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Professions related to people require a special approach. V. Krupitsa Personality Team Relationship style (socio-psychological aspect) Textbook Overcoming communication barriers

About the ability to work with people

Wall Street Journal

“Mary Kay's book is fantastic! Every leader should read it. The formula is simple - care, trust and an unshakable belief that every person, if given the opportunity, can achieve excellence. The point is that this principle works in the steel industry, in the automobile industry, and in an extremely successful cosmetics company.”

“What is of particular interest is the idea of a completely new approach to leading people, avoiding competition and hierarchy, supporting the desire to succeed.”

San Francisco Chronicle

“Each Mary Kay principle can help not only in creating a thriving business, but also in everyday life. They will bring success to your personal relationships. Try it and see the result!”

King Features Syndicate

“Progressive and inspiring... The main theme of the book is that... that management is an art, education, the basis of all foundations. We must learn this, both companies and managers.”

Wall Street Journal

"An exciting, uplifting book."

Atlanta Journal-Constitution

“Read and learn how to help people open up. Mary Kay teaches rules of behavior in the business world, but they are also acceptable in your personal life."

King Features Syndicate

“A wonderful, extremely useful book, unlike all these “textbooks” for beginning businessmen.”

World-renowned founder and president of Mary Kay Cosmetics, Mary Kay Ash, talks about how her $5,000 startup grew into a multimillion-dollar international corporation—and how you can achieve that success, too. The principles of her business management are simple and at the same time revolutionary: care, attention, kindness - that’s it. which really keeps you interested in the work. The main feature of the company's policy is impeccable compliance with standards and control over product quality. Mary Kay proves that following the Golden Rule in management helps a company prosper despite strong competition. This rule works for you too.

Preface

1. “Golden rule” of management 14

Based on one of the most famous and oldest philosophies in the world and having extensive experience in communicating with the business community, Mary Kay claims that the application of this rule in working with people is successfully used in modern business.

2. In your work you rely on people 24

Managers, and therefore companies, depend on the performance of their employees. Good personnel are the most valuable “fund” of a company. People are more important than a plan. A successful company also works for “the people who work for it.”

3. Main motto 28

Each employee should remind the manager of the main motto with his appearance: “Make people feel their own importance.” Never forget this when working with people.

4. Encourage subordinates in their successes 35

Each of us wants recognition. Let people know that you approve of their performance, and they will try to do even better. Recognition of success is the main incentive for active work.

5. The art of listening 43

Good leaders are good listeners. God gave us two ears and only one mouth, so we must listen twice as much as we speak. Listening doubles the benefit: you get the information you need and let the person know that they are needed.

6. Criticisms 51

If you are dissatisfied with the actions of an employee, critical comments should concern only the work, and not the personality of the subordinate. Criticism must be effective and correct.

7. Be consistent in your actions 57

Try to be a man of your word. Only a small percentage of people are consistent in their actions and, accordingly, they are highly respected. It is especially important for your subordinates to know that you have this rare quality - they will think of you as a reliable person.

8. Enthusiasm will move mountains 71

No undertaking is undertaken without enthusiasm. Enthusiasm is transmitted to others and infects them with the desire to act. Good leaders are enthusiasts. It is interesting to note that the word “enthusiasm” is of Greek origin and is translated as “with God in the soul.”

9. The pace of the leader’s work is the pace of work of the entire team 77

As a leader, you must set the pace of work for your subordinates. Good leaders are not afraid to get their hands dirty; They serve as an example for others, demonstrating their ability to work, optimism, which supports the spirit of the entire team. Good leaders, by their example, make everyone think about success.

10. People usually support what they helped create 85

An enterprising leader invites his subordinates to participate in new projects that are still at the “contemplation” stage. By trusting their employees and listening to their points of view, good managers gain support for their new projects from the early stages. It has been established that people usually do not recognize changes if they have not participated in the development of the project and its discussion. Some visionary leaders "plant seeds" that then germinate - everyone can express their idea and take credit for themselves.

11. Open door philosophy 95

At the Mary Kay Cosmetics offices, there are no nameplates on the doors of the managers' offices; managers of any level can enter them. Every employee of the company - from the clerk to the President of the Board - is an ordinary person and is treated as such.

12. Help others get what they want and you
you will also find what you want 102

As the Gospel parable from Matthew says (vv. 25, 14-30), we can use and improve what God has given us. And when we do this, even more becomes available to us.

13. Stick to your principles 110

Everything can change - except your own principles. Never, absolutely never compromise your principles.

14. About the feeling of pride 116

Every member of an organization should feel a sense of pride in their work. He should also be proud to belong to the company. One of the tasks of a leader is to instill this feeling in everyone.

15. Don’t rest on your laurels 126

Nothing kills enthusiasm faster than complacency. Each person should have his own improvement program. In today's rapidly changing reality, a person cannot stop. He either goes forward or turns back.

16. Take risks 133

You must encourage your employees to take reasonable risks. Let them feel that “no one can defeat everyone together.” If you reprimand them for failure, they will stop taking risks.

17. Enjoy your work 139

It's great when you have fun at work; good leaders encourage a sense of humor. In fact, the more a person enjoys their work, the better they perform.

18. Everything will be fine as long as there is something to “sell” 145

Every organization has something that can be “sold”, and every employee of the company must understand that everything will be fine as long as there is something to “sell”. And accordingly, everyone should contribute to this in every possible way.

19. Never hide behind “company politics” or pomposity 153

Never say, “This is not company policy,” unless you can explain what it is. This is the same as saying: “We do it this way because this is the way we have always done it.” Arrogance can also be a cover for incompetence.

20. Know how to solve problems 163

A good leader is able to recognize the real problem and knows what actions to take to solve it. You must learn to distinguish between a real and an imaginary problem.

21. Avoid stress 169

Tension reduces work productivity. Good managers try to create a calm work environment for their subordinates.

22. Grow leaders within the company 177

Successful companies rarely bring in outside executives, mostly trying to grow their own. If a company hires outside management too often, this is generally considered a sign of weakness. The morale of the company suffers greatly, people feel disadvantaged and think: “Nothing will change how well I work. In all likelihood, someone from outside will come to fill the position I would like to get.”

23. Follow the “Golden Rule” at work and outside of it 184

Don't be a hypocrite - live every day of the week as if it were Sunday. Two moralities cannot exist at the same time. Behave the way you would want your children to behave.

MARY KAY - ABOUT THE ABILITY TO WORK WITH PEOPLE

Basic principles of a leader:

PROPERLY EVALUATE THE SUCCESS OF YOUR SUBordinates. Recognition is the main incentive that encourages action. Even critical remarks cannot shake self-confidence if they alternate with praise.

