Автор: Н.И. Козлов

Training in business communication

When you get used to quickly translate difficult problems into solved problems, you will be burdened by the propensity of people to experience ineffectively, will be beating the eyes of the non-constructiveness of employees and cutting their ears by illiterate raising of questions.

Reformulate this problem into a task: what can I do to people around me use the same algorithm more often and less often load themselves (and me) with illiterate questions and empty experiences?

At a minimum, do not be like those whose reactions seem stupid to you: do not be indignant about them yourself and do not throw criticisms at them. More reasonable means are usually: 1) preliminary training, 2) operational (situational) adjustment and, if possible, operational training, 3) technical "taxiing out" - avoiding problem traps.

Of these options, pre-training is optimal, and the most common is an operational adjustment.

Order to be executed

When giving the order, the manager should be sure that the staff really understand what, how and for what they should do. But this full-fledged understanding is possible only when the leader fully introduces them into the course of the matter, passing them in essence the entire chain of thought "goals-specific steps". Therefore, the core of any order consists of the following points:

• the essence of the problem

• the task

• the concrete steps to implement it (usually together with a clear indication of who is responsible for)

• report on the results (when and in what form).

Responding to unprepared questions

While your employees communicate unskilledly and have not learned how to formulate prepared questions, they will strain you often. Typical situation: you give the order to solve some problem (in the competence of the employee, but the task is not easy and there is a responsibility), and the employee says: "Yes, that s just I do not understand ..." and "And this is how?" - and, in fact , for the question the question here and now (while you formulate the task to him) is transferring to you the solution of this problem.

You gave the task to him, and he builds a fool and, asking unprepared questions, causes the task to decide you. Do you need this?

What to do? In the long-term term - such an employee either dismissed or learned, but for now, To tell him, he will not ask you questions like "A", this is how? ", and you to him." And he will answer you preparedly. "Qualitative employees ask prepared questions!"

The employee refers to the leadership

If the employee has a problem and he decided to ask the leadership for help in solving it, then if he has a competent approach, if he wants the manager to understand him adequately, he should use a logical chain: "the problem is the analysis of causes - the ways of solving - the means". Taking into account the roles of the "boss-subordinate" scheme, the treatment in this case takes the following form:

• What is the problem (data: the essence of the problem and its consequences) - reportage, without horror and emotional exaggeration, without repetition: clear consistent facts.

• Solution options (preferably a few). Sometimes it makes sense to make out the reasons (most concretely and with an exit on "what to do") - but without categorical and accusations. Disassembly with blame is done in another technique. And also in another post and elsewhere.

• What do you need from the boss (tips, calls to someone, money, and other resources) to correct (your vision of ways and means) - just not insisting that this is immediately. This is decided by the head, not you.

• What you are ready to take on (do it yourself) - in a business style, without imagining yourself as a hero.

See the format for seeking help.

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