“An attack by a team directed at their own leader is a riot, but at the same time an act of great courage,” write Wojciech Haman and Jerzy Gut in one of the chapters of the book “The Psychology of the Boss.” Understanding the group. " They emphasize that this is a situation in which members of the group risk directly telling the boss what hurts them, what prevents them from functioning.
“We believe that rebellion is the foundation of adulthood and acceptance of responsibility. We think that without rebellion there is no chance of maturity, ”they add.
How is riot formed?
Symptoms of the approaching attack on the leader are noticeable seriousness in the group and restraint in reactions, for example, at a convened meeting. The attack begins with the leader of the informal group. When a leader tries to control the situation and impose the further course of the meeting, he meets resistance and opposition, and the formulated accusations are personal and not directed at the board or the entire organization. And although many managers, executives and leaders are afraid that the uprising on board is the end of their work and equalizing the leader’s authority, this may be a new discovery in the relationship between the boss and his team.
Boss score
After all, what, if not true, can improve the relationship between a leader and an employee. This is an example of the most ordinary friendship or relationship in a pair where there is no place for capital lies, as it can not only bring pain to your friend / partner, but also to yourself. You feel an obvious inconvenience, and this connection for you becomes just an example of the most terrible thing that happens in life, and you give up absolutely everything. But should it all end like this?
In the field of business relations, as a rule, it looks like this: omissions on both sides, hypocrisy and lies, and as a result, unproductive work, a decline in interest, apathy and, of course, leaving the workplace. Can an experienced leader allow this? Hardly! Then why not look at this “riot” a little from the other side?
Your actions
Leaders crave independent and responsible employees and at the same time fear the rebellion that the latter need to become one. Simply put, without openness and discussion of problems, there can be no talk of leadership in principle.
If your subordinates attack you directly, you will benefit everyone, but if they do it symbolically and behind your back, they will join in a group, but at work they will continue to complain, Haman and Gut emphasize.
Boss, do not be afraid. After the subordinate attacks the leader, they will obey your orders and respect decisions, but you cannot count on their blind submission. They need to understand why and why they should do something. They will ask a difficult question and boldly express their opinion, but in return you will gain their independence and responsibility. If the subordinates wanted to get rid of you, they would strike, write a letter on the board demanding to relieve you of your position, and would not enter into a complicated and risky conversation with you. This suggests that they are eager to dot all i and improve the productivity of the office itself.
Two important questions
In order for the attack on the leader to transform into an improvement and strengthening of relations between the boss and the team, the authors of the book advise above all: listen and do not say when subordinates attack the leader. At the same time, they emphasize the importance of non-verbal communication, which, despite the lack of a single word, can give a clear protective message, for example, when the attacked leader rolls his eyes, grunts, puffs significantly.
They suggest that, after hearing objections when silence comes, you should thank the speaker and evaluate the fact of making a bold decision and expressing the charges directly in the eye, and ask about two things. But what about?
- Is there anything important I should know about?
- What are you going to do now with what you told me?
According to Haman and Guta, the second question is the most important, even fundamental, to combat the attack on the leader and turn it into something useful for both the team and the leader.
Hearing: “What are you going to do?”, They will begin to wonder how to improve the situation, cope with tasks, and share responsibilities. They will no longer formulate unrealistic expectations that you will change everything and make them happy. Your team at the moment consists of adults, and they understand that the quality of their professional life and relationships with you largely depends on themselves.
Conclusion
As a result, it is worth saying that it is precisely such a subtle psychologism regarding employees that should be present in the behavior of every good leader if you are counting on productivity at least, and in the potential future on successfully raising your company several levels higher. Do not be afraid of constructive criticism from employees, because it is on their "revolt" that your and their success in the future is based on. Of course, if envy or laziness just says in them, then pay attention to this, but never go to the person and the like. Tact and education will show you in the best light in front of colleagues!