Collective mind

Both Uncle Fedor with a dog and a cat, and Ocean's Eleven knew what a well-coordinated team was. What's the secret? Anna Komissarova found out the rules for organizing an effective work collective.

Parallel lines intersect

It is often very difficult for people working together to find a common language with each other. It is no wonder that in this case the boss is constantly dissatisfied with the results, and employees perceive the work on which they spend most of their time as hard labor. Therefore, team building is a delicate and creative business.

To begin with, the team as a whole is a team united by a common goal. “A team of ten people is stronger than the same ten people separately, because they produce synergy - additional energy that comes from joining forces @,” explains Radislav Gandapas, president of the Academy of Public Speaking, a trainer and consultant who was twice awarded the title “Best Business coach of the year. " The secret of a well-coordinated team, in his opinion, is that its members know each other, are responsible for each and take care of each.

The problem is that a team is rarely formed by itself. As a rule, it is formed by the employer. It is important to remember that a team can help him achieve his goal as much as possible only if he helps each member of the team realize himself. This is the crossroads of parallel lines that can provide the company with power and strength. If the leader does not form a team, then it is created spontaneously, which often leads to unpredictable consequences.

Does a person choose a role, or does a person choose a role?

How to distribute responsibilities between employees? How to understand at what stage of the work process a person will be able to maximize their abilities? One of the answers will be the famous Shakespearean “our whole life is a game”, since the place of work is no exception. Each employee has his own favorite, most characteristic role for him, which he performs best. As a rule, it depends on a person’s abilities, his mentality, character traits, attitude to others and his personal aspirations and values. And for the team to be effective, it is necessary to accurately compose a "role composition". Here you can be confused: how so ?! Does a profession that a person possesses does not imply the presence of certain qualities necessary for him to function successfully?

Thus, confusion arises. When a person masters a profession, he thereby chooses a role. And when hiring, it turns out that now the person chooses the role!

The paradox is resolved quite simply: a profession, of course, a role, but in a more global sense. In a team, a person with a manager's profession can be in spirit and a creator, and a critic, or someone else. Psychologists offer a huge number of views on role breakdown options.

For example, Boris Higir, a doctor of psychological sciences and a writer, believes that five types of people should be present in a team.

First, the creator - creative nature, thinking outside the box. Proud and vulnerable, but loving the work and himself in this work. A lover of freedom, he does not tolerate pressure and will not adapt to someone’s whims, and will most likely submit an application for resignation, even if he values ​​work. He considers it below his dignity to swear with colleagues and prove his innocence. Such people are indispensable in their place, but they are better off not holding leadership positions.

Secondly, the coordinator is the guardian of group norms, a kind of administrator, capable of taking an outside perspective on the company's structure and clearly delineating the responsibilities of each employee. While the strategist views the problem as a whole, the coordinator breaks it down into details and breaks it down into stages. Coordinators are very specific and strict people, and their work is challenging. They need a clear understanding of the knowledge base of each employee before assigning them work. They are indispensable team members.

Third, the strategist is a manager and intellectual leader. A cold and calculating pragmatist and theorist, capable of calculating all possible options and choosing the best one for both themselves and the team. The strategist develops team policy and its interactions with the external environment, and clearly assigns responsibilities within the team. They are diplomatic but avoid close friendships with team members, maintaining neutrality and an objective view of each employee. Due to their low emotionality, the strategist will not understand the concerns of the creative. It's best not to communicate directly with them; a communicator is there for that purpose.

The fourth element in the team is the critic, who soberly evaluates the work of all the previous types. He doesn't particularly consider how painful his criticism is, and, without scruples, conveys the truth to the masses. He himself is not a proponent of unconventional solutions; his thinking is quite traditional. He cannot understand the artist's creative quest and is incapable of flexibility, so he often engages in direct conflict when defending his position. He maintains aloofness within the team, emotionally distancing himself. However, his role within the team determines the state of affairs. In the event of success, his skepticism prevents the team from becoming complacent, and in the event of failure, a healthy outside perspective allows him to identify weaknesses.

