Hello, dear managers! If you are reading this article now, it means that not everything in the work of your department suits you - you want to receive more, more efficiently, more reliably, and so on. Let's figure out how to achieve this result. First of all, study your team - who is best at what, that is, not what position is responsible for what, but what each specific person understands best. Perhaps the accountant will turn out to be a good motivator for the team, a kind of lighter, and the sales manager will be a talented organizer. A reasonable question arises here: how can you find out the strengths of your employees, which may disappear from view in a professional environment, especially in the series of all the tasks and rush jobs? There are two options: look at their resume or personal card, where employees indicated their hobbies, and then, dear managers, correlate the indicated hobbies with what qualities a person needs to engage in this hobby. Or observe the work of the department from the position of an outside observer, of course, without compromising the tasks. And then ask a sample of employees what they feel most empowered about in their jobs. That is, after hiring employees for specific positions specified in the employment contract, you will have to get to know them better and also act as a career guidance psychologist. It also happens that in the team, besides you, there is an informal leader who, being absent from the workplace (for example, sick or on vacation), seems to slow down the work - a kind of soul of the company. It would be a mistake to extinguish such a leader, or to insult his dignity, saying that the leader here is you and the employees should listen only to you. When you are the head of a department, the director will sooner or later notice your skills in working with personnel. And if you yourself (or yourself) are a director, an informal leader can make an excellent manager - the main thing is to see this in time and indicate this opportunity to him, and then together with him build the vector of his development in a professional sense (of course, if the employee shows a sincere desire, Otherwise, it will cost you more to invest in it). Adopt his charisma and style of communication with employees, or ask him how he has time to do work (is it good?) and be the center of attention. Then choose a behavior pattern based on what employees like - maybe they need to take short breaks several times during the day to get some rest and collect their thoughts - let them rest. Or you like to listen to music at work - let them listen as long as it does not distract other colleagues from work. Most importantly, treat your employees with respect. Now I’m not talking about an emphatically polite address to you, but ordinary human respect for their work style and needs. During the work, clarify the task and whether your colleagues understood it correctly, and also tell about your vision of this solution, and let the employee fulfill it by addressing to you for feedback. Managing people is a very delicate and responsible matter, no one is protected from failures and mistakes. Unfortunately, it also happens that employees simply do not respect their boss and work extremely poorly. It seems that replace it and that's the end of it! But new ones need to be found and trained, and it is not a fact that the new employee will work better. Probably, your management style does not find a positive response among your subordinates, and you simply stopped noticing it or do not want to admit it. The best option here would be to find a balance between tasks and a simple human attitude and a comfortable climate in the team. I wish you success in your work!