in a sincere and clear manner;
formulate the next specific steps

Don't wait for problems to arise before mentoring.

Quite quickly at the very beginning of our work with managers, we realized that some bosses can be considered real masters of mentoring, but many are not particularly successful at it. However, we have learned that when it comes to managing people, it is talking in a coaching manner that can lead to real action.

The trouble is that most managers only start mentoring when they are faced with ongoing challenges such as missed deadlines and poor quality work, or poor behavior such as being unkind to clients or colleagues. Only when managers realize that the problem is not going away do they decide to invite the employee into their office and start teaching: “I see that your performance is not going well, and we need to work on fixing it for a while.”

By this point, the participants in the dialogue may already have unpleasant feelings. The manager starts asking the employee: “What’s the problem?!”, and the employee, listening to him, thinks: “Why didn’t he talk to me about this earlier?” Often the manager’s next step is limited to saying: “Don’t do that again.” And this works, but only until the problem arises again; do not forget that if the difficulties are constant, it is probably caused by the fact that the employee either does not know what needs to be done to correct the situation, or is under power one or more bad habits causing the problem to return, and when the problem returns, it is too late to mentor. It’s best to do this in advance so that you have time to set your employee up for success. For example, if you have a subordinate who chronically misses deadlines, don't wait for the next time it happens. Start mentoring as soon as you set your first deadline. Help the employee set milestones, and then, every step of the way, help him create a plan to meet them. Communicate with your employee more often. Discuss in advance what and how will happen when the work is completed. If you do this, then in 99% of cases this person will submit his work on time.

Stop mentoring when problems have already appeared; do it when the employees are doing great or at least just fine. Be a mentor at every stage of your team's work and help them develop good habits to prevent them from developing bad ones.

Achieve extraordinary results from ordinary people

Over the years, I have been fortunate to work with many officers in the United States Armed Forces. One of the most amazing things about the military is its ability to transform large numbers of young and relatively inexperienced people into incredibly effective leaders. Take the Marine Corps, for example. The force has an officer-to-enlisted ratio of one to nine, and the Marines are forced to rely heavily on temporary leaders from within their own ranks. At any moment, one of the eight must be ready to take responsibility and lead a fire team of three comrades. The Army successfully turns ordinary nineteen-year-old boys into effective leaders. How does this work?

Recruits are trained very harshly and aggressively. Every day from morning to evening for thirteen weeks in boot camp, recruits are told exactly what to do and how to do it, and their every move is monitored, evaluated and documented. Challenges are not ignored, and any reward, no matter how small, must be earned through hard work, but even after the first period of training is completed, this aggressive, thorough and thoughtful mentoring of Marines continues daily. When it comes to developing new leaders, the corps Marine Corps, as always, acts with incredible methodicality. Marines master mentoring techniques. They learn to tune in to each soldier's wavelength, constantly discuss his activities with him and instruct him step-by-step so that tasks are performed better.

The new leader takes full responsibility for the team. He knows exactly who, where, why, when and how he is doing this or that business. He makes his expectations very clear. He tracks, measures and documents the results of his subordinates. He solves problems as they arise and the team leader takes care of his foot soldiers. As a result, an ordinary nineteen-year-old boy often finds himself the best manager than many managers with decades of professional experience.

“We have to get extraordinary results from ordinary people,” a Marine officer told me. “And the only way to do this is to squeeze these results out of every person every day through tireless and active leadership work at every level of the hierarchy.”

Marines call this tireless and proactive leadership. I call it mentoring - learn to talk like a boss-mentor and squeeze extraordinary results out of every ordinary employee.

The leader's behavior influences the relationship between the boss and the subordinate. In some teams, specialists idolize their leaders, while in others they feel fear when entering the office for the next meeting. Some departments work like good clockwork, even when the manager is absent from the workplace. While employees of other departments drink coffee and discuss personal news. Let's figure out which management skills of heads of departments and services influence the organization of effective work teams, and which ones actively ruin them.

Rules for communication between a manager and subordinates

Communication with subordinates is an art that needs to be learned. By managing an organization's most valuable resource—its employees—you can either achieve outstanding results or fail to perform simple work tasks well.