DON'T BE LIKE AN IMPRESSABLE FORTRESS. Communicate with everyone. And listen.

TAKE RISKS. And encourage your colleagues to take reasonable risks.

STUDY THE DEMAND. Focus on the needs and requirements of your customers.

BE ABLE TO FIND SOLUTIONS TO PROBLEMS. Learn to see real problems and take appropriate steps.

CREATE A FREE WORK ATMOSPHERE. Optimism increases performance.

GROW LEADERS WITHIN THE COMPANY. Thus, you establish a responsible attitude towards work.

THE WORK MUST OCCUPY AN APPROPRIATE PLACE. Look for real paths to success.

PREFACE

DEDICATED TO LEADERS AND THOSE WHO BELIEVE THAT THE PERSON HIMSELF AND HIS SENSE OF OWN DIGNITY ARE THE MAIN GUARANTEES OF SUCCESSFUL ACTIVITIES.

In 1983, Mary Kay Cosmetics celebrated its twentieth anniversary. By this time, our annual income exceeded $300 million. More than 200 thousand qualified Cosmetology Consultants use our Company's products to create independent sales units and to teach women universal skin care methods. Our achievements have connected my name with cosmetic products for women.

Among our Consultants and Managers you will find many women whose earnings are more than $50 thousand per year. This is not the case in any other company in the world. Our professionals have achieved these remarkable successes not through competition, which is a common phenomenon in the world of big business, but through understanding the needs and requirements of others. This level could not have been achieved without the enthusiasm of thousands of women. But if someone can consider us a phenomenal phenomenon, then the success of Mary Kay is not a mystery to me. We have created a unique organizational system that allows you to succeed in business. Our methods apply to any type of organization, and the purpose of this book is to share them.

My story began with what others would consider the end. In 1963, after twenty years in management, I retired. I loved my job and had reached my “ceiling” as a training manager for a large corporation, but reflecting on the path I had taken made me despondent.

Thoughts about spending time in retirement caused boredom. I achieved some success, but felt that my capabilities and abilities were not realized. I knew that I had not fully realized myself also because I was a woman. It didn't feel like self-pity - after all, I knew many women suffering from the same injustice.

I knew that anger that did not find an outlet had an extremely adverse effect on health. For many years I was proud of myself and considered myself a balanced person, and suddenly - full of negative emotions! To get rid of them, I decided to make a list of all the good things that have happened to me over the past twenty-five years. These memories had a beneficial effect on me. I managed to overcome my internal discomfort, and my former enthusiasm began to gradually return. Suddenly it occurred to me that these notes could serve as the basis for a book designed to help others. Therefore, after some reflection, I also tried to list all the problems that hindered my work.

Reading my notes again and again, I felt that I was on the threshold of something extraordinary. As an advocate for my child, I wanted to help other women overcome what I had endured. I realized that these notes could be used as the basis for a book about the ability to lead people. But who am I to write a book about working with people? I had no authority either as an author or as a leader. No matter how important my ideas are, who will pay attention to them? But the “Golden Rule” - “treat people the way you would like to be treated” - became stronger in me. If I were a leader, this is the rule I would use when working with people - both men and women. It seemed to me that following the “Golden Rule” is the surest path for a leader.

One can only dream that such a company exists. Suddenly I asked myself, “Mary Kay, instead of talking or writing about it, why don’t you try to create such a company yourself?” And I decided to make my dream come true.

Having made a decision, I came to the conclusion that I needed to sell something. I was looking for a high quality product - one that would sell well and be needed by other women. I also wanted to offer women a real opportunity to do things with their own skill and quality.

Days and nights I thought about this and finally one evening when I was getting ready for bed, it dawned on me - skin care products!

Now our company develops cosmetics not only for women, but also for men, and we even have several male Consultants on our staff. But then my main goal was to create a company that provides unlimited opportunities for women. This was a time when women were paid half as much as men for the same job. Men were paid more "because they have families to provide for." Some male executives did not take my ideas and suggestions seriously, saying, “Mary Kay, you think like a woman.”

In the book I will try to discuss certain situations when a woman acts differently than a man. However, these differences are not related to the way of thinking of one person or another. And so the specific task was to create a business atmosphere in which “feminine thinking” would not be a hindrance. In my company, that special sensitivity and talent, which is called female intuition, is nurtured and not suppressed.”

Unlike other aspiring businessmen, money was not my main goal - not because I am so wealthy that I did not take it into account - I just had some considerations. I was confident of success, otherwise there was no point in starting my own business.

On September 13, 1963, a small salon called ♦Mary Kay Cosmetics opened in Dallas.” My twenty-year-old son Richard helped me. The first Mary Kay Consultants were nine enthusiastic female cosmetologists. We all worked shoulder to shoulder. There was no division of labor. Everyone did what was necessary. I traded, trained other women, met with suppliers and... emptied trash bins.

Richard did the bookkeeping and handled orders. Over the course of a long time, we have gradually gained experience by doing business in accordance with the Golden Rule and providing unlimited opportunities to women.

Now, as the founder and chairman of the board of directors of Mary Kay Cosmetics, I have gained some fame; people began to notice how much progress we had made. I never miss an opportunity to say this in my public speeches. And now I have written a book about the new leadership scheme created in 1963. What was once a theory has now become a reality. Now we have twenty years of successful experience behind us. This book is especially aimed at the millions of women who are at the lower levels of the labor force. Nowadays, many women strive for leadership jobs.

Today, most leadership books are written by men and for men. Women reading these books are forced to compete with men to succeed. It seems to me that when women try to reproduce the achievements of male leaders, they repeat their mistakes to an even greater extent.

Although I believe that women can learn a lot of interesting things from these books, it still seems to me that we cannot become their doubles, because we are different. Our upbringing has made us different since early childhood, and because of these differences, women cannot exactly replicate men's leadership styles, just as American businessmen cannot replicate Japanese leadership styles. This does not mean that Americans and Japanese cannot learn from each other. Just as women learn leadership know-how from men, men can also learn a lot from women leaders.

When we started our business, it was easiest to work as one family. There were few of us, and we all depended on each other. We took care of each other and worked shoulder to shoulder, as equals. Now that the company has grown, it is not so easy to maintain a family atmosphere. Not easy, but still possible. We are constantly working on this problem, paying special attention to it. And it gives results.

Among those who came to Mary Kay Cosmetics from the very beginning are our Cosmetologist Consultants, Business Group Leaders, customers and suppliers. We pride ourselves as “a company known for its people.” Our principle of caring for people, however, does not conflict with the company's need to make a profit. Yes, we do not lose sight of the main goal, but this does not turn into an obsession. In 5kznes, not only “profit” and “losses” are important to me, but also “people” and “love”.

