"126 key issues in working with colleagues, management and customers" or "How we made the formula of working with people"

(Advertising and analytical post)

In October 2013, we had the idea to publish on Habré a series of articles on management tools . It so happened that over the years of training activities, quite a lot of such useful tools have been accumulated that solve various managerial problems and situations.

The first articles at once somehow gained decent pluses, and we had the idea to make a separate product and a workshop on how to work systematically with people using tools. Over the past 4 months, 10 articles have been published (the full list is at the bottom of this post), and as they are published we received several hundred positive and constructive comments (for which a special thank you!). That only strengthened us in understanding that the product and the workshop are needed.
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And today - hip-hip hooray!

We open registration in the program “Formula of working with people” , the intellect card of which we just published last week .

You ask, where is the promised analyst? So ... As you know, when you have a good hammer, any problem begins to resemble a nail. :) And this is the main problem of experts and coaches who are trying to sell this hammer to everyone.

Therefore, we conducted a small survey of which problems with people are the most painful and important for you. We were answered by 832 people from among our clients and subscribers - employees of the most different (mainly IT) companies.

After that, we spent a week analyzing the results, deleting repetitions and meaningful combining. The result was 126 major problems and issues in working with people .

1. Conflict resolution and changing people's behavior patterns.

1. How to solve conflicts with colleagues and employees
2. How to hold an unpleasant conversation with a colleague who bothers you
3. How to choose the right protocol in communication with any person
4. How to make meaningful logical reasons
5. How to understand the "true" motivation of the interlocutor
6. What objections and problems are possible on the side of employees and how to deal with them
7. How to select and build a dialogue strategy when dealing with different types of personality
8. How to form arguments that prove your point of view for different types of personalities
9. How to understand a person's psychotype before talking
10. How to articulate your thoughts clearly and clearly for each audience.
11. How not to succumb to the provocations of opponents
12. How to negotiate with people if they do not want to listen to you
13. How to ask the right questions (with a focus on the task, not on the person)
14. How to achieve your goal in negotiations and not to succumb to manipulation
15. How not to get annoyed at people
16. How to build relationships with difficult people
17. How to manage your emotions when attacking a person
18. How to say no
19. How to solve difficult problems with people
20. How to achieve a responsible attitude to their duties
21. How to convince reputable people in a team
22. Algorithm for conducting a difficult conversation with the supervisor \ with a subordinate
23. How to achieve recognition of decisions made by colleagues and subordinates
24. How to deal with sabotage
25. How to "shake" employees with low productivity
26. How to influence people, adjusting their behavior in the direction you want
27. How to prevent "not adequate" on the part of employees
28. What can be done in a situation where the partner took an unconstructive position
29. How to stop making unfulfilled commitments
30. How to convey to a person so that he understands what it is for, and why it is so
31. How to get an employee to look for answers to technical questions
32. How to convince people
33. How to defend your point of view before the leadership, in the case when it does not coincide or sharply contradicts the "party policy"
34. How to build a constructive dialogue with the authorities (planning) in the context of urgent tasks and rush jobs
35. How to minimize the influence of stubborn customers
36. How to understand that an employee is not possible to "re-educate" and it is time to dismiss
37. How to find your management style for each person
38. How to adjust the behavior of "difficult" characters
39. How to change the behavior of people with whom you have friendly relations

2. Work with management

1. Methods of persuading a superior manager, if you do not share his position
2. How to discuss your career growth and money issues with a manager
3. How to get additional resources from management
4. How to promote ideas to the top
5. How to move from micromanagement by management to normal working relationships
6. How to tell a manager that he is wrong
7. How to convey your point of view to the head of the "bureaucrat"
8. How to earn the trust of a manager
9. How to discuss salary raise with your employees
10. How to behave when you impose wrong changes from above in your opinion
11. How to change leadership behavior that interferes with work and / or annoys a team
12. How to stop making unfulfilled commitments
13. What to do when you have two supervisors
14. How to correctly present the results of their work to the authorities
15. How to work with friends leadership in a team
16. Work with different types of bosses
17. How to build a constructive dialogue with the authorities in the context of urgent tasks and rush jobs
18. What can and what can not say the head
19. How to explain to management that it is impossible to achieve the goal
20. How to communicate with an incompetent manager
21. How to defend their decisions before their superiors