The most effective managers are able to communicate with their subordinates in such a way that employees are enthusiastic and interested in their work and value the achievements of the entire team.

The basic rules of communication for such leaders are based on several basic principles:

Self-respect and respect of subordinates.
Targeted impact on employees.
Assessment of achievements.
Providing feedback.
Regular monitoring of task completion.

Both managers and subordinates, when gaining work experience, acquire a lot of stereotypes along with it:

bosses believe that their employees are not much different from everyone else;
Employees often expect criticism rather than praise.

It’s bad that a manager can afford to tell a subordinate that he has not lived up to his trust and is not much different from others. Such phrases greatly reduce employee motivation.

It is important to study carefully results achieved, and use constructive criticism aimed exclusively at work or tasks performed incorrectly, and not at your attitude towards errors in general.

It should be remembered that any unfounded generalization leads to a deterioration in mutual understanding between the boss and the subordinate.

Let's get into the situation

One of the mistakes managers make is considering the work situation as a typical one, which was once already in their experience. From here it appears a large number of stereotypical decisions, instructions and orders that are distributed to subordinates.

As a result, there is not a single leader who would not say at least once in his career: “How did I miss... Why didn’t you tell me...”. This happens because the situation is assessed inattentively, without taking into account the nuances and influence of new conditions.

Therefore, in order to form effective ones, it is important study the situation before taking action or motivating employees to take action.

We weigh decisions

Solving a problem quickly is often considered a necessary skill. But in fact, high speed does not always guarantee the most positive effect. This is especially true for decisions related to punishing subordinates for failure to complete or poor performance of assigned tasks.

If emotions run high, then there is a high probability that the chosen punishment will be unnecessarily harsh.

Therefore, before making a decision, you need to calm down and check for yourself whether what is supposed to be a punishment is adequate for the offense.

We give feedback

Feedback and the ability to provide it is one of the most important skills of any leader. The responsible employee is interested in receiving an assessment of his actions - both right and wrong. Understand how satisfied the company is with his work.

Feedback allows

analyze the results of work together with a subordinate;
understand the reasons for failures;
praise for high performance;
create motivation for change and development;
correct the employee's actions.

Basic principles of feedback transmission

Timeliness. The assessment should be provided soon after the event or task is completed, not a week or month later.
Specificity. It is necessary to discuss specific actions, and not the entire work experience of the specialist.
Feedback is a dialogue between a subordinate and a manager, and not a monologue from a boss. It is necessary to ask the subordinate’s opinion about what happened, his vision of the situation, and the solutions that he himself could propose to correct it.
Prohibition on discussing the personality of a subordinate. Only a specific action or fact can be discussed, but not the person himself and his professionalism as a whole.
Focus on obtaining a specific result, and not on the process of discussing the situation itself.
With the doors closed. Communication must be strictly individual, without the presence of third parties. If criticism is made during the delivery of feedback, the presence of strangers will sharply reduce the subordinate's motivation to change behavior.

Clear position of the leader

The manager’s inability to adhere to his point of view and constant changes in attitude towards work situations worsen relationships with subordinates.

Employees consider such a boss to be inconsistent, unsure of himself and his decisions.

If, for some reason, the manager has not yet formed an opinion, then it is better to first understand the situation, and only then voice his point of view to employees.

Team management is not only about setting tasks and monitoring their implementation. Not all employees have sufficient experience to complete the task efficiently. Taking this into account, you need to be ready to help the employee with advice and give additional time. In some cases, temporarily assign a more experienced employee.

We set specific goals

A clear statement of the goal is the key to obtaining a quality result. Aimless work gives rise to the feeling of useless work without end and beginning, going to work for the sake of the process, not the result.

To increase employee motivation, it is important that goals helped the professional development of specialists. Showed how employees work allows the company to solve ambitious problems.

If completing a task involves achieving several goals, you need to prioritize, showing which ones are the most important.

Assessing the consequences

When making any management decision, the manager is obliged to assess how it will affect not only the overall production process, but also the further interaction of subordinates with each other. This is especially true for rewarding and punishing employees, resolving situations and internal contradictions in the team.

It is also important to assess the influence of the leader’s behavior and his management style on general climate in the department: Does the boss add enthusiasm and motivation to work, or discourages the desire to complete tasks?.

