Paradox
At my (and not only) trainings, analyzing the cases of the most difficult negotiations with employees, at some point I identified in each difficult situation a certain pattern, a kind of algorithm, according to which the employee consistently moved, for example, to dismissal. That is, the need for negotiations (already complicated by that moment) did not arise with him suddenly, but, let’s say, grew, sometimes exponentially.
I expressed the revealed regularity in the model «5 «Not»» (c), R. Logan.
Dissatisfaction > NON-subordination > NON-subordination > NON-likeness > NON-employment.
Knowing this algorithm, an attentive Manager can diagnose the presence of a problem before it becomes critical. And what to do with the problems in the Synton approach, we know. Let me also remind you that we are dealing with complex cases of interaction with employees.
1 «Not»: So, at a certain point, the employee became something displeased (by the way, not necessarily, the workflow, quite possibly, dragged personal problems to work in the morning).
The dissatisfaction of the employee in the absence of his ability to manage his emotions has its consequences after a while insubordination in relation to the Leader (with a weakly configured field of power).
2 «Not»: Insubordination there is a violation of the role model (Head — Performer). And for the first time, having violated the official hierarchy with impunity, without receiving consequences, the employee is strengthened in the opinion that the vertical of power is very arbitrary.
3 «Not»: Logically, the next step is task failure, as a minimum, and as a maximum, direct resistance to the formulation of the problem.
4 «Not»: Next is the “fork”: if the Head shows weakness and the subordinate “pushes through” him, then the subordinate has dislike “How is this one going to lead me? Oh well…». If the Manager begins to “wave a saber”, then the subordinate has dislike as a defensive response to aggression.
5 «Not»: In one case or another, the result is natural — the fifth «H» — «Unemployment»(that is, the company no longer burdens a person with its tasks — in every sense). By the way, not necessarily, the «unemployment» of the subordinate. Maybe the Head to leave his post.
What to do? Sensitively, vigilantly monitor difficult situations with your employees, fix at what stage you are. Understand that if you are at the “Dislike” stage, for example, you have already missed 3 steps on the part of the subordinate. And here it is important — from each position it is necessary to “rewind” sequentially back in steps, analyzing each step.
For example, we have determined that we are in the Dislike stage. We invite a subordinate, honestly and directly fix the fact of the presence of difficulties in communication, give examples, expand his picture of the world. We denote that the next step is either a return to constructive work, or the fifth «H».
- We fix cases of disobedience and their inadmissibility.
- We fix cases of violation of subordination and their inadmissibility.
- We go down to the level of discontent and find out the reason.
- Eliminate if possible.
- Once again, we fix all the steps and agreements.
- Then we interact with the employee, positively reinforce the correct behavior.
If the subordinate plays a «non-understanding», we tell him a story about «3 envelopes» (at the end of the article — a bonus track).
And finally, a few touches:
- Of course, complex negotiations with a subordinate require a high qualification of the Manager as a negotiator. Negotiations in the «Dislike» stage require the «power of indifference» to be turned on. As is known, in a critical situation, you do not rise to the level of your expectations, but fall to the level of your preparation. Then we learn and practice. To fall was not far.
- Also, as a special case. «Dislike», as well as the previous steps, can be implicit (that is, the hidden resistance of the subordinate). In this case, the algorithm is the same, but we operate not facts, but the image that has developed in our eyes with a subordinate. Read more about image-based negotiation in the article.
- I remind that the transition to the next level «H» occurs when the current employee does not encounter consequences. The conclusion is obvious, right?
- And — it is important that interaction with a subordinate, with all the external conflict of the already existing situation, is assumed within the framework of the Syntone approach: positive, constructive, responsible.
- Remember the aphorism at the beginning of the article — «suicide paradox». So, in the work of the Head there is a similar paradox: the more power, the less need to exercise it.
Successful management!
PS: By the way, did you notice at what point in the article I changed the word “Employee” to the word “Subordinate” and vice versa? And why?
Hint here
PPS: The promised story about 3 envelopes:
“The commander of the military unit is fired. He walks throughout the territory and transfers the case to the shift. At the end of the working day, he gives the remaining instructions:
— Wait in a year for a check, if everything is very bad, open the safe, I left three envelopes there, you will open them in order and act according to the instructions.
So, a year has passed, in the unit there is complete chaos, even worse than it was, the authorities came to check the work of the new commander.
They called him to the carpet, they say that tomorrow morning he would report on why this is happening in the unit. The commander was upset, well, he thinks it’s time to open the first envelope.
He prints it out, and it says: “Blow everything on me.” He perked up, in the morning he reported to his superiors:
— The predecessor is to blame for everything, and I didn’t have enough time to put everything in order!
The management reacted loyally and left. A year later, the test came again, in part full of horror. The generals call the commander to the carpet and demand to report everything in the morning. Prints a second envelope. There: «Take everything on yourself.»
The next morning he reports to his superiors:
“I still don’t have enough experience, so I didn’t manage to put everything in order!”
Okay, let’s get rid of, the main thing is that the commander knows how to admit mistakes, which means he will put things in order.
Check again a year later. Part of it is total anarchy. The commander opens the third envelope, and it says:
«Prepare three envelopes!».