And finally, the fifth is the communicator —a person who establishes contacts and is approached for advice and participation. This is an emotional, informal leader, balanced, sincere, and empathetic. He can reach agreement with any person or group. He will find the right words to explain the task set by the strategist, the social norms required by the coordinator, and the shortcomings of the critic's work. He combines the skills of a psychologist, teacher, and clerk. His personal ambitions fit seamlessly into the collective rhythm. Therefore, he feels comfortable in a team without losing his individuality.

If Boris Higir divides people into types depending on the type of perception of reality, then for Evgenia Gromova, president of the WorkLine group of companies, the denominator is the values ​​of a person that determine his main motivation in life. Each of the six types identified by it has its own incentive to work.

Spiritual materialists, or intellectuals, strive for harmony through self-improvement. They are characterized by freedom of thought, but not freedom of expression. They usually make good analysts. They are irritated by deliberate reminders of their obligations, as their actions are often guided by an innate sense of duty. People of this type are not inclined to change jobs frequently.

Innovators are independent individuals who strive for freedom to make decisions within their area of ​​responsibility. Restrictions in this area lead to the decision to leave the company.

Hedonists tend to be owners of large companies, capable of achieving what they want. The value system of hedonists' lives revolves around the concept of "love." They literally cannot live without loving the world around them. For them, high-stakes work must be comfortable – both emotionally and physically. During a crisis, emotional comfort is primarily associated with trust within the team and a clear perspective. This is achieved through close collaboration in dedicated meetings, including off-site meetings, and keeping the team informed as much as possible, which increases confidence and enables more effective decision-making in a situation of uncertainty.

For the average person , the most common type in society, material reward is paramount. They value stability and comfort. They can be motivated by rewarding specific results and offering deferred bonuses as a retention program.

Careerists are more focused than others on achieving a certain social status through career advancement. For this personality type, power and recognition are the measure of success. The company's success depends on their competence and effectiveness, so performance evaluations should be regular and closely linked to compensation. This is especially true during periods of intense change.

Imitators highly value communication and support, both from friends and family. They are completely dependent on the opinions and support of their reference group. At their most extreme, they are party animals who, deep down, dream of fame. Status, expressed through individualized socially oriented programs that reflect their lifestyle and meet their needs, is essential for maintaining a high level of motivation. This may be what they need most at the moment, or something they cannot afford for whatever reason.

How not to get lost in three pines

It would seem that all of the above theories are true. Which one should be guided and should they be guided at all?

Radislav Gandapas believes that role theories are similar to various types of horoscopes. After all, no one will argue that both the Chinese and the horoscope of the Druids are true. Just the use of one or another is determined by the culture of their adherents. In other words, who is used to using what. According to Radislav, it’s almost impossible to plan a role arrangement when applying for a job. In reality, roles are separated naturally and also transferred naturally when, for example, one person leaves the team. Thus, the same person can assume the role of critic, and then change it to the position of coordinator. “Man is not static. We hire one person, after a month we already see him completely different. His goals have changed, he has new opportunities, which has led to the disclosure of drowsing talents, ”says Radislav Gandapas. - The only one who can’t change the role under any condition is the leader. And it is important for the leader to clearly understand his place in the team. It is most important".

Role theories are good in that they can tell the leader how to incentively incentivize team members. In addition, they allow people to take a closer look at each other, see the unconditional value of each in achieving common goals and rally the team more strongly. After all, the most important thing is to see the role of a person.

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And the wolves are full, and the sheep are safe

The conversation with Radislav Gandapas allowed us to create some kind of ideal model for organizing a work team, in which staff turnover is minimized, goals are achieved as much as possible, and employees get real pleasure from work. It turned out that this model is quite viable. All that is needed is the desire of the leader to change his view of human nature, in agreement with the following axioms.

Axiom One: The desire to work exists within a person from the very beginning.

In fact, it is human nature to get pleasure from work. But there are unique companies that manage to kill this buzz. They make a person suffer during the day, and at the end of the month they pay him compensation for this suffering. And all this is because in the minds of employers and workers themselves the belief reigns that a person is initially lazy. If you go to the online forum on Monday morning, you can read about the terrible suffering associated with coming to work, and the expectation of another five days of torment. This approach to work is suicide in life. It is necessary to show a person the possibilities of self-realization and create comfortable working conditions.