We control the results

Lack of control over task completion breeds irresponsibility. Each employee must know that the task assigned to him will be checked. Any result, even the most ineffective, can be regarded as satisfactory if there is no control.

But even if the deadlines for completing a task are determined, and in the end there is no control on the part of the boss, then employees get used to the fact that their work is not checked. The department will show poor performance in the future.

We evaluate ourselves soberly

At some point in time individual managers an illusion of permissiveness appears, since only the result is important, and the people performing the tasks are a variable quantity.

There is only one cure in this situation - healthy self-criticism. And subordinates will quickly signal to such a leader that he is going beyond what is permitted: more complaints from employees arise against the boss, refusals to obey orders appear, specialists openly declare that they deserve respect, and not constant prodding and criticism addressed to them.

Effective managers always define their development horizons and strive to learn new technologies for personnel management and production processes.

By following the basic principles of business communication, the manager will be able to achieve high results in the work of the department, and employees will be happy to come to work and complete assigned tasks.

How to communicate with superiors - this question concerns every subordinate, and any employee must know the basic rules of communication, avoid common mistakes, so that the conversation with management is constructive.

How to communicate with your boss correctly

Bosses can be different - from completely democratic and adequate to real tyrants. But they all have one thing in common: they are managers, and you are subordinates, and therefore must be able to find a common language with your boss.

First of all, we remember that the leader has much greater responsibility than his team. He must make decisions, sometimes act tough, and the problems of his level are often more serious than ours.

Hence the habit of commanding, the authoritative tone, the heavy gaze. So what should you do: tremble and fall on your face? Not at all.

How to deal with your boss

Before visiting the boss’s office, you need to get ready, because in under stress we are not capable of adequate communication. Sit quietly, breathe deeply, remember your strengths to improve self-esteem. And stay positive. If you broadcast your fear, you will be treated like a victim.

For whatever reason you go to communicate with your superiors, prepare carefully - this is a report, a request, even a “call to the carpet”: you must control and justify all your words.

Speak confidently, clearly, and don’t be speechless or mutter excuses under your breath—this irritates any leader. Make a plan for the conversation; on any point, you must be ready to briefly and clearly explain your position.

How to communicate with your boss constructively - don’t start burdening him with problems right away. When you enter the office, look around for a few seconds and feel the boss’s mood. If he is angry or depressed, your cheerful voice will be inappropriate. Speak calmly, subduedly and measuredly.

If your boss is optimistic and appears cheerful, dramatic notes in your subordinate's voice can ruin the upcoming conversation. Learn to be a little bit of a psychologist, because communication is an art, and mastering it gives you a lot of advantages.

Remind your manager what issue you came to talk about. He has a lot of problems and concerns even without you, he cannot remember everything, bring him up to date: we have problems with supplier N for such and such reasons.

“The boss is always right” - this slogan, of course, appeals to many managers. But a qualified and experienced employee must be able to defend his point of view.

However, this is done only face to face; it is unacceptable to point out to the boss his mistakes and mistakes in the presence of one of his subordinates, even if he is wrong three times.

If you disagree with the instructions of your superiors, try to convincingly prove this to the boss himself. But many begin to discuss what they consider to be unfair orders behind the management’s back, with colleagues who, of course, will sympathize. But then for some reason your dissatisfaction will reach the boss.

How to communicate with superiors - rules of subordination

The distance between superiors and subordinates must be maintained. Even if you have a small team and the boss is your friend, you shouldn’t demonstrate this. It is better to address him as “you”.

There are, of course, situations when the director is too democratic and prefers a friendly style of communication, but it is still worth remembering who holds what position.

Don't forget to follow important rule: all work-related issues that require resolution with the participation of other managers of the same level as yours should only be resolved in consultation with your boss. Otherwise you will disrespect your boss.

Many managers, in turn, have superiors of even higher rank. For your subordinates, you are, of course, a thunderstorm and authority. But when communicating with your boss, forget about it. Maybe at the same time you will understand your own employees better.

How to communicate with a tyrant boss

There are plenty of bosses you want to run away from - there are tyrants, manipulators, and even psychopaths. They understand the concept of “staff motivation” as one big stick (there is no talk of carrots).

