The main problem with the companies I encountered was that they lacked a system. What does it mean to have no system? In short, it's a mess. In more detail, the absence of a system is characterized by: The absence of a common ideology or true mission that is shared by all employees. The mission sets the format. The format of communication and interaction between employees and management, as well as colleagues among themselves, the format of the qualities that people show at work (i.e. what “side” they show of themselves). It affects many parameters, including pricing and discount policies, the method of resolving conflicts with clients and the color of the logo. The lack of clear criteria by which the personnel service needs to select people for this company, as well as training and education of employees, i.e. introduction to the format. Lack of systemic control from the bottom up (from the general director through managers at all levels) over compliance with the format. Simply put, few people control that all managers (and, accordingly, their subordinates) are guided in their work by the mission and rules of communication, and not by their personal interests, for example. The fact is that when people don’t have a higher main idea of ​​why they are here, then they come up with their own benefits of working in this company. The simplest thing that comes to mind is the thirst for profit or “freebies,” unfortunately. And then managers work for “kickbacks”, drivers “drain diesel”, cooks do not add meat to the soup and take it home, etc. The lack of clear and specific instructions for each position. In this situation, the company can look like the heroes of a famous fable I. Krylova “Crayfish Swan and Pike.” It is difficult for both managers and subordinates to work in this company. Possible: lack of respect for the personality of a subordinate, even to the point of raising his voice and deceiving money, arguing with the manager, demonstrative disrespect and sabotage of orders, poor performance of duties, “forgetting”, being late and “resentment”, i.e. incorporating personal emotions and conflicts into the work process. Employees feel that no one needs their work, and the company doesn’t really care about them, they can set them up at any time, and they respond in kind. Here there are unsatisfactory working conditions, lack of professionalism, high turnover, overstaffing, and so on and so forth. The manager simply gives up - there is a feeling that the company is not manageable, the employees are every man for himself and there is no way out of this - everyone works like that. Sound familiar? Then let's try to figure out what can be done within the company (and perhaps the department, if you are a manager, to solve problems). Step one. We determine the mission or ideology. It is important for a person to belong to any group (A. Maslow spoke about this in his pyramid of needs). It is also important for him that his work is necessary and important, and ideally brings benefits. An employee has the right to know what he is working for. In an ideological sense, and not in a salary sense. It has long been proven that money is not the leading motivator for people choosing a job. It's time to sit down and think - what does your company exist for? What contribution does it make, what benefits does it bring? If you can’t come up with an idea yourself, call a meeting - an appeal to the “people” is one of the most effective ways to infect them with an idea - something in which you yourself have invested time and effort - much closer to what was sent down from above. This explains, in particular, the phenomenon of “dead” missions, invented by top or brand managers and hanging in a frame for clients. The mission statement should be unique enough not to be a trivial bunch of words that doesn't excite anyone. First of all, it must “ignite the leader,” who will then infect his employees with the idea. After all, everything starts, as you know, from the head. As a hint, you can read what the Soviet people believed in, and why they went to the BAM and Dneproges and completed the five-year plan in 4 years. Step two. We determine the regulations. The regulations are exactly the format by which we will evaluate personal qualitiesemployee, his behavior, how managers behave towards subordinates and vice versa. This is a set of rules and principles from the series: “This is how we are and how we do it.” When writing regulations, it is also very useful to hear the opinion of “the people,” but those who are interested in putting things in order. An example of points of such a regulation: - Constructive. If you don’t like it, we offer another solution. We don’t just state “what’s bad” or “what we don’t like” (grumbling and sulking here is a mistake), but immediately offer ways to “how to fix it.” This is called a prepared proposal: think about the options and offer the best one. - Open and trusting relationships. We talk about all work issues openly. Here we can and should talk about everything directly, while maintaining positivity and constructiveness. If something is not clear, ask. If you have a suggestion, voice it. If someone's actions or words seem wrong, say so. This will change the situation for the better. -We think about the interests of the company. While doing our work, making decisions, we think - we think not only about our interests, but also about the interests of the system (company) in which we work. Step three. We write down instructions. Instructions are the main tool for assessing quality, so they should be written down in simple language in the format of the result and for every position that exists in the company, right down to the cleaner. What is a result format: when it is described as clearly and specifically as possible what result the employee should produce or what specific action he should take. For example: - The secretary answers every call received at the reception no later than 3 rings. - Water for cleaning toilets should be poured into a blue bucket to the 3 liter mark with the addition of 1 cap of Mr. X floor cleaner. - One of the main tasks of a manager in communicating with potential clients is to convey to him the usefulness of the product specifically to him. After a conversation with the manager, the interlocutor should be left with 2 things: Positive emotions, inspiration (the interlocutor willingly supports the conversation, asks clarifying questions, is friendly). Food for thought (you talked about the product, mentioning its benefits based on the needs of the potential client) .It is best to start writing instructions by detailing all processes in the company. This will help distribute functionality between personnel in the best possible way. While you are writing instructions, calculate (or ask) how much time an employee needs to complete all his tasks. This is a good test of workload and understaffing or overstaffing. After all, the fewer employees there are in a company, the lower the salary costs. A good indicator is More detailed information on writing instructions can be found in Timur Gagin’s book “Expert Leader” Step Four. AnalysisAfter all the documentation (mission, regulations and instructions) are ready, you think over (or better yet, write down) a portrait of “your” employee so that you can recognize, if not at first glance, then at least after a conversation or analysis of activities. The ideal employee should be easy to fit into your company's mission, fit in and follow regulations easily, and at a minimum be able to work according to instructions. Next, analyze your existing employees on the subject: train or change. Just keep in mind that only those who are definitely unteachable should be changed, and in reality there are not so many of them. As a result, you have a list of conditionally vacant positions for which you need to recruit new people and a list for forming training groups. Step five. Training. I don’t yet know a better way to learn than training. The purpose of the training in our case is to convey the mission, regulations and “how we will all work from now on,” and to unite the team (and at the same time look at the employees in a different environment; the manager could use additional information) and then issue instructions to departments and plan implementation control points . At the first stage, it is very important to strictly monitor implementation; even sanctions are possible for.