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🌟So, here are the criteria for a good 1-on-1 meeting:🌟 To build reliable and trustful relationships with employees, it's essential to conduct 1-on-1 meetings (O3) according to quality criteria. ✔️