There are only two ways out of a situation when you are tired of such bosses. If your salary is not worth enduring humiliation for, being in a state of constant stress and losing self-esteem, look for another job.

And if you are afraid of losing a significant source of income, there are prospects for career growth, or you simply cannot give up everything and leave today - stay and act.

You cannot change the leader - change your attitude to the situation. Try to imagine that everything that is happening is a kind of training for endurance, psychological stability and endurance.

When dealing with an unbalanced boss, do not be rude in response - this will only inflame the tyrant. It will be possible to talk to him more or less constructively only when he cools down.

There is no point in arguing at all. After the boss is slightly “let go”, say that you regret your mistake and will correct everything. But add - I don’t see the need to talk to me in this tone, it prevents me from concentrating on my work.

And there is also good advice- try to stay away from the tyrant at the moment of a surge of boss aggression. Unless, of course, you were called to the carpet in the midst of an angry outburst.

Then there are also such methods of maintaining balance and suppressing your desire to throw something at the screaming type.
Imagine that you are on stage and playing roles: the boss is in the form of a tyrant, and you are an undeserved victim.

Don’t take what’s happening seriously—you’ll play through the thrashing scene and the play will move on in a different direction.

You can build a wall between your boss and yourself in your imagination - from glass, bricks, concrete - whatever. But you are here, and he, excited, is there. And all his anger breaks against this blank wall.

Another interesting method is to imagine the tyrant at home: here he is in an apron and a chef’s hat, cooking something in the kitchen, or sitting comfortably in a chair in pajamas. Is it possible to be offended by something like that?

You can go even further in your imagination - in your thoughts you seat a too harmful and hateful boss on... a potty and let him curse at you from there. This picture just makes me laugh. And you are not at all offended by his angry speech.

The boss is pestering you - what to do?

Management is unscrupulous not only in work matters. Many people are familiar with sexual advances firsthand.

Do not provoke your manager with your frank appearance, follow the dress code and moderation in makeup.

Attempts at advances should be discouraged, not hushed up, otherwise you appear to be encouraging sexual harassment.
How to communicate with your boss - in a businesslike manner, do not accept any gifts, do not answer calls after work.

Express your dissatisfaction in private, and if the outrage continues, you can attract the attention of your colleagues.

Emphasize your stable relationship with your husband or loved one, call him in the presence of your boss.

You will have to communicate alone in your boss's office - take a voice recorder with you so that you have evidence of his advances.

Even when the case does not go to trial, evidence against an overly naughty boss will help him cool down his ardor.

There is another option to seek help from senior management. But harassment cannot be tolerated. Stand up for your rights, no matter how difficult it may be.

Work, in addition to financial income, should also bring moral satisfaction.

You choose how to communicate with your superiors - endure humiliation or look for different ways out of this situation.

There are situations when a person sincerely loves his job, but is completely tired of the constant reproaches of his boss. And it’s difficult to get along with him, especially if the boss is a tyrant. If you constantly find fault with every little thing, sooner or later it will drive any person away, and then he will definitely not want to go to work in the morning. And in order to prevent another meeting with the offender, the only desire is not to leave the house, huddled in the far corner.

And there are only two ways. The simplest one is to change jobs, the more difficult one is to approach the issue wisely and try to improve relations with senior management.

general information

According to approximately half of the workers in our country, their bosses are tyrants. At least, this is what sociological surveys say. And the question of how to deal with such a situation, whether it is necessary to maintain subordination, worries many. After all, very often people like their job and salary, and sometimes there is simply no choice, because there are no other similar positions and conditions in the region. Removing a boss from a position is the dream of many, but unfortunately, it is almost impossible to realize it. In this regard, it is necessary to look for methods on how to get along with such bosses and learn to tolerate their character.

Options

Many psychologists agree on one thing: there are several options for how to get along with such a person. The first is to develop patience. A person must humbly, without taking it to heart, listen to all the unfounded and often humiliating criticism in his direction. Despite the fact that this option seems very strange and can only be suitable for a very patient person, the majority of workers in our country behave this way. And maybe everything would be fine, because maintaining subordination is the right thing to do. But from a psychological point of view, such a development of events can significantly affect the employee’s health. Stress will accumulate, and psychological and physical health fall into decay.