"GOLDEN RULE" OF MANAGEMENT

The Golden Rule says: “Treat people the way you would like to be treated.” This is stated in the Bible, and this statement has the same meaning today as it ever did. Without a doubt, it is important for every person, but what a wonderful rule this is for a leader!

Unfortunately, many now consider the Golden Rule to be a tired stereotype, but nevertheless it is the best principle of leadership. At Mary Kay Cosmetics, this rule is strictly followed. Any management decision is made on the basis of the Golden Rule.

Following the Golden Rule leads to success

At the very beginning of my work on a book about the principles of company management, I wanted to compile a kind of training manual for managers that would serve as a guide to the management system. “Maternal instinct” made me do for my colleagues what any mother would do for her child.

I worked for someone else for many years, so I know very well what it means to be subordinate.

When I started my business and established a leadership style that I believed would create a desire to do better, I promised myself that my company would never repeat the mistakes that I had experienced firsthand. People need to be treated fairly, and so I often thought: “If I were in this place, how would I want to be treated?” When I look for any solution, I always ask myself this question. And then there is a way out of the most difficult situation.

In the Mary Kay Cosmetics sales organization, everyone can work and achieve success without moving up a slanted hierarchy. Approximately two hundred thousand aesthetic consultants work as independent sales agents directly with their clients. Each Consultant determines his own tasks, performance and compensation. She recruits, trains and manages all of her chosen Consultants.

One of the problems that I thought the company needed to solve was the division of districts. I had worked for several sales organizations in the past and realized how unfairly I was treated when I had to move from Houston to St. Louis for my husband's new job. I was making $1,000 a month from the Houston branch I had been building for eight years, and I lost it all when I moved. I thought it was unfair that someone else inherited the workforce at the Houston branch that I had worked so hard to create.

Since our company does not have branches in different areas. A Business Group leader who lives in Chicago might be on vacation in Florida or visiting a friend in Pittsburgh while hiring a new employee there. It doesn’t matter where in the US the employee lives, she will always receive a commission from the company for bulk purchases made by the new employee. The leader in Pittsburgh, in this case, will take the new employee under his wing and train him, and the newcomer will attend Consultant meetings. Although the Pittsburgh Leader will devote significant time and effort to the new employee, the commission will be paid to the Chicago Leader. We call it the adoption program.

A new employee in Pittsburgh may also hire other employees at his or her discretion. As long as employees actively work for the company, they will receive commissions for their recruiting efforts.

We currently employ about five thousand Leaders, and most of them train and work with people where they live, outside of their home states. Some have esthetician consultants in twelve or more states. Other observers look at us and say: “Your adoption program is unlikely to work!” But it really works. Each Business Group Leader has commission income from her “newcomers” from different cities and, in turn, helps other new employees.

“But why would someone work with a new employee and never get paid a commission?” - they ask in other companies. “Why should I work with your newbie, getting him up to speed, while someone else gets all the commissions? What will I get from this? - they say. However, at Mary Kay Cosmetics, most of the Leaders, who oversee almost a hundred newcomers, do not think so. On the contrary, they think: “I’m helping them, and someone will help my employees in another city.” The system works and, as far as I know, there is no other company like it. But this system should be implemented in the company from the very beginning. I don't think the adoption program will work if you try to introduce such a system, for example, a year after the founding of the company.

When we developed the adoption system, some doubted its effectiveness. But I knew it would work because it was based on the Golden Rule. At Mary Kay Cosmetics, we often call it the “go-give” principle. This philosophy is based on sacrifice, and it is present in all our activities. For our Consultants, we don't want them to think, “How much can I sell to these women?” but instead, “What can I do to make these women leave today feeling good? How can I help them find their image?” We know that if a woman begins to feel more confident in her environment, then she will be the same at home

I believe that our adoption program is not suitable for all types of activities, but it can serve as an image for any leader whose management principles are based on the philosophy of helping each other. Good leaders will never force their subordinates to think about money if they need to be paid what they deserve. Such relationships should exist throughout the company, from the administration to the consumer. When everyone tries to help each other, everyone wins.

Some difficult cases in my previous activities taught me the rules of working with people. I remember fifty-seven of my colleagues and I spending ten days riding a bus from Texas to Massachusetts as a reward for our good work as senior salespeople. It was a terrible ride on a broken down bus, but we bravely endured it, expecting to see the “light at the end of the tunnel”: we were invited to visit the president of the company. But instead, they started taking us around enterprises. Nowadays, an industrial enterprise is an interesting and exciting place to work, especially ours. But then, there, I was waiting for a meeting with the president. When we were finally invited to his home, it was a walk in the wild with roses, and we didn't even have the opportunity to meet the president in person. What a disappointment! Needless to say, how tedious and boring the return to Texas was.

Another time, I was invited to a leadership seminar and was nervous about meeting our CEO, who was giving a rousing speech. After waiting for three hours, it was finally my turn to introduce myself to him. He didn't even notice that he shook my hand. And although I understood that he was tired, I, too, had been here for three hours and was also tired! I felt insulted because he treated me as if I didn't even exist. And then I decided that if I ever became an important person and a line was lined up to shake my hand, I would give the person standing in front of me maximum attention - regardless of the degree of fatigue!

I've always been lucky. Mary Kay Cosmetics has grown into a large company, and many times since then I have stood at the head of a long line for hours to shake hands with hundreds of people. But no matter how tired I was, I always remembered that sad experience. That's why I always look the person in the eyes and try to say something sincere. It could be: “Your hair is wonderful” or “What a beautiful dress you are wearing,” but I try to give the person maximum attention and do not allow myself to disturb this order. Everyone I shake hands with is, at that moment, the most important person in the world to me.

Every month, a group of future Leaders comes to Dallas to undergo a five-day internship directly at the company itself. Even though there are about four hundred women arriving for internships at any one time, I always spend part of the day in class with them. During the internship, I invite them all to my home for tea and cakes that I prepare myself. From time to time I hear: “Mary Kay, I have never tried cakes made by the chairman of the board of directors of the company.” But the fact is that I never forget about that visit to the president’s house and that’s why I invite people to my place. Probably, it is important for them to see how I live, so that a visit to my house becomes the crown of the whole trip. I enjoy their company immensely and prepare carefully every time. These women are very dear to me.

Members of senior management often forget how sometimes they were mistreated in the past and allow themselves to say things like “My boss never listened to my complaints, so don’t come to me with yours” or “My boss hurt me, now it’s my turn to do it!” » This position only suppresses the subordinate's desire to work well.

