Order specifics.
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You need a list of top sellers to give them bonuses. Since you do not have a unified information system, you ask a subordinate to make such a report manually.
The subordinate has worked hard, and late in the evening you get a report where you can see the sales amounts for each salesperson in the branch. However, all sellers are lumped together without specifying a branch of work, the amount of sales is given for six months (and you need an average by months for the last six months), the number of transactions for each seller is not indicated.
And who will be rewarded? Time is running out, and you are forced to redo the report yourself.
What does this example say? When setting tasks for your subordinates, ask yourself: how far does the subordinate understand what result you want from him, what exactly do you need? If this is a new task for a subordinate, be sure to tell him in detail WHAT he should do, WHY you need it and IN WHAT FORM you need the final result. And best of all — draw him a variant of what you want to see from him in the end.
This is short. And if in detail and in detail, then get ready to think.
When giving an order, the manager must be sure that the employees really understand what, how and why they should do it. But this full-fledged understanding is possible only when the leader fully brings them up to date, passing on to them, in fact, the entire chain “problem — goals — specific steps” that he has thought through. Therefore, the core of any order is the following points:
- crux of the problem
- a task
- specific steps to implement it (usually along with a clear indication of who is responsible for what)
- report on the results (when and in what form).
Depending on the difficulty of the task, the competence and motivation of the subordinate, the scheme (method) of the order can be very different. The standard version of a competent order is as follows:
- Situation (problem, context).
- Required result (concreteness and timing!).
- Step by step process (difficult to record).
- Challenges and Resources, Help!
- Priorities
- Assess readiness (can you handle it?), check understanding
- If necessary, a report on the result.
And from the point of view of effective influence, the scheme of competent disposal looks like this:
CAPTURE
- Primary contact: draw attention to yourself.
- Determination of the field and conditions of the fight: arrange the situation, establish contact, make the subordinate the subordinate.
- Attracting and fixing attention. For example: «I have a task for you …».
- Depotentialization of the enemy: formation. Enter in the desired state and format: “Sit down, take a notebook, write it down!”
RECEPTION
- Strike (reception): describe the problem, set the task.
- Latent period (smoke screen). Make a personal move: «I am writing to you because you…».
- Exit corridor. Be specific in steps: “It’s not difficult. First, … Help and resources are there.”
- Push and assist in flight. Designate the time and criteria: “By such and such a date, such and such must be done”
FIXING
- Prevention of attempts to dodge. Specify possible errors. Show a candy (or a scary story). Put on control: «The report then and in this form.»
- Fixing the results: check Understanding and readiness.
- Completion of contact: give the go-ahead and push, mark yourself in control.
And most importantly, when giving an order, figure it out yourself what you really need!