You or you: professional exploitation of subordinates. Alexander FridmanYou or you: professional exploitation of subordinates

A unique practical guide to building an integral and total system of effective corporate governance from a leading Russian business coach. A tough and pragmatic approach to management, taking into account the peculiarities of the Russian mentality and business customs.

This book is a unique practical guide to building a holistic and total system of effective corporate governance “from scratch” throughout the entire organization from top to bottom. The book will help any manager structure the already accumulated knowledge and skills and continue the targeted development of their managerial qualifications.

A tough and pragmatic approach to management, taking into account the peculiarities of the national mentality and Russian business customs.

Nothing extra. Only useful practical information, only the knowledge that can be instantly applied in practice in everyday work, only those techniques and technologies that work and produce results in many successful companies.

Alexander Fridman is a managing partner of the consulting company Amadeus Group, a member of the board of directors of a number of companies, and the author of more than 50 original programs and special courses for training managers.

Name: You or you: professional exploitation of subordinates. Regular management for a rational leader
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You or you: professional exploitation of subordinates. Regular management for a rational leader
Alexander Fridman

A tough and pragmatic approach to management, taking into account the peculiarities of the national mentality and Russian business customs.

Alexander Fridman is a managing partner of the consulting company Amadeus Group, a member of the board of directors of a number of companies, the author of more than 50 original programs and special courses...

All rights reserved. No part of the electronic version of this book may be reproduced in any form or by any means, including posting on the Internet or corporate networks, for private or public use without the written permission of the copyright owner.

Preface to the second edition
About people and homunculi

I express my deep gratitude to all readers who took the time to inform me about the shortcomings and inaccuracies that crept into the first edition of this book. Thanks to your attentiveness and even meticulousness, I was able to finalize and, I hope, improve a number of chapters and sections.

In addition, I want to thank the students of my seminars and employees of companies in which I have led and continue to conduct consulting projects on the implementation of regular management. Thanks to your support, and often your critical spirit, I was able to hone, test and improve the principles that need to be used to improve the effectiveness of the corporate governance system.

The pre-crisis abundance and subsequent “temporary difficulties” in the economy revealed one hitherto deeply hidden problem: the low efficiency of companies. Managers do not yet take into account business performance at all or only monitor financial results, not paying attention to the state of the corporate governance system. In my opinion, it is appropriate to pay attention to two key parameters that determine, in addition to the natural compliance with the appropriateness of expenses, the real efficiency of the business: labor productivity and staff work content.

Labor productivity determines how much conventional work an employee will produce per unit of time. Of course, the work of a manager is more difficult to “digitize” than the work of a turner, but this, as you understand, does not make it any easier. In terms of labor productivity, Russia lags significantly behind those countries whose products we in one way or another encounter in both domestic and foreign markets. Obviously, this state of affairs leads to higher costs and, accordingly, a lack of opportunities for real competition.

In addition to how much the employee will do, it is also obviously important what exactly he will do and when. This is what I call “work content.” It is clear that if an employee, even with high productivity, does something that does not need to be done at all, or is necessary, but not now, then this will have a more negative impact on the final efficiency than a positive one.

But, unfortunately, the increased demand for managers has caused the emergence of those whom I began to call “homunculi.” Their distinctive features are an avant-garde appearance, impressive self-confidence, fluency in management terminology, a willingness to resolve any issue and a complete inability to put their plans into practice.

So, the absence of a “fair wind” in the form of favorable economic trends will not allow poorly organized companies to live well, and the gradual revival of markets that has begun requires real managerial professionalism from managers, otherwise everything will go to competitors. It's not good to blame everything on the government, inept subordinates and bad weather. A manager is a person responsible for everything that happens in his “jurisdiction.” And nothing, except insufficient professionalism in the field of management, prevents us from achieving the efficiency that will allow us to really compete in our market. Let's leave excuses to the weak. The strong must rule; the choice is known: you or you. And may luck and success be on the side of those who seek opportunities.

Preface
A few boring words about management efficiency

Boring, because after the public recognition of the fact that the country had entered a period of economic instability, literally everyone started talking about the effectiveness of management: first, the top officials, and then only the lazy did not notice.

Previously, this topic was not particularly in our honor for reasons about the same as a healthy lifestyle: no one denies its usefulness, but there is also no hurry to follow it.