I could list many similar cases from my previous experience. But the amazing thing is that when I go through story after story in my mind, those leaders do not look as heartless and soulless as they might seem at first glance. For the most part they were decent, capable people who genuinely believed that they were doing a good job. Their disadvantage was the inability to put themselves in the place of a subordinate. They were unable to answer one of the most important questions: “What would I do if I were in this person’s place?”

I know what it's like to spend the whole day at work and come home tired. And I. Of course, I understand the feelings of a Leader who spent several weeks training and caring for a newcomer who left the job without even starting it. I also experienced some disappointments at work. After forty years. pierced directly in trading, I know from my own experience many of the problems that everyone has. Unlike some leaders who try not to remember the difficulties they faced when starting out, I try to always remember what I have experienced many times. I think it is especially important for a leader to be able to empathize, and even better, to understand other people’s difficulties in this way. as if they were his own!

At Mary Kay Cosmetics, two hundred thousand Cosmetologist Consultants work under the guidance of five thousand Leaders. Every woman starts her job as a Cosmetics Consultant and by the time she becomes a Business Group Leader, she is already well acquainted with the trials and difficulties that come with the job. In the training process, we try to ensure that every leader can ask himself the question: If I were in her place, and she was in mine, how would we solve this problem?” By assessing the situation from different angles, good leaders deal with difficulties much more successfully.

Treat people impartially

Following the Golden Rule, solving management problems means treating people fairly, not just using them as labor. Some people feel that this is contrary to the company's main goal - making a profit; however, I think the two are related. For example, an employee may ask for an unjustified salary increase, one that he has not yet earned. “My wife lost her job and we have two kids in college,” he says. “I need a raise.” A good leader will sympathize with him, but he cannot always fulfill even the most justified desires of his employees. In order to maintain balance in the company between employees, a good leader must be able to say “no”.

I understand that this can be frustrating. But I try to make sure that even such a situation, even my “no,” encourages the employee to achieve better results. To achieve this, you need to take four simple steps.

It is important that your employee knows that no decision is final. And the first thing I do is listen to him and specifically formulate the question. This reassures the subordinate that I really understand his problem.

I clearly list the reasons why his request cannot be granted.

I directly give a negative answer - “no”. This is very important if you are trying to gain trust and respect. It's unfair to make people guess your true intentions.

4. And in the end, I try to offer him another
way to achieve the goal. For example, in this situation, I might say, “Bill, I'm so sorry your wife didn't have such luck. But you know, maybe she's on the verge of a new career. It is in your power to help her discover her true calling; we all have the opportunity to improve. Why don’t you talk to her tonight about what she’d like to do next?”

A good leader will approach this type of problem with care and sensitivity, and will achieve the best solution. These decisions cannot jeopardize his responsibility for the company. A loving parent will listen to the child and allow him to behave unreasonably, and the manager will also treat each employee impartially and deservedly. The implementation of the “Golden Rule” of the game means that the company is a kind of charitable institution. This also does not mean that the subordinate cannot be fired or suspended from office. A foreign manager has to perform unpleasant duties that may disappoint or offend a subordinate, but the meetings are aimed at protecting the interests of the company. In these cases, the manager must show attention and sympathy - this is the surest way to fulfill the “Golden Rule” even when dismissing a subordinate.

I know what it's like to live in constant fear of being fired. At one time I worked with other women in a huge office. The room was filled with a number of warehouse workers standing very closely together. It was almost impossible to work because someone was constantly talking on the phone on one side and shouting on the other. A huge black and white clock hung above the manager's office, and every day at exactly fifteen thirty the noise and bustle abruptly stopped. The room was filled with fear. At exactly four o'clock in the afternoon, Mr. X regularly fired employees. For the last half hour, we sat waiting and terrified, wondering who would receive the layoff notice next. If someone unexpectedly left the room at this time, we would wait with bated breath until our friend returned and gave us reassuring signs. Often the employee returned to her workplace in tears and began to clear her papers from the table. Mr. X fired someone with irritation, often with a loud shout, gave the subordinate an hour to get ready and expressed the hope that she would never appear at his office door again.

When I meet with an employee who seems to me to be in the wrong place, I use a different technique. My first step is to advise him; how to improve your work. I bark instructions and set realistic deadlines for completing tasks like this. so that he can achieve quick success. But if this method does not lead to any result, I decide what to do so that both the employee and the company benefit from it. From my personal experience, I know that if his work is not going well, he feels very uncomfortable.

If, for example, I have a public relations employee who simply cannot speak in front of a large audience, I approach solving this problem, guided by the “Golden Rule”: “How would I feel if I were in his place? » And then I say, “Jane, you worked for us for two years and every time I watched you at presentations. It seems to me that you are experiencing some discomfort. This is how you perform your duties. as if this is a difficult ordeal for you. I wish with all my heart that this was not the case but understand. Jane, this is not your job title. We care about you and want you to enjoy your work: what other field would you like to try yourself in? If there is no suitable job for her in our company, we actively help her get a place in another company where her abilities will be used to a greater extent. I don't throw my employee out into the street like yesterday's newspaper. There are, of course, leaders who do not share my point of view. Like Mr. X, they believe that once you fire your employee, they should pack up and leave. But in cases where such a situation arises, I still take into account the human factor.

You should remember that. that not only the general well-being of the company, but also its own existence depends on profitability. Many companies, as a rule, are engaged in charitable activities, and the company's capabilities in this area directly depend on its effectiveness.

Source: Open Systems Magazine

Twenty years ago, the best of human nature - empathy, sincerity, openness, respect for family values - would have been considered a liability on a corporate leader's path to the top. Today, CEOs with these qualities are celebrated in such well-known publications as Fast Company, Business Week and Fortune.

What's going on? Is American business getting softer? Are its corporate leaders turning from cold-blooded and uncompromising analysts into warm-hearted and sympathetic people? Not really. Senior management is returning to the fundamental principles of the ability to connect with others and, by building trust, to lead effectively in times of challenge and change. Let's call it a revolution in the art of working with people.

Qualities required for a leader
The annual Harris Online/Wall Street Journal survey highlights what MBA recruiters say about candidates with strong communication and people skills. Nevertheless, leaders become people whose individual personal qualities are not suitable for working with people, not to mention managing and leading them. The boom in executive education demonstrates the need for leaders with people skills.
So what kind of people skills do leaders need? Psychologist Daniel Goleman, a renowned academic and author, is promoting the concept of emotional intelligence (EI) more actively than he did a decade ago. Goleman defines a leader's emotional quotient (EQ) as a combination of self-awareness, self-regulation, motivation, empathy, and communication skills. Leaders with EQ know their worth, exercise self-control, can motivate themselves, are able to empathize, and know how to work with people. All these characteristics, when combined, complete the portrait of the leader as a confident person, inspiring trust and sympathy. What needs to be done to develop these qualities?

