How to capture a leader in captivity of eternal love
Albina Iskakova lists five principles that will help to establish effective contact with the leader: from methods of formulating information to finding his “Achilles heel”
Want to capture the leader in eternal slavery? A captive of eternal love?
I present only five rules, the application of which is guaranteed to lead to such a result. One “but” – reverse decoding is impossible. From now on, your leader will love you forever.
The first rule. A comfortable way to convey information
Learn how convenient it is for your manager to receive information. According to the form of filing and according to the procedure. Visual? Draw schemes, write letters. He likes to perceive information by ear? Give preference to reports. Used to run in and ask the current status of the task? Get ready to answer on the fly. Can’t stand listening to intermediate statuses? Only report totals. He doesn’t like to discuss issues outside the meetings scheduled for this? Stop doing this and make yourself a rule – to accumulate questions and ask them at meetings. Ideally, arrange regular meetings on certain days and times.
By resorting to such simple tricks, you will significantly simplify the life of your leader, eliminating the need to alternately tune in to different styles of presenting information to all your employees. Thus, you save his time and effort for more priority tasks.
The second rule. Before asking for help – check if you have taken all the actions that were necessary
Take your time to give control of the problem situation or solving a difficult task to the boss. You need to come with a ready-made solution or solution options. In an extreme case, when you are at a standstill, you can come without a solution, but with the most complete and consolidated information on the task. Plus with a high degree of understanding of it by you.
In order to check if you are not inclined to overload the leader with your work, a simple test will do. Before running to the boss’s office next time with a problem, ask yourself:
“Have I found out all the necessary details for making a decision?” If yes, then go to the second paragraph.
“What kind of help am I waiting for?” (Influencing colleagues, making decisions, prompting me and the like.) “Should I deal with this on my own?” If not, then go to the third paragraph.
“Have I comprehended the task? Have I worked out all possible solutions and ways out of the situation? ”If so, then you can safely seek help from a manager.
The third rule. Reduce criticism of the leader
This is not only about explicit criticism, such, I hope, no (now it is not about constructive feedback). But also about internal criticism, one that is supposedly invisible to the leader. It is no secret that, as a rule, we very critically evaluate our leadership, taking for granted its dignity and victory, and focus on its shortcomings and defeats.
In most cases, the internal critic of any leader judges him much more mercilessly than all employees combined. But no matter what the armor from the opinions of others over time formed by your leader – he, like any person, will always warmly appreciate that his team gives him the right to make a mistake and appreciates his achievements.
Consider the person in him, the pros, his positive traits, recognize for yourself the difficult context in which he operates every day. And you will soon see how highly the leader appreciates your tacit support and approval.
Correctly the fourth. Be reliable
It’s invaluable for a leader when in any situation he can rely on his employee. It is not only and not so much that you keep promises and fulfill tasks on time and in the proper manner. A reliable employee is one who, in case of urgent need, arrives at the weekend in the office and will make the latest changes to the project before protecting an important client. Or, without hesitation, replace a sick colleague. This feeling of “shoulder” strengthens not only your relationship with the leader, but also generally forms the correct cultural code of the team.
Last secret rule
Find the “Achilles’ heel” of your leader: that he does not like to do, but is tormented and does. And you know that you can do better and without torment. Then feel free to offer him help, and even better – silently help.
Doesn’t take part in business process standardization meetings? Offer to delegate to you. Or is he a visionary and a proactive figure, but is it customary for the company to carefully and thoroughly prepare an annual business plan? You can lead the working group on the part of your department, take on all the technology of the process, and leave him only a strategic vision.
Not good at organizing meetings, they drag out, and some of the issues remain unresolved? You can become an unofficial guardian of the rules of the meeting and offer them yourself (agenda, timing, sequence of statements, and so on).