I don’t even know who, when and why classified personnel as so-called “intangible assets”. If you count how much all types of personnel costs cost a company, the amounts come out to be quite impressive. As for labor productivity, in the world table of ranks we are in a place that even a slightly thinking jingoist should not be proud of.

Both the cost and the very possibility of transforming ideas, plans and plans into real results depend on the clarity of operational management of subordinates, and therefore on the managerial qualifications of the manager.

In an era of prosperity, no one naturally wants to bother themselves with concerns about the effectiveness of management. Everyone is, as a rule, busy with extensive development and is enjoying the fruits of the new prosperity to the fullest. As befits enlightened people, we, of course, feel a slight sense of guilt for our frivolity and promise ourselves that someday, in the future, we will definitely attend to the useful, but “tasteless” issue of efficiency. But, unfortunately, we usually stay too long in our comfort zone.

In times of economic instability, the importance of efficiency—not to be confused with effectiveness—of management increases many times over!

The approaches of most of our leaders to solving this problem are reminiscent of the thoughts of a monkey from a famous fairy tale, which could not get around to building a house for itself: in the summer it was already warm, and in the winter the wind and rain greatly interfered.

During a crisis that usually comes unnoticed, it turns out that the moment of optimal freedom of maneuver has been missed, and all resources are now spent on combating the consequences of precisely that same chronic inefficiency.

Popular wisdom teaches that such a model of behavior does not ennoble even a monkey. So, maybe it's time to start behaving like a representative of Homo sapiens? There is still no other way out, and no one but us is to blame for the fact that we had “no leisure” before. However, should we get used to overcoming difficulties created by our own hands? It seems to me that this activity, due to its popularity and tradition, is worthy of being legalized as a national sport.

And one more no less “boring” topic. During a crisis, people are always concerned about finding additional financial resources. Question: is there much use in pouring gasoline into a leaky, that is, ineffective, system? Of course, additional funds may be needed, but they will only be useful if, at the same time, someone finally gets serious about management efficiency. Otherwise, this attracted resource, which is expensive in modern times, will be consumed without much use.

If you belong to that reasonable minority of leaders who, even in well-fed times, did not forget about the basic laws, then now, in harsh times, you will have to continue this glorious path and worthy of all imitation with special zeal.

It may seem to you that I am exaggerating. Strong recommendation: soberly assess what is happening around you. Hiding your head in the sand, leaving the other part of your body outside, is unworthy of a leader. Your time has come, and a lot depends on how you play your game.

What is this book about?

About the professional exploitation of personnel and regular management as a means to ensure this beneficial process.

No, this is not a mistake. The title actually has the word "exploitation" written all over it. Of course, against the backdrop of general calls for humanization, liberalization, rejection of authoritarianism, the indispensable unity of teams, unleashing creative potential, attracting real talents and full-scale involvement of subordinates in the decision-making process, this may seem blasphemous.

Business is a one-way road. Anyone who has taken this path must understand: it won’t get any easier. Every day a manager has to solve more and more complex problems. They say that the most costly thing for us is the neglect of hackneyed truths. So here's about them.

Whatever one may say, we have capitalism in our yard with all its characteristic features. But this system does not imply equality.

Business must be profitable. Profit, as we remember from the “Capital” of the unforgettable Karl Marx, can only be extracted from surplus value. Appropriating it with the subsequent return of some part to the one who produced it is called exploitation. Do you agree? Then let’s call a spade a spade and won’t lower our eyes in embarrassment and blush with shame.

Life in modern society consists of an endless exchange of surplus values. You don't want to exploit anyone and you don't want to be exploited? Then your only choice is to live outside society.

That is why organizing professional exploitation of subordinates is the main task of a manager. Of course, I’m not talking about that exploitation, the vile essence of which we were outraged back in the days of the Soviet Union. I am more in favor of comparing a modern manager with an operating engineer who must “know and be able to.” Only in this case will he be able to provide the mode of operation of the equipment that is vital in this situation. I foresee your objection: people are not machines, they have character, desires, free will...

So I say: know and be able to. Know everything that you may have just mentally listed, and much more. And be able to use...

Tell me, does it happen that a manager is faced with the task of achieving a certain result within a specific time frame, and this is so important that, for example, issues of staff comfort recede into the background? It doesn't matter why, there can be many reasons. But it does happen? And not everything depends on the ability to prevent such situations; there are circumstances beyond his control. And this happens all the time during a crisis, doesn’t it? If you don't know how to properly mobilize your employees, then you can only rely on “collective consciousness”?