Confidence. Leaders who know the value of themselves and their abilities are taken for granted. But if you've ever worked with a hesitant or experimental person, you know what it's like. Everyone is depressed about missed deadlines due to yet another “redo of what has been remade.” What a difference it is to have a well-functioning department or division that knows what is required and consistently does what is necessary to achieve the goal. Most often, the person in charge values his employees, knows their abilities, and creates conditions and opportunities for them to succeed. As a leader, you increase your own confidence by doing your job and enabling others to do theirs.

Trust. This quality can be seen as an outward manifestation of confidence. When you are confident in your abilities, you create a sense of competence and others feel comfortable. A leader must inspire trust because that is what is expected of him. When we are led, we want to believe that the person is able to deliver what he promises. And if such faith is supported by clear desire or, even better, competent actions, then trust is built by leaders and subordinates.
Trust comes from a job well done; it stems from the ability to correct one’s mistakes and teach others to do the same. Of course, overestimating someone's abilities leads to excessive trust, arrogance and sometimes failure if not corrected by others.

Sympathy. We would like to work for people we like. Is this necessary? Of course not, but in a merciless business environment, where it is one step from a challenger and just a participant to a leader, this is very important. If a leader is likable and attracts people because they believe he has their best interests at heart, it can be a competitive advantage for the company. Likeability depends on personality, but managers can develop it by communicating regularly, showing concern for other people's problems, and being polite and professional.

What else should not be forgotten
Leaders, above all else, must deliver what they set out to do. For example, a 2006 Fortune magazine profile of next-generation leader David Calhoun, then vice chairman of General Electric, as an incredible motivational speaker and "at-ease with himself." He has a solid list of accomplishments, including leading various short and long cycle companies. Today Calhoun is a director at Nielsen Co. IN
The article also talks about Ursula Burns from Xerox, an advisor to director Ann Mulcahy. Burns proved she was uncompromising by renegotiating labor contracts with unions during Xerox's change of direction in 2001. Today she is the president of Xerox.
Ultimately, trust shapes the attitude towards the leader. Can I be sure that this person is leading me, the team and the company correctly? The main attribute of trust is respect. It happens that it does not appear immediately. People see that leaders do the right thing, even when it is difficult or involves unpopular actions.

If you often work with people and want to do the same thing you do now, get better results and spend less time, try one of the tips below. These tips really work and help “provoke” people to do what you need. All these techniques are used every day by politicians, marketers, bankers and even teachers. Of course, to use all this you need certain skills, and you need to understand that everything will not work at once. Well, it's worth a try.

Advice one. Try to properly criticize the work of others - do not attack, but advise. It has long been known that the person being criticized will become defensive, and as a result, little of what the “critic” says will actually be accepted. It is very advisable to learn to restrain yourself and not directly point out the mistakes of others. It is best to have a friendly (or simply constructive) discussion about what your ward was wrong about.

In addition, if something doesn’t work out for you, it’s better not to remain silent and continue doing what you’re not sure of, but to ask for advice from a more experienced person.

Tip two. Do something for others. In fact, how can you expect effective work from a team that does not expect anything good from you? There is a great principle: if you want to get something from someone, first do something for that person. Even if this means just a friendly conversation that will help you find a suitable format for communication - in the future it will be much easier to work with a person who treats you well.

Tip three. Delegate your responsibilities. Don't do everything yourself, share your responsibilities - try appointing your main critic as your responsible assistant, and your relationship may well improve.

In addition, in large companies and political parties, the problem is that there are too many people who consider their opinion to be the only correct one, regardless of others. Naturally, it is almost impossible to work with such a “team”. Don’t ignore other people, listen to their opinions, hold regular meetings where you write down everything they tell you, and most importantly, try to put rational opinions into practice, even if you yourself are wrong.

Tip four. Be the first. Working in a group is not always effective because in large groups few people want to take the initiative. Be the first to take action, and then other people will follow. This is a very well-known and at the same time very effective way of working. This advice is suitable for both managers and “gray cardinals”.

Tip five. Sometimes the discussion of some important issue reaches a dead end, and all the rational arguments you offer do not work. As a result, emotions run high and the discussion continues for a very long time without any result. In this case, try to agree with your opponents by doing what you think is necessary. You should not contradict everyone, proving that you are right - when emotions come into play, the result tends to zero. If possible, do it your way and say “that’s how it happened.” Maybe this is not entirely correct, but it is effective.

Tip six. Don't work with stars. In any team, sooner or later there is a person who refuses to work in the group. Such people may show dissatisfaction with everything, but in reality they simply do not want to work with the group. If you are the leader of such a group and allow the “star” to do as she/he pleases, then sooner or later other members of the team will begin to act in the same way. In the end, the team will simply fall apart. It is best to do without such “stars”, no matter how unpleasant it may be to remove them from the team. Don't make exceptions.

Tip seven. Avoid the “bossy” tone. Nothing irritates other people more than a boss who talks in a patronizing tone all the time. If you are a boss, then try to communicate in a normal tone, without superiority. As a result, people will work in such a team much more effectively than in a team where there is a boss who, appropriately or inappropriately, shows that he is really the boss.

Mary Kay

About the ability to work with people
“Every leader should read this book, regardless of whether he has two or three people or an entire organization under his command.”

Wall Street Journal
“Mary Kay's book is fantastic! Every leader should read it. The formula is simple - care, trust and an unshakable belief that every person, if given the opportunity, can achieve excellence. The point is that this principle works in the steel industry, in the automobile industry, and in an extremely successful cosmetics company.”

Thomas J. Petere, co-author of In Search of Excellence
“What is of particular interest is the idea of a completely new approach to leading people, avoiding competition and hierarchy, supporting the desire to succeed.”

San Francisco Chronicle
“Each Mary Kay principle can help not only in creating a thriving business, but also in everyday life. They will bring success to your personal relationships. Try it and see the result!”

King Features Syndicate
“Progressive and inspiring... The main theme of the book is that... that management is an art, education, the basis of all foundations. We must learn this, both companies and managers.”

Wall Street Journal
"An exciting, uplifting book."

Atlanta Journal-Constitution
“Read and learn how to help people open up. Mary Kay teaches rules of behavior in the business world, but they are also acceptable in your personal life."

King Features Syndicate
“A wonderful, extremely useful book, unlike all these “textbooks” for beginning businessmen.”