3. Work with the customer

1. How to prepare to communicate with customers
2. How to tell the customer that he is wrong
3. How to convey your point of view to the customer who does not want to listen
4. How to “sell” an idea to a customer
5. How to solve conflicts with the customer
6. How to convince the customer to pay for the improvements performed at the stage of product implementation
7. What should be the model of communication with the customer
8. How to change the model of customer behavior that interferes with work
9. The main reasons for "inadequate" customer behavior
10. How to work with difficult customers, how to convince in the correctness of the decision
11. How to learn to negotiate with the Head / Customer about the timing
12. How to stop making unfulfilled commitments
13. How to stop unilateral pushing their interests by the customer
14. How to correctly formulate your thoughts to the customer
15. How to refuse the customer, so as not to lose him
16. How to tell the customer bad news
17. What to do in case of change of person from the customer

4. Work with employees

1. Motivation without a budget
2. How to achieve a responsible attitude to their duties.
3. How to switch people's attention from salaries to the quality of their work
4. How to learn to understand the motives and needs of people
5. How to constructively build a dialogue with an employee who wants to increase salary / position
6. How to work with friends leadership in a team
7. What to do if an employee works with low productivity but cannot be fired
8. How to work with star employees
9. How to build employee career expectations
10. How to identify at what stage of development is an employee. And what tasks can he set / distribute / delegate?
11. How to choose the right distance in working with employees
12. How to work with the people of the “old school” and the new generation “YJN”
13. How to make people think about the goals of the project and the company
14. How to build relationships with people of different psycho
15. How to assess the quality of the work of a specialist
16. How to fairly evaluate a person’s work
17. What to do when a person came for a pay raise
18. How to build a long-term working relationship
19. How to identify hidden problems in the work and when communicating with the employee
20. How to restore relationships with employees
21. How to understand what can be expected from a person, what are his strengths and weaknesses in work
22. How to minimize the "human factor"
23. Work with remote employees
24. In what situations is it time to stop setting up a relationship with a person and it is better to leave
25. How to communicate tasks to people
26. How to motivate employees to develop

5. Work with the team and in the team

1. How to solve conflicts in a team
2. How to inspire employees
3. How to start managing the people you work with for many years
4. How to organize the work of employees in the context of a shortage of resources
5. Why a technically literate person can not always join the team and how to help him fix it
6. Maintaining team motivation
7. How to grow a team star
8. How, by minimally influencing people and not manipulating them, get the maximum return for my business
9. Features of working in a remote team
10. The basic principles of creating a good team.
11. How to establish interaction between people who are in different departments and are allocated for a certain time and the total product depends on them
12. Functions and leadership role at different stages of team development
13. What to do with informal leaders
14. How, being a new manager, to build credibility in the team
15. How to gain the trust and respect of subordinates
16. How to get people out of the team
17. How to work with a demotivated team, where responsibility is shifted, hammered into tasks
18. How to recognize "IBD" (illusion of violent activity) and how to prevent its occurrence
19. Support team in long-term planning of the project and the correction of the direction of movement
20. How to build relationships with a team, if you are a young boss and do not impose experience and knowledge of subordinates
21. What to do if you came to the manager ready cohesive team
22. How to manage a team of people whose technical expertise is higher than you

Perhaps somewhere the duplication did not overcome, but so far the analyst has turned out just that.

We would be grateful if you write how many of these questions / problems you have. Or, if you have something that is not mentioned here.

We will now plan practical exercises in the Formula for working with people workshop to cover all these issues. It is covered with tools quite well, it remains to put this into practice and cases. Practical classes will begin on March 11, there is still time :)

Registration, by the way, is open until the end of March 7th. So, if you decide to join yourself or in a group from the company - come. It will be useful, practical and not boring - as we love :)

Formula for working with people: a step-by-step scheme, how to improve relations with employees. colleagues, management and customers >>

Successes!

Alexander Orlov
Stratoplan.Ru

PS And let's check in the survey if old Demarco was right when he asserted that the main problems of the projects were not technological, but sociological! :)

PPS Articles from the series “Management Tools”

1. Management tools: How to explain when you feel one place?
2. Andragogue Practitioner Tips: How We Learn
3. Management Tools: How to play non-linear chess
4. Managerial tools: Why do customers demand stupid reports?
5. Management tools: 5 questions for clarification purposes or why do you need a BMW X5?
6. Managerial tools: 4 principles of constructive communication, or why do we live in the mode of achievement?
7. Managerial tools: 4-phase algorithm for solving problems with people or “What do you want if you are such a crap manager?”
8. Management tools: How to unwittingly zaprolit the interlocutor and get a minus in karma
9. Management tools: A set of furniture keys or how to come up with constructive arguments
10. Management tools: mind map “Formula of working with people”