In this regard, psychologists recommend not only to endure, but also to take care of your health. It is important to carry out psychological and emotional unloading. Don't relieve stress with alcohol. But if the employee does not have the strength to endure and obedience is clearly not his strong point, then it is better to find another way.

If the boss constantly yells, it means that he is not confident in himself and is afraid of appearing funny in the eyes of others. Therefore, it is worth considering that such people are very afraid of publicity of their incompetence. To understand and understand exactly what complexes and traumas provoke him to defend himself from the world means to find a weapon that will reliably work on this person. There is even a chance that he himself will resign from his position. But this method is very dangerous, because any mistake is slander, and it is punishable by law. But it’s best not to resort to drastic measures and decide how to communicate with your boss without offense or problems for both parties.

Selecting Actions

Naturally, if every second an employee is being nagged by his superiors about all sorts of little things, the most easy way- start looking for a new place of employment. This method is ideal for people whose character does not tend to fight for their rights, and for those who are accustomed to looking for easy solutions to problems.

According to probability theory, the tyrant boss will remain a thing of the past, and the new management will be much more favorable. But if this is not the case, then it makes sense to build a competent strategy of action. The first thing you need to understand is for what reason he shouts most often, and also determine which of his quibbles are valid and which are not. When conducting an analysis, you should not look at the issue one-sidedly; there is a possibility that the manager is justifiably indignant about the employee’s poor performance of his direct obligations.

Hysterical boss

To establish relationships with management, you first need to understand what type of personality his character belongs to. According to statistics, hysterics occur in 99% of situations in women. If they are in a state of constant tension, it is very likely that they will take their anger out on their subordinates, while maintaining friendliness with their superiors and strangers. If this is hysteria, then you should act like an armored train. Do not react. All responses must be controlled, without raising your voice or showing mutual emotions. If the nitpicking is ridiculous, you should argue your opinion.

And in a situation where the bosses are trying to blame their subordinates for their own mistakes, it is best to clearly show them who is really to blame. You can also enlist the support of colleagues or management from above. In this situation, this should not be perceived as betrayal or sneaking, because actions on the part of a constantly humiliated employee will be completely justified.

How to find a common language

Unlike hysterics, a tyrant boss is aggressive towards everyone indiscriminately. Such people are undeniably confident in their own superiority over everyone else. These are mostly men who have advanced through career ladder fast enough. Their main belief is that there are only idiots around, and communicating with them is worse than torture.

If a person has to communicate with a tyrant, then initially it is necessary to behave correctly. It is necessary to show that the subordinate has enough pride, and the option that he will become completely absent. Of course, the task seems difficult, but if you complete it, then there is a high probability that you will no longer have to deal with nagging in the future. In addition, a person must instill in himself the idea that he is no worse than his tyrant boss. Psychologists also recommend using your imagination, for example, imagining your boss in a pink fluffy sweater or with a trash can on his head. This will allow the consciousness not to take seriously its blows to self-esteem.

If the production manager is constantly nagging

It’s just that a nagging management at first glance looks more harmless than a hysterical type or tyrants. But the fact is that constant remarks can bring out even the most calm and balanced person. A nagging boss will carefully monitor every step of his subordinates, reprimanding them even for being half a minute late.

Often such people also control lunch time and call on weekends without good reason or serious reasons. There is also a chance that he will look for flaws in a job that is done perfectly. And instead of a well-deserved bonus, the employee will receive a reprimand.

How to raise a boss

There is no point in subserviently to a nagging and hysterical production manager. It is worth clarifying exactly what nuances the manager is not satisfied with, calling him to a dialogue, where he must not only explain what he sees as shortcomings, but also suggest ways to solve the problem that has arisen.

As for calls on weekends, you can simply not pick up the phone. This is rest time, and your boss has no right to blame you for not being on call. It is also worth taking your work schedule more seriously and avoiding delays or delays in lunch time. This will lead to the fact that the boss will simply get tired of looking for reasons to blame you, and he will switch to another employee.