John Naisbitt. by Megatrends
World-renowned founder and president of Mary Kay Cosmetics, Mary Kay Ash, talks about how her $5,000 startup grew into a multimillion-dollar international corporation—and how you can achieve that success, too. The principles of her business management are simple and at the same time revolutionary: care, attention, kindness - that’s it. which really keeps you interested in the work. The main feature of the company's policy is impeccable compliance with standards and control over product quality. Mary Kay proves that following the Golden Rule in management helps a company prosper despite strong competition. This rule works for you too.
CONTENT

Preface

1. “Golden rule” of management 14

2. In your work you rely on people 24

3. Main motto 28

Each employee should remind the manager of the main motto with his appearance: “Make people feel their own importance.” Never forget this when working with people.

4. Encourage subordinates in their successes 35

Each of us wants recognition. Let people know that you approve of their performance, and they will try to do even better. Recognition of success is the main incentive for active work.

5. The art of listening 43

6. Criticisms 51

If you are dissatisfied with the actions of an employee, critical comments should concern only the work, and not the personality of the subordinate. Criticism must be effective and correct.

7. Be consistent in your actions 57

8. Enthusiasm will move mountains 71

9. The pace of the leader’s work is the pace of work of the entire team 77

10. People usually support what they helped create 85

11. Open door philosophy 95

12. Help others get what they want and you
you will also find what you want 102

As the Gospel parable from Matthew says (vv. 25, 14-30), we can use and improve what God has given us. And when we do this, even more becomes available to us.

13. Stick to your principles 110

Everything can change - except your own principles. Never, absolutely never compromise your principles.

14. About the feeling of pride 116

Every member of an organization should feel a sense of pride in their work. He should also be proud to belong to the company. One of the tasks of a leader is to instill this feeling in everyone.

15. Don’t rest on your laurels 126

Nothing kills enthusiasm faster than complacency. Each person should have his own improvement program. In today's rapidly changing reality, a person cannot stop. He either goes forward or turns back.

16. Take risks 133

You must encourage your employees to take reasonable risks. Let them feel that “no one can defeat everyone together.” If you reprimand them for failure, they will stop taking risks.

17. Enjoy your work 139

It's great when you have fun at work; good leaders encourage a sense of humor. In fact, the more a person enjoys their work, the better they perform.

18. Everything will be fine as long as there is something to “sell” 145

19. Never hide behind “company politics” or pomposity 153

20. Know how to solve problems 163

A good leader is able to recognize the real problem and knows what actions to take to solve it. You must learn to distinguish between a real and an imaginary problem.

21. Avoid stress 169

Tension reduces work productivity. Good managers try to create a calm work environment for their subordinates.

22. Grow leaders within the company 177

23. Follow the “Golden Rule” at work and outside of it 184

Don't be a hypocrite - live every day of the week as if it were Sunday. Two moralities cannot exist at the same time. Behave the way you would want your children to behave.
MARY KAY - ABOUT THE ABILITY TO WORK WITH PEOPLE
Basic principles of a leader:

PROPERLY EVALUATE THE SUCCESS OF YOUR SUBordinates. Recognition is the main incentive that encourages action. Even critical remarks cannot shake self-confidence if they alternate with praise.

DON'T BE LIKE AN IMPRESSABLE FORTRESS. Communicate with everyone. And listen.

TAKE RISKS. And encourage your colleagues to take reasonable risks.

STUDY THE DEMAND. Focus on the needs and requirements of your customers.

BE ABLE TO FIND SOLUTIONS TO PROBLEMS. Learn to see real problems and take appropriate steps.

CREATE A FREE WORK ATMOSPHERE. Optimism increases performance.

GROW LEADERS WITHIN THE COMPANY. Thus, you establish a responsible attitude towards work.

THE WORK MUST OCCUPY AN APPROPRIATE PLACE. Look for real paths to success.
PREFACE
DEDICATED TO LEADERS AND THOSE WHO BELIEVE THAT THE PERSON HIMSELF AND HIS SENSE OF OWN DIGNITY ARE THE MAIN GUARANTEES OF SUCCESSFUL ACTIVITIES.
In 1983, Mary Kay Cosmetics celebrated its twentieth anniversary. By this time, our annual income exceeded $300 million. More than 200 thousand qualified Cosmetology Consultants use our Company's products to create independent sales units and to teach women universal skin care methods. Our achievements have connected my name with cosmetic products for women.
Among our Consultants and Managers you will find many women whose earnings are more than $50 thousand per year. This is not the case in any other company in the world. Our professionals have achieved these remarkable successes not through competition, which is a common phenomenon in the world of big business, but through understanding the needs and requirements of others. This level could not have been achieved without the enthusiasm of thousands of women. But if someone can consider us a phenomenal phenomenon, then the success of Mary Kay is not a mystery to me. We have created a unique organizational system that allows you to succeed in business. Our methods apply to any type of organization, and the purpose of this book is to share them.

Days and nights I thought about this and finally one evening when I was getting ready for bed, it dawned on me - skin care products!

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b) the ability to work with people, communicate, interact, convince, influence them (communication skills);

c) flexibility, non-standardism, originality of thinking, the ability to find non-trivial solutions;

d) the optimal combination of relaxedness and responsibility in character;

e) the ability to foresee future developments and consequences of decisions (intuition);

f) high professional competence and special management training.

One of the most important requirements for the qualities of a leader is that he has clear personal values and reasonable personal goals, which is extremely important for success in business, career and personal life.

Modern scientific research in the field of management psychology offers various options for the psychological portrait of a modern leader. For example, based on the research of the American psychologist M. Shaw, domestic scientist R.L. Krichevsky’s generalized portrait of a leader includes:

biographical characteristics;

capabilities;

personality traits (21, pp.13-36).

The biographical approach is becoming increasingly popular in psychology. In responsible psychological science, it is fruitfully developed by K.A. Abulkhanova-Slavskaya and L.I. Antsyferova. Foreign scientists, studying the age characteristics of managers, have revealed many interesting things. Thus, the average age of presidents of large Japanese companies was 63.5 years, while in American companies it was 59 years. The optimal time for taking on the position of a manager is from 30 to 50 years and older (in Japan).

The considerable age of many major managers has been recorded. For example, Lee Iacocca, at the age of 36, became vice president and then president of the Ford automobile company, the second largest in the world, and a quarter of a century later led the Chrysler Corporation, which was on the verge of disaster, to triumph. He himself protested against setting a 65-year ceiling for executives. In his book “Manager's Career” he wrote: “I have always considered the practice absurd in which we are obliged (regardless of his physical condition) to immediately retire a person who has reached 65 years of age. We must rely on senior managers. They have wisdom” (22, p.206).

In numerous psychobiographical studies of domestic scientists, such a concept as “psychological age” is used. Indeed, age is not only a natural, but also a largely socially determined characteristic of a person.

