10 tips on how a manager can build relationships with employees

I have been managing the company since 2006 and have long realized that good relationships with the team are one of the key components of business development. When employees clearly know their responsibilities and see that management values ​​them, their motivation increases and the office environment becomes much more comfortable. So, in the end, building relationships with subordinates costs both time and material costs. Here are the principles to follow in doing so.

1. Carefully assess your own expectations from employees

It happens that the manager draws up a psychological portrait of the employee and, based on it, expects certain behavior and attitude from the person. This portrait consists of professional and personal qualities. With the first, everything is clear: the employee’s skills must meet the requirements of the vacancy. But personal qualities are another matter.

However, the employer may mistakenly expect that they should coincide with his

expectations. Even if they are indirectly related to the work or do not relate to it at all. For example, he expects that all his subordinates will consider work as their second home, and colleagues as family members, and to behave friendly and open. But some employees do not support this point of view.

They clearly distinguish between business and personal relationships and do not strive to be friends with colleagues and superiors.

The manager concludes that such detachment may have a negative impact on work. It is only after a while that it becomes clear: emotionally closed subordinates perform their duties on an equal basis with others and behave politely.

Is it worth disliking them for their reluctance? be friends with colleagues? It’s up to you to decide, but if the employee’s coldness does not affect the results of work and does not provoke conflicts, then he has every right to it.

It is important to remember that subordinates do not have to live up to the ideal in the boss’s head. They must respect him and each other and do their jobs well, but that’s all.

2. Respect other people's boundaries

First of all, employees should be valued for their responsibility and professionalism. And it is important to be able to accept the life principles of subordinates, even if they differ from yours. If the employee’s values ​​come into sharp conflict with the manager’s values, it is better to part ways on the shore rather than work in an atmosphere of mutual hostility.

The topic of personal boundaries concerns, for example, attitudes towards working time. Let's say the boss thinks that linger after the end of the working day is the norm. For a subordinate, this is unacceptable, and he considers such a demand a violation of boundaries.

And he is right, including from the point of view of the law.

Yes, sometimes it is possible to stay for half an hour, but this should not become the norm.

Boundaries must also be respected in communication - both between management and subordinates, and between employees. The employee has the right not to be frank and not to share personal experiences. The manager should respect this right and not impose himself or encourage excessive curiosity on the part of other subordinates.

3. Resolve conflict situations quickly and effectively

Imagine: two accounting employees had a serious quarrel, because each was sure that the second had made a mistake in her part of the work with documents and because of this everything had to be redone. One of them complained to the manager, the second kept the grudge to herself. As a result, the boss called both of them into his office, allowed each to express their point of view and offered to immediately make a decision that would suit both parties.

In the described case, the manager acts as an observer, but he can also take an active part. For example, offer your solution to the problem or talk with each of the parties to the conflict separately, and then make a verdict.

Choose which approach is closer to you, the main thing is not to ignore such situations. But you shouldn’t put too much pressure. If you aggressively impose your decisions or threaten employees with fines, there is a high probability that the dispute will simply be hushed up to please the management, and mutual hostility will continue, and secretly from you.

4. Set clear goals and define clear goals

The ability to immediately competently and clearly outline the task and identify deadlines its implementation is a matter of paramount importance. Keep in mind that the employee must understand the purpose of a particular task. This will make it easier to evaluate the process and results of the work, identify shortcomings and work out the reasons for their occurrence.

This will also help you deal more effectively with similar projects in the future.

The following situation can be cited as an example. The manager gave the employee the task of sorting documents according to certain parameters - but did not name all of them. He also did not voice the final goal of the task, believing that if it was obvious to him, it would be clear to his subordinate. But he did not understand the meaning of the order and carried it out without taking into account that same unnamed parameter. And in the end his work was useless.

It is in order to prevent this that it is important for the manager to indicate the goals of the tasks, and for the employee to clarify if they are not completely clear. Clear formulation of the problem allows you to demand the same clear result.