In case really professional No one particularly suffers from exploitation, but people will simply be obliged to show responsibility and discipline; you will leave them no other choice. And here efficiency will certainly follow.

The idea that a properly energized, inspired, cohesive and motivated workforce will produce the right amount of added value and share it with the manager is perhaps the most dangerous management fallacy. Motivation, of course, is needed, but it cannot be done without some coercion. The relationship between the leader and the subordinate should always be so clear that no one ever has any doubt about who is really in charge.

And now – about regular management. What else is this? There are thousands of books on management. And any leader who has studied this subject at least once probably felt like that blind sage who, by feeling, tried to determine what an elephant was.

Moreover, let me suggest that as we turned to various sources, it did not become easier, but, on the contrary, the picture seemed more and more vague, didn’t it? Maybe that’s why, including among practicing managers, it is considered good form to be skeptical about management theory?

Regular management involves formalizing the work of subordinates and creating conditions for the conscious implementation of the required number of management steps.

Fact: For many managers, the management system is a kind of “black box”. The very fact of its operation is obvious, but the principles of operation, alas, are not very clear.

Consequence: Most of the time, the manager is engaged in his own affairs, and very little attention is paid to the process of managing subordinates. The process of managing subordinates turns into a daily feat of the leader according to his own feelings. Most of the time is occupied by one’s own work, but very little attention is paid to managing subordinates.

Problem: Market pressure is growing, there is nowhere to increase the working day, and our own resources are at the limit. Employee productivity should depend primarily on the quality of your management, and not at all on the overall desire of the staff to benefit the company.

Conclusion: a company's competitiveness is increasingly determined by its level managerial the qualifications of all managers and, to a much lesser extent, their experience and enthusiasm. Of course, having these qualities is very useful, but not enough, since it cannot compensate on a regular basis for the lack of the proper level of professionalism.

Decisions are implemented precisely through management. Regular management allows not only to reduce the level of personal dependence, but also to ensure proper business efficiency.

Exactly management qualification The leader is the main factor that determines the results of activities in general and the degree of effort, in particular, of 80% of employees. About 10% will always perform poorly, and 10% will always perform well, almost regardless of the quality of management.

While working on the book, the last thing I thought about was the popularity and (or) fashionability of certain concepts. I have outlined only those principles, approaches and technologies whose practical effectiveness I have become convinced of over 15 years of consulting companies and training managers.

In Chapter 1, “To Rule or to Be Obeyed: A Complex Path to a Simple Choice” it turns out why the term “exploitation” is the most accurate description of the leader’s activities; we will see if there is a difference between the operation of technological equipment and the operation of humans. In addition, the reasons are analyzed why the vast majority of managers are unaware of what management is, and why we do not attach importance to managerial qualifications, but prefer to prioritize development in our industry. From this chapter, the reader will understand how conscious his choice of the “leader’s path” was, and will master the first technology: how to make the right choice.

In Chapter 2, “Mistakes for a Lifetime: The Rough Starts of Emerging Leaders.” various scenarios within which the beginning of a manager’s career unfolds, typical management mistakes and the most likely consequences for all his subsequent activities are studied. Aspiring leaders here will master the methodology of correct actions during their “start”. If we are not going to neglect one of the most important functions of a leader and plan to develop loyal professionals, then this will definitely come in handy.

In Chapter 3, “Leader and Management Theory: Does a Goat Need an Accordion?” typical options for the attitude of managers to management theory are analyzed. If we cannot structure and localize the sources of the problem, then is it possible to cope with them? No. We are doomed to fight the consequences. This chapter explores the reasons for distrust in management theory, describes the resources that most managers use to replace the lack of systemic management knowledge, finds out why “theories don’t work for us,” analyzes the consequences of neglecting management theory, determines what management theory can give and what it can give can not. Ultimately, a conclusion is drawn about how to properly combine management theory with other resources: experience, intuition and common sense. All this will allow the manager to eliminate mental contradictions and correctly use that powerful resource for increasing the efficiency of managing subordinates, which is inherent in management theory.

In Chapter 4 “On the character of a successful leader: are there “ideal leaders”” the ideal character traits of a “real leader” are analyzed, which significantly confuse practicing managers. It examines various approaches to character typification, provides recommendations on how to choose between an innovator and an administrator, and determines which character traits are key for an effective leader. These conclusions help get rid of a number of illusions and enable a manager to correctly assess not only his own managerial potential, but also the potential of colleagues and subordinates. But most importantly, this chapter will help the manager master a real and accessible technology for developing and eliminating certain traits of his own character. Of course, unless it turns out that he is ideal.