Conclusion

Taming your superiors is not an easy task, but this is not really a solution. If the boss is a tyrant, what to do about it is known. You just need to improve the relationship between you. You should not grovel or bend under annoying leadership. On the contrary, for such people, those employees who show dignity and can prove their worth are important. If you isolate yourself from constant nagging, you can work calmly.

But to globally re-educate this person is a task for his relatives. When building relationships, it is very important to let the person know that you are not only ready, but also want to cooperate with him. It is your desire to resolve the conflict that will allow you to continue labor activity no problem. By recognizing your boss’s psychotype and solving this situation, you can make your life better and get rid of grievances and problems at work.

Yes, this is also a science - how to properly build communication with a manager. These are the laws of perception, business ethics, psychology, business customs. Taking into account all these points, you can ensure yourself psychological comfort in the workplace and enjoyment from work.

From the article you will learn:

All achievements in business, all successes of teamwork begin with communication. Only in the process of communication are ideas born and refined, the stages of its implementation are determined, work is distributed among employees, and the progress of the movement is discussed. The psychological comfort of employees depends on the tone in which communication is based on what principles, and motivation directly depends on their comfort. It goes without saying that a motivated employee moves mountains and is much more effective than an unmotivated employee. Thus, the final result - profit and success - directly depends on the tactics and communication style of ordinary employees.

And it all starts with how the manager’s communication with his subordinates is structured. It is the leader who sets the vector of style and foundation psychological climate a team. Of course, there are exceptions when the team lives its own life, and the leader lives his own. And the tone of communication between a manager and his subordinates does not in any way affect general atmosphere in the office. But this is rather an exception or a temporary phenomenon.

Communication between manager and subordinates

As a rule, this is a sample, boundaries and framework, an example for others on what principles communication in the office is based on. If the communication style head is adequate and respectful, then employees will adhere to the same strategy. So, the basic principles of communication between a manager and his subordinates come down to the following:

it is not the personality of the subordinate employee that should be criticized, but his actions and actions;

do not allow hysteria, raising the tone, shouting, or humiliation in communication;

take into account the personality of subordinates when choosing forms of orders;

if necessary, repeat and clarify your thoughts that need to be conveyed to employees;

Always protect your employees before outsiders, and be fair within the team.

Thus, the manager’s business communication sets the tone for communication between all office employees.

Leader communication “horizontally”

Professional communication of a manager involves building relationships not only with his subordinates, but also with the managers of his level, so to speak, “horizontally.” And this has its own characteristics - building relationships with your colleagues - the same leaders - is sometimes even more difficult than with subordinates. It is impossible to simply give instructions to fellow managers; you will have to interact with them on equal terms, taking into account common goals(if we are talking about one company) or our own tasks (if we are talking about communication with management personnel of another organization).

Respect, attention, the desire to understand a person, keep your promises, a friendly tone - all this should be contained in the leader’s communication style.

It is advisable to adhere to the following rules:

do not engage in empty conversations, always speak to the point and as directly and clearly as possible;
attract attention not with tone and shockingness, but with specific facts and figures, which, of course, should be related to the topic of the conversation;
actively propose solutions, options for the situation, ways to reach a compromise - this shows interest in the result;
keep the contact details of your business partner; in the future it is better to contact your colleague-manager by his first name and patronymic.

Read also:

Rules for communication with the manager

As they say, there are many subordinates, but one leader. Therefore, you can capture his attention only for a short time - and you need to meet it in order not only to convey your thought, request, information, but also to leave a favorable impression.

There is no talk of sycophancy and flattery here, we are talking about the fact that the rules of communication with the boss will help you find comfort in the work environment, understand that the boss is also a person, that you can build a constructive dialogue with him, in which both parties will benefit.

No matter whether you communicate horizontally or vertically, you should not forget about ethics business communication. You should always ask if the interlocutor has time to talk; during the conversation, do not be distracted by answering phone calls. mobile phone, it is important to end any conversation on a positive note, to leave the interlocutor with a pleasant aftertaste from the communication.

Rules for communicating with a manager are the subject of many books, articles, and even an integral part of some trainings. Therefore, if you set yourself the task of mastering this art, the choice here is huge, see what is closest to you.

$mob_info$