Axiom two: A person who doesn't get exhausted at work is only focused on work and not on discussing personal issues.

Very often in groups, especially in Russia, people begin to share with each other parts of life that are not related to production processes. Employees carry in their work team problems of personal life that are secondary to work. So, gradually the office of the company becomes not only a place of work, but also a psychotherapeutic office. This is because people are forced to devote most of their waking time to making money. For example, in Switzerland it is legally forbidden to work more than 5 hours. If a person wants to process up to 6 and up to 7 hours, he must pay the state money. The logic of such a law is that such an employee will retire more sick than a person who takes good care of his health. And the state will have to spend more on the first than on the second. So why should he not pay the state in advance ?!

Axiom Three: A person works the longest in the company that is committed to their professional development.

Very often people leave for another company under the pretext that they pay better, work is closer to home, or there is a better team. In fact, it turns out that the new place of work is fundamentally no different from the previous one. Why do people leave? People leave when they see no prospects. And it’s not a promotion. The employee wants to develop personally and professionally. If the seller is instilled with the skill of good work and shows ways of personal development, and not just give instructions for the sale, then he is more likely to linger in one place.

Axiom 4. Responsibility in employees is fostered by the example of the leader.

A sense of responsibility is brought up over time. And his main educator is the first person. If the father forbids his son to smoke, but smokes himself, then the result of such training is the opposite of what was expected. Also, a leader who puts forward some values ​​in the company, but at the same time violates them at every step, kills the root of a sense of responsibility in employees.

First Person

President of the Pret-a-Porter Paris exhibition Jean-Pierre Moschot:

" If we're talking about the commercial team working during the exhibition, then, figuratively speaking, these are the girls who have to be on the sidewalk all day, meaning they have to be close to clients at all times. We have a separate commercial team in each city. The technical team and communications department are the same for all cities."

We need reactive people who quickly navigate the situation and also act quickly. Which are not afraid to work. Organized. To maintain this spirit of aggressiveness, sports anger, we often update the sales team. In the same way, in the technical team, we want people to always work better. We want people to look for new opportunities. The meaning is the same as in a small company - to give all the best to 100% and always move on.

Head of TMHF GROUP Jacob Treskov:

- Translated from Spanish, "commando" means "control." This is the closest meaning to me. To create an effective and well-coordinated team, four factors are needed: a common goal that all team members will strive for; clarity of instructions so that each person understands his position and tasks in the organization; high motivation of employees and most importantly - faith in success. A professional who is not afraid of difficulties, who is ready to take risks and make decisions, who believes in himself and in a common goal, is a worthy member of our team.

The presence of a leader in a team is implied by itself. If only because the art of being a leader cannot be taught. These are special people who possess such qualities, thanks to which others are ready to believe them and follow them towards their goals. The leader in the team is a “vector” for all employees, a successful, courageous, open to communication, fair person in decision making.

The motivation system in our company is built in a classic way: there is material incentive, there is non-material incentive. The first type is interest on sales, deductions from new customer orders and other financial incentives. Non-financial incentives include trips to seminars in Europe, discounts on products, and medical insurance. TMHF GROUP has a small team, so we can provide an individual approach to the employee. We value all team members and take care of everyone. This is what increases employee loyalty to the company. The main qualities that are valued in our company: high personal motivation, the desire to avoid failures, a creative approach to the common cause. And as my friend psychologist says, the strength of the nervous system is now rising in price. In addition, I highly appreciate a decent education, no matter whether professional or not. It is important that the desire to learn is maintained.

Head of Milana Sales Pavel Savin:

- A team is, first of all, a team of like-minded people, people close in spirit and understanding, united by a common goal. The team eliminates the situation of "pulling the blanket." Its members are able to make balanced and mutually beneficial decisions. Of course, the main principle of the formation of such a team is the psychological compatibility of employees, their approximately equal level of professionalism. Therefore, when hiring, the first thing we pay attention to is professional experience. We are interested in outgoing, responsible, efficient employees who do not forget to call the client, are ready for business trips and are able to make decisions on their own. These requirements have remained unchanged today. Although, of course, finding such employees is difficult. As a rule, applicants lack purely practical skills, for example, they do not know how to work with the 1С program.