In Chapter 5 “The Leader and the “Way of the Warrior”: What Hinders the Development of Our Management Skills” the reasons that initially hinder the development of managerial qualifications of a manager are analyzed, as well as obstacles that can hinder the development of an experienced manager, and their possible consequences. The leader will learn to overcome obstacles, identify learning phases and act correctly at each of them. You will master a self-development technology that, on the one hand, ensures real efficiency, and on the other hand, allows you to do it with pleasure, without turning life into a continuous feat.

In Chapter 6 “How much does Monomakh’s hat weigh: power as the basis of effective management, where it comes from and how to use it” analyzes why managers, as a rule, have very little idea of what power is, how to use it, and even mistakenly believe that they acquire it along with their position. In this chapter, the leader will have to study the basic purpose of power, the rules for using power in managing subordinates, its nature, functions, signs of strong and weak power, the problem of self-seizure of powers and the sources of the formation of strong and legitimate power of the leader. As a result, he will master the technology of adjusting and customizing the “field” of power in accordance with current management tasks.

In Chapter 7 "Regular Management and Other Operating Systems: How to Choose the Best" the basic principles of regular management, the history of its development, as well as the key elements of the formation of the main “operating systems” on which the corporate governance system can be based are explored. It analyzes the advantages, disadvantages and limitations of these systems, the prevailing types of subordinates, the applicability of the systems in various market situations, the prospects for using these systems during an economic crisis and the possibility of combining different systems within the same company. The manager will master the principles and technologies of correct “adjustment” of regular management in conditions of an economic crisis or in accordance with other external factors.

In Chapter 8, “Myths and Reefs of Modern Management: If You Decided to Acquire the “Most Modern” Arsenal of Fashionable Management Techniques” We'll take a closer look at what is often bought and sold instead of basic management techniques, and find out why managers are so eager to buy "magic wands." This chapter analyzes the reason for the main attractiveness of various management myths for practicing managers and the consequences of untimely attempts to disrupt the correct sequence of evolutionary development of the corporate governance system through the most modern management “equipment”. In addition, the main reasons for the unpopularity of regular management in the post-Soviet space are identified. As a result, the manager comes to a clear understanding of what may prevent him from implementing the most effective methodology for managing subordinates, as well as the correct sequence of development of the corporate governance system.

In Chapter 9, “Why the Top Can’t: What Prevents Leaders from Managing Subordinates” one of the main reasons for low management efficiency is analyzed and it is found out why managers devote much less effort and time to managing subordinates than required, despite the fact that they themselves are overwhelmed with work and the workload of subordinates is insufficient. The chapter identifies and describes typical key obstacles that prevent managers from managing. Ignorance of these “interferences” and, accordingly, the inability to conduct self-diagnosis leads to the fact that all managers find themselves in one way or another dissatisfied with the work of their subordinates, onto whom they try to transfer responsibility for their managerial mistakes. As a result, the manager gets the opportunity to identify his individual set of obstacles and develop a mechanism of action to correct the situation and improve the efficiency of managing subordinates.

In Chapter 10, “The Responsibilities of a Leader: Everything is Clear to Everyone, But Nobody Really Knows Anything” a pattern that is strange at first glance is being explored: if an experienced manager is asked to list his responsibilities in the field of managing subordinates, then he most likely will not be able to name them or will give them out without any logical structure. This chapter analyzes the problems that hinder effective management when there is an unclear understanding of managerial responsibilities. The manager has the opportunity to master several approaches to structuring his managerial responsibilities, as well as systematize their content and typical mistakes when performing them.

In Chapter 11 “Leader’s competencies: what a professional should be able to do” The contents of three “toolboxes” of a professional leader are examined. Here we analyze the general purpose of each set of competencies and the scope of application of each of them in the practice of managing subordinates. Thanks to this, the manager masters the key principles of optimal combination of management competencies for the best performance of his duties.