Management is generally considered a man's job and there are few female managers, although some predict their number will increase in the near future. The high level of education of managers is recognized as an important biographical indicator. According to Japanese researchers, the typical Japanese manager has a university degree in engineering or social sciences, and sometimes two degrees. Many Russian managers also have a humanitarian and socio-economic education.

A leader's abilities represent the second block of his characteristics. They are divided into general (intelligence) and specific (knowledge, skills, etc.). You can’t think that leaders are all highly gifted. American researchers have found that the most effective leaders are not those who have excessively high or low intelligence scores, but those who occupy an intermediate position. The following pattern has been noticed: not everyone who is an excellent student becomes an excellent leader. R.L. Krichevsky, noting such observations, proposes to use more widely the term of our psychologist B.M. Teplov, which he used in the famous classic work “The Mind of a Commander” - “practical intelligence”. This, of course, is a kind of opposite to theoretical (considered high) intelligence, capable of large generalizations. However, according to Teplov, “there is not the slightest reason to consider the work of the practical mind to be simpler and more elementary than the work of the theoretical mind.”

Specific abilities of an individual are special knowledge, skills, competence, awareness. These abilities are more often manifested in a leader, in his specific activities. What does a manager actually do, what actions does he take in the organization while managing it?

Interesting studies were carried out in the West in the 70s, the results of which can be summarized as follows.

Research has confirmed the extremely intensive nature of managerial work. Thus, a foreman at an industrial enterprise performs at least 200-270 actions during an 8-hour working day.

The actions of a leader are often fleeting, fragmented and very diverse. For example, observations of the activities of five high-ranking American managers revealed that half of the tasks they performed lasted nine minutes or less, and only one tenth of their tasks lasted more than an hour.

Accounting for the manager’s time spent working with the group showed that they range from 34 to 60%, while 40-60% of it is spent on communication outside his organization (contacts with senior managers, senior and equal managers, professional colleagues etc.).

Special timing of managerial activity showed that the work of managers is mainly of a verbal nature. Conversations take up more than 80% of a manager's time, and only a small part of it is spent on various directive methods of communication. Therefore, a leader needs high communication skills.

Only the most general characteristics are given here, which require specific knowledge and skills from the manager. In fact, there are much more of them.

Personality traits are the last block of characteristics of a leader, his manifestation in practice of existing organizational, social, moral and psychological qualities. Personality traits include:

ability to dominate;

self-confidence;

emotional balance;

stress resistance;

desire for success;

creativity;

responsibility;

enterprise;

independence;

reliability;

sociability.

Analyzing the multifaceted nature of management activities, some researchers (in particular V.M. Shepel) rightly note that managers of different ranks have a number of coinciding characteristics that make it possible to model their main qualities. Conventionally, in such a model they distinguish three blocks of leadership qualities (14, pp. 178-179).

First block. General qualities: extraordinary intelligence, fundamental knowledge, sufficient experience.

Second block. Specific qualities: ideological and moral, scientific and professional, organizational, psychophysiological, psychological and pedagogical. Each of these qualities has its own structure. For example, ideological and moral qualities include such characteristics of a person that express his scientific worldview, political maturity, culture, moral motivation for actions, etc. Scientific and professional qualities include knowledge and experience that characterize technical, economic and managerial competence, the theoretical and practical levels of this competence. Organizational qualities include everything that is associated with the ability to select and arrange personnel, plan their work, ensure strict control, etc. Psychophysical qualities are somatic and mental data that are necessary for a worker in the management profession (good health, a tendency to systemic thinking, developed imagination, trained memory, volitional training).

Third block. Specific personal and business qualities.

The famous psychologist B.M. Teplov emphasized, for example, that a leader must have a practical mind with such characteristics as speed, determination, the ability to foresee and find new solutions, and cautious courage.

Business qualities

head

Increasing the scientific level and management efficiency is inextricably linked with the comprehensive improvement of the business qualifications of managers. The solution to the problems of a market management system greatly depends on the competence of managers and their level of professionalism.

The business qualities of a manager-manager are an extremely complex category. Many scholars view it as consisting of competence and organizational abilities.

Indeed, to become a real leader, a truly business leader, competence alone is not enough - a certain amount of special knowledge and abilities to deeply understand the matter. To realize the competence itself, ensure the process of preparing, making and implementing management decisions, skills in establishing collaboration between many people are also required - organizational skills.

The organizational abilities of a leader are a kind of synthesis of highly developed properties of the mind and will, providing both a deep knowledge of reality and its transformation. A person does not receive organizational abilities ready-made; they are formed in practical activities and are, to a large extent, the result of a person’s accumulation of knowledge and life experience. Currently, attempts are being made to find out the content of the organizational qualities of a leader. In particular they can be grouped as follows:

psychological acumen – the ability to mentally put oneself in the position of another person;

practical psychological intelligence - the ability to determine tasks taking into account the characteristics of performers, regulate their psychological state;

the ability to exert an emotional and volitional influence on subordinates with one’s energy, exactingness, and critical attitude;

a tendency to act independently, readiness to take on the function of responsibility, stewardship, and others;

psychological selectivity - attention to the subtleties of relationships between employees, superiors and subordinates;

practical orientation of intelligence - pragmatic orientation to the use of data on the psychological state of workers and the team to solve assigned problems;

psychological tact is the tendency to maintain a sense of proportion in one’s psychological selectivity and pragmatic orientation.

Business qualities also include the manager’s ability to rationally organize work, effectively use every minute of working time, the ability to bring the job started to completion, and achieve the highest results at the lowest cost. Efficiency has nothing to do with businesslike behavior, petty protectionism, in which perspective is lost, which sooner or later leads to fraud, distortion of facts, etc.

Moral qualities of a leader

The management profession places high ideological and moral demands on individuals. The ideological and moral image of a leader is the framework on which all his personal and business qualities rest. A leader may be a competent specialist and have extraordinary organizational skills, but if he is not distinguished by ideological and moral maturity, the ability to defend his ideological positions, and infect people with enthusiasm, then he cannot bear the difficult burden of a leader.

There are leaders who are generally recognized as professionally competent organizers, but they are unpopular in the team and do not have deep personal sympathy for them. They are respected and valued as specialists, but their subordinates are not particularly willing to follow them “through thick and thin.” What is the reason for such a “half-hearted” attitude of people towards such leaders, why does the mechanism of attraction not work positively in full?

A thorough study of this phenomenon has shown that such leaders do not pay due attention to the “technology” of self-expression of their moral qualities, such as decency, conscientiousness, modesty, simplicity, and accessibility. Among the properties of the same order we can add prudence and fairness, a sensitive attitude towards people and warmth, a tendency to self-improvement, tact, optimism and self-control.