5. Point out to the employee his shortcomings tactfully and give recommendations on how to eliminate them

The surest way to ruin relationships with subordinates is to scold them for every mistake. And especially in public. Of course, you don’t need to keep employees who make the same mistakes all the time. But if this happened for the first time, point out the shortcomings gently, without blaming or imposing feelings of guilt.

Let’s say an employee doesn’t like to communicate via voice messages, but clients prefer this method of communication. The manager gently points out that it is ethical to respond to people in a format that suits them. And also promises to help if anything happens.

And he gives advice not in the style of “you shouldn’t do this,” but in the style of “look, you can do it a little differently. And here’s a life hack to make the transition easier.”

If a mistake happens not the first, but the second or even the third time, act according to the circumstances. Sometimes it helps to speak directly to the employee and point out that you are unhappy. But, if you understand that a person will still continue to make the same mistakes, dismissal will be the best solution.

And in order to avoid certain shortcomings on the part of employees, it is possible to establish written responsibility measures in the internal labor regulations.

6. Delegate responsibilities

Select employees who you think will be good at specific tasks - for example, because they have done similar work before or because it is part of their direct responsibilities. And feel free to entrust them to them.

Example: you have two people working for you with roughly similar responsibilities. One of them loves to deal with documents, always sorts them carefully and delivers them in perfect condition. Another prefers any paperwork communication with customers.

Reporting is the responsibility of both, but additional documents should still be handed over to the first employee for processing, and interaction with clients should be entrusted to the second. Thanks to this, the work will be done better.

You must determine for yourself who is best to delegate this or that task. And if you are not completely sure that your subordinate will cope, you should direct him or select a mentor from among more experienced employees. And don't forget appreciate effortswhen the work is done.

7. Encourage proactive workers

You should not follow the principle “initiative is punishable”: this will discourage employees from any desire to show independence. On the contrary, show that you support their activity, try to discuss their ideas with subordinates, and give some freedom of action whenever possible. Employees will see that they are noticed and listened to - and this in itself is an excellent motivation.

The reward for good work should be chosen based on the employee’s desires.

For some, a prize is more important, others dream of seeing their photograph on the honor board, and for others, verbal praise is enough. There is another type of employee: they prefer to receive credit as a reward. That is, the knowledge that they are considered highly qualified specialists and are entrusted with more complex tasks. This means that a promotion or the same bonus is not far off.

8. Follow your own rules

Remember: intra-corporate the rules are the same for everyone. If you already have a list of “office rules” or are just developing one, make sure that you yourself follow or will carry out what is written in it. This will strengthen your authority in the eyes of your subordinates.

Imagine this: a manager frequently reminds employees to keep their desks clean and tidy. But then he himself must follow his own rule. And if he doesn’t do this, his authority in the eyes of his employees will sooner or later decrease. After all, if the boss does not follow his own words, others may not listen to them either.

9. Train your employees

This is an important element of recognition importance of workers For the company. It is useful to organize and pay for courses and training programs both for all employees and for those who are applying for promotion or showing initiative. Show your subordinates that you are interested in their professional growth.

The frequency of training depends on the needs of employees and the company.

In some areas, knowledge is updated every few months, while in others much less often - it all depends on the niche.

If employees themselves ask to organize or pay for their training, this should also be encouraged. But check the quality of the training programs they choose and whether they are in line with the interests of the company. There is no need to pay for something that a person wants to learn simply for himself, and not for work.

10. Motivate employees for professional success

Motivation can be both material and intangible. The first, for example, includes a salary increase, bonus, bonuses such as tuition or compensation for fitness training.

However, money is far from the only incentive for subordinates. A salary increase is always pleasant, but sometimes recognition in a team, a favorable psychological climate, a comfortable workplace and other intangible conditions are much more important.

If the corporate culture allows it, you can arrange informal meetings with employees: go to events, excursions, creative master classes. Or choose any other activities that the majority will approve of. Communication in an informal setting relieves stress atmosphere in the team and creates a good psycho-emotional mood. Thanks to this, business problems are then solved much easier.