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The first 100 days of the Manager. Recommendations for the passage of

For successful completion of the initial period of work (the first 100 days) of the Manager in a new position, we will give a number of recommendations.

1. To take the case. If any rite of acceptance-transfer of Affairs, start with them, although hopes for this procedure, as a rule, not justified, moreover, you have to place that answer and there is no turning back. It happens that the acceptance of cases consists of a couple of meetings with the previous Manager, perhaps with a call and a short discussion of the situation with a higher supervisor. Yes, and the document itself on the reception of cases (if such a provision is provided) formally draws a line under your doubts and hesitations, everything is already over, the Rubicon has been crossed, now only forward.

It is clear that this form is not acceptable for financial Affairs or material values, here you need to be very careful and formalize everything as possible and take it on the basis of documents (balance, balances, accounts, inventory,…).

2. To introduce yourself to the staff. After entering a new position, the Manager should hold the first meeting with employees, without delaying this event and warning subordinates about it in advance, even if you have grown up to be the boss at the same enterprise, and did not come from the outside. Usually, the higher management will formally show you to employees on the first day (except for the message, what your name is, and the boss hopes for you and your subordinates, you can not expect more from such a presentation).

The new boss who is always sitting in the office, who calls his employees through the Secretary and from time to time sends down directives, either despises or fears his subordinates, which will certainly be noticed and discussed.

Therefore, a conversation with the team on your initiative will be useful for creating a good basis for further collaboration. At such a meeting, it is advisable to make a brief presentation, tell about yourself, about your life path as a leader, specialist and person (about your marital status is mandatory), and outline your approaches to working in this position. It is appropriate to state that your goal is not to break and rebuild, but to develop and improve the company (division), with active participation and in the interests of employees, too.

Well, about the fact that you are met by clothes, and escorted by the mind, you should not forget when preparing for such a meeting.

3. Have your own plan. Do not assume that it is pointless to plan until you take the desired post, and hope that you will see what, when, and how to do it on the spot. Your goals for your new position and action plans must be defined before you are appointed. You should develop a separate plan for the initial period of activity, as part of your large work plans for this company (division).

The plan is desirable to have written on paper, memory may fail, and you will move under the pressure of circumstances, believing that this is your plan, forgetting what and why you sought a new post. Your personal plan as a working document should always be at hand, kept up-to-date, and it should be constantly brought into line with your understanding of the situation, through systematic monitoring of performance and adjustments to the results obtained.

This plan will help you successfully pass the initial period, after which, with formal approval for a new position, you can start implementing your big plans.

4. Lead – to do the work with the hands (brains) of subordinates. If you do not understand or have forgotten for a long time that your job is to do your work with the hands of subordinates, this circumstance will soon become a source of great problems. The first condition is not to work for subordinates, but to organize and ensure their effective work.

Which can sometimes be violated – and this is quite acceptable – when you have to demonstrate, as a model, for example, your own technical competence or show a class of performance work, so that it is clear to your employees that the boss is a trained person in the business that is being managed.

And the initial period of work is most suitable for such a lesson. And the temptation to perform their duties for subordinates exists, especially in conditions of time shortage, when it is necessary to urgently issue some important document or other result, if you do not trust (perhaps unfounded) to employees. In addition, the systematic desire of the Manager to perform may also indicate an attempt to compensate for their managerial shortcomings and shortcomings. Here the principle is the same-everyone should do their job, so the boss should lead.

5. Consider employees people, not resources. When you have a certain number of subordinates under your command (which is what happens when you take a new position), you are tempted to use employees as resources similar to technical, material, financial, and other types of resources. Something like, if it’s cold, then turn on an additional heater (send another employee to some work).

This will contribute a lot to the application of terms and names such as HR, personnel, labor, functionaries, etc.but people are not heaters, even if we are talking about jobs like digging a trench from the fence to lunch, and can not be completely interchangeable.

Remember that this approach to people can let you down, so it is better to use words like “employees”, “colleagues”,” workmates”, which reveal the human side of your staff, allowing your subordinates to see in you not only the leader, the boss, but also a person with their own strengths and weaknesses. And this boss should be able to recognize each subordinate’s individuality, personality, and accordingly make management decisions in relation to employees.

6. Get to know people. Get to know your employees, remember their first names, view personnel information, determine how much it is possible in the initial period, and understand the employee’s interests. It is better to meet, listen and take into account his assessment of the situation, suggestions for improving the work (which everyone has, but not everyone will Express them, you still need to be able to talk to a person).

But not only to know, but to interact effectively by establishing business relationships with subordinates and colleagues. From them, available to people, you will have to make a team capable of solving the tasks you set. At the same time, you must remember that you will not put a handkerchief on every mouth, that you will not be good for everyone, that you have a whip, but you also have a carrot, etc.

Therefore, you will not only have to Pat on the head, but also come into conflict with employees, get a negative reaction from them to your actions, but do not forget that you can only get to know people by generously loading them with work and asking for its performance. You should know that your task is not to please everyone, but to lead your team on a difficult road to achieving your goals.

7. Understand the structure. In the initial period, you need to understand in detail the structure of your company (division). You should analyze the relationships between departments, find informal connections, see individual and group goals, and do all this taking into account the context of the assigned tasks. Try not to get into a situation where you can’t see the forest behind the trees.

At the same time, do not lock yourself only in the study of your subordinate structure, but also find your location in the system of relations with other structures of the hierarchy surrounding you. View your new responsibilities (as well as rights and powers) up a level, up to your immediate supervisor (no harm and up to your supervisor’s boss). Understand and understand the corporate culture, know the traditions, written and unwritten rules and requirements that exist in the company (division), learn new terminology.
Lack of understanding, ignorance or ignoring of structural and systemic issues leads, in one way or another, to the emergence of major problems in the work, and often, as it seems, to their unexpected and inexplicable manifestation.

8. To overcome alienation. An obvious, but not always realized, understood and accepted problem is the alienation of the new boss from his subordinates, a watershed that exists to a certain extent always, but with great prerequisites for expansion, sometimes due to the arrogance of the leader, and sometimes on the initiative of the bottom. Someone himself intended to become the boss, someone is not inclined to change their habits because of the new demands of the new leader, someone is always against everything, etc., there are reasons for mutual distrust and creating a distance between the boss and employees, to the detriment of work.

A new position does not automatically guarantee the Manager any respect, recognition, or even love from the team, at least during the initial period of work. It is necessary to overcome alienation and achieve at least the loyalty of employees, and it is necessary to strive for this from the first days of work, consciously setting such a goal.

Of course, not through any flirtations or manipulations with subordinates, which you can easily agree to in order to achieve short-term goals, but by creating a regime of transparency and predictability in your management activities, as well as through a personal example of honest and professional work.

9. Complete the transition process. The initial period is a kind of transition process in the organization (division), similar to the physical processes when switching on electronic devices: the voltage increases, exceeds a certain average level, then goes down, a series of such fluctuations and – stabilization occurs. Of course, there are probably no devices for measuring transients in organizational structures, but qualitative analysis is possible.

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