In Chapter 12 “Why the lower classes don’t want to: what influences the attitude of subordinates to work” the second main reason for low management efficiency is analyzed. Here we examine the basic factors that influence the insufficiently responsible attitude of subordinates to work, as well as those prerequisites that form the discrepancy in expectations of results and assessment of contribution to work between managers and subordinates. The reasons why people are often not attracted to the idea of working better for better rewards, how a feeling of satiation with the achieved result arises, and why calls from managers to make additional efforts are not properly reflected in the actions of subordinates are explored. The main thing is that the leader is now able to get rid of many illusions and adjust his ideas regarding possible methods of influencing the situation.

In Chapter 13 “How to influence the diligence of subordinates: a vector diagram of regular management” an analysis of the possible positions of subordinates in relation to the management system is carried out and the key behavioral features that are demonstrated in each of the selected positions are determined. In this chapter key principles are formulated for the manager to use managerial competencies to influence changes in the positions of subordinates, examples of the consequences of violating the principles of forming a correct vector diagram are studied, and recommendations are mastered for the correct combination of three “vectors” of influence: interest, coercion and support in order to ensure maximum work efficiency.

In Chapter 14 “Between an Angel and a Devil: How to Build Relationships with Subordinates” the answer is given to the question: why are most managers “seriously” concerned about the problem of forming the right relationships with subordinates? How useful are good team relationships for effective management? What if the manager and subordinate are friends? Is it possible to maintain camaraderie outside of work and how can you prevent possible problems? The chapter examines whether it is possible and necessary to have informants among subordinates, as well as how to properly consult with subordinates when making decisions. The manager is given recommendations on how to finally get rid of many long-standing problems and acquire a reliable method for forming the right system of relations with subordinates.

In Chapter 15 “Where to start a new life: the benefits of magical paradigms” the advantages of correcting and forming paradigms of thinking of subordinates are analyzed before focusing on managing individual actions. Here we examine the optimal set of paradigms, the observance of which by subordinates ensures high predictability of their behavior and significantly reduces the managerial burden on the manager. Supervisor receives a detailed description of these paradigms, examples of correct – according to the paradigms – actions of subordinates in various situations and recommendations for the implementation of paradigms in management practice.

Preface to the second edition

About people and homunculi

Preface

A few boring words about management efficiency

Previously, this topic was not particularly in our honor for reasons about the same as a healthy lifestyle: no one denies its usefulness, but there is also no hurry to follow it.

In times of economic instability, the importance of efficiency—not to be confused with effectiveness—of management increases many times over!

What is this book about?

About the professional exploitation of personnel and regular management as a means to ensure this beneficial process.

Preface to the second edition
About people and homunculi

Preface
A few boring words about management efficiency

Previously, this topic was not particularly in our honor for reasons about the same as a healthy lifestyle: no one denies its usefulness, but there is also no hurry to follow it.

In times of economic instability, the importance of efficiency—not to be confused with effectiveness—of management increases many times over!

CEO

to whom: business owners, management, heads of departments

Briefly about the author and the book

Alexander Fridman is a well-known consultant in the field of strategic development and increasing the efficiency of commercial companies. Owner of his own business since 1988.

The book “You or you. Professional Exploitation of Subordinates" is a fundamental work on how to put things in order in your organization. There are not only ready-made recipes, but also technologies.

If the manager owns the technology, he will independently develop his own recipes in a specific situation. This is a very important skill, because there are a finite number of ready-made recipes, and an infinite number of management situations.

The inattention of the manager leads to a lack of controllability in the organization

The consequences of a manager’s inattention to violations of established rules by his subordinates will not be long in coming. Here they are:

Subordinates constantly probe the field of power surrounding them in order to check: maybe it is not necessary to follow this or that rule? What happens if you break it a little? As if as a joke? What if on Friday morning or Wednesday afternoon?
If the management system does not properly respond to a violation of a rule, then this information is diligently recorded by the subordinate.
As the gaps discovered in the field of power grow, the negligence of subordinates increases. The more rules you can break, the less you want to follow the rest.
If the management system cannot cope with violations of its own rules, then this clearly demonstrates to all participants not only the weakness of power, but also the fact that rules can be broken in principle.
If you can break the rules, then why do you need to follow agreements, try, make efforts? Why is it necessary to complete the task according to all parameters and in due time? Why do you need to do this task at all? Why bother to remember any details?
Subordinates begin to divide rules into mandatory and optional, guided by their personal motives.
The structure becomes poorly managed, and a large management gap appears.

So what to do with all this? If you want to find the answer, read the book by Alexander Friedman. Improve your leadership and management skills. Everyone benefits from this: you, the business and the hard workers among your employees.