Deserved authority among people is enjoyed by those leaders who know how to show strength of character, defend their principled opinions, correctly perceive criticism addressed to them, and soberly evaluate the successes of the team. Negative assessments from subordinates are received by those managers who do not stand the test of material well-being, who abuse their official position, who select people for their team based on personal loyalty, patronage, family, community, group connections, and friendships.

It seems to us that the center of a leader’s moral qualities should be his ability to empathize—empathy. Empathy understood in psychology 1 as emotional responsiveness, empathy, sensitivity and attention to other people, their problems, sorrows and joys. Empathy is the comprehension of the emotional state, penetration into the feelings and experiences of another person. Empathy is manifested in the desire to provide help and support. Such an attitude towards people implies the development of humanistic values of the individual, without which its full self-realization is impossible. The development of empathy accompanies the personal growth of a leader and becomes one of his leading criteria.

Psychological and pedagogical requirements for the personality of a leader

The ability to behave with people, to win them over, to effectively influence them requires managers to have specific psychological and pedagogical qualities that impart “technological” expressiveness to all their other personal and business qualities. The psychological and pedagogical qualities of a leader can be divided into two substructures.

The first substructure includes qualities aimed at creating the effect of personal charm. These include:

communication skills – the ability to quickly establish contacts with people;

empathy;

visuality – external attractiveness of a person;

eloquence - the ability to inspire and convince with words.

The second substructure includes qualities focused on improving the leader as an individual and self-management of his mental processes. These include:

self-control;

self-criticism;

self-assessment of one’s actions;

stress-resistant qualities - physical fitness, self-hypnosis, the ability to switch and manage your emotions.

The identification of psychological and pedagogical qualities in the structure of the personal and business qualities of a leader has, first of all, practical significance. Firstly, this justifies the need to search for people who have natural capabilities for the formation of psychological and pedagogical qualities. It is especially important to take this into account when selecting personnel for the reserve for promotion to management positions. A whole range of psychological and pedagogical qualities are based on a person’s special abilities. Secondly, in order to improve the work style of managers, it is advisable to attach serious importance to such problems as self-presentation, public speaking, forms and methods of communication. It is also useful for managers to master the skills of psychoanalysis and protect themselves from stress.

Based on expert assessments by specialists in the field of personnel management 1, the following main pedagogical and psychological characteristics of a manager-supervisor have been identified, which can be combined into three groups:

I. Personal integrity

Ethics – respect for individual rights, responsibility for promises made, reliability, honesty, fairness.

Conscientiousness – high demands on the results of your work.

Judgment is the ability to make reasonable, realistic and informed decisions.

II. Determination and productivity

Effectiveness – orientation towards the final result.

Perseverance is the ability to overcome the limitations imposed by the current situation.

Dedication to the organization and business orientation - willingness to follow the norms of the organization, passion for work and responsibility for the quality of one's work.

Self-confidence is the willingness and ability to solve extraordinary problems.

III. Teamwork skills

Team orientation – understanding the need for teamwork and the ability to work in collaboration with others.

Contact is the ability to establish business and creative relationships with partners.

Communication skills – the ability to use oral and written speech, stylistic and other expressive means to influence partners and achieve mutual understanding.

Listening ability is the ability to perceive, assimilate and use information obtained from oral communication.

An expert assessment of the significance of these key characteristics of managerial competence allows us to rank them in the following order (in descending order of importance):

Ethicality.

Communication skills.

Listening skills.

Contact.

Team orientation.

Integrity.

Reasonableness.

Productivity.

Self-confidence.

Commitment to the organization and business orientation.

Let us consider only individual psychological and pedagogical requirements currently imposed on a leader.

For a leader at any level, it has always been and remains an increased requirement to maintain unity of word and deed, which is crucial in enhancing the effectiveness of influencing the consciousness and mood of people. It characterizes such qualities of a leader as his civic maturity and high morality. If a leader is true to his word, then they say about him: a committed person, a man of his word. Loyalty to one's word is such a valuable quality of personality that it is recognized as the first requirement of morality.

Unity of word and deed is a criterion for the social value of a leader, contributing to the growth of his authority, the creation of a business-like, creative atmosphere in the team he leads, and the improvement of interpersonal relationships.

To ensure that words do not diverge from deeds, a leader requires the following qualities:

persistence in achieving what is planned;

responsible attitude towards one's duties;

ability to provide clear control over execution;

constant self-criticism;

attention and care for people, constant communication with them.

It is very important for a leader to be demanding and principled, since these are the qualities that characterize the direction and will of the individual, have a special educational effect on the team, improve relationships between people, and create a good moral and psychological climate.

The effect of demandingness is enhanced when combined with tact and attentiveness. Some managers are mistaken in thinking that in the name of being demanding they can be forgiven for being harsh, rude, and threatening.

The demands of a leader must always be combined with respect for subordinates. Some leaders separate from the team, behave arrogantly, are dismissive of the opinions of others, and are not attentive to people.

They do not convince, but command. Conflicts arise on this basis. According to sociologists, for every minute of conflict due to the tactlessness and rudeness of a leader, there are twenty minutes of subsequent experiences.

Among the requirements for leaders, simplicity and modesty stand out, allowing them to behave naturally in all situations, without emphasizing their rights and privileges, without emphasizing their merits and merits.

However, it is still not uncommon to encounter leadership figures who attribute the success of the team to themselves. One cannot call those workers modest who do not personally extol their own merits, but love it when their subordinates do so. They do not stop praise addressed to them, and often even patronize outright sycophants and pleasers.

People highly value the simplicity and sincerity of a leader. These qualities allow him to be accessible, and an approachable leader will never miss an opportunity to listen to good advice, critical comments, and catch the mood.

The success of a leader is largely determined by his ability to attract people and establish psychological contacts with them.

Individual leaders have everything they need to become authoritative and respected in their teams: intelligence, knowledge, organizational skills, integrity, breadth of outlook, etc. Yet this is not enough to guarantee the success of their activities if leaders lack the ability to connect with people, if they are not able to establish relationships based on an understanding of people's psychology, if they cannot capture their moods and respond to them. To attract people, a leader needs the following qualities:

benevolence - the ability to show people your friendly attitude, respect and sympathy, willingness to support others;

authenticity – the ability to be natural in relationships, the ability to be oneself in contacts with others;

specificity - refusal of general reasoning, ambiguous and vague remarks, willingness to answer questions unambiguously;

initiative - a tendency to take an active position in relationships with people, a willingness to take on any business in a situation that requires active intervention, and not just wait for others to start doing something;

spontaneity - the ability to speak and act directly, have a clear understanding of other people’s relationships and honestly demonstrate one’s attitude towards them;

openness - willingness to open your inner world to others, to be sincere, to be able to talk about your thoughts and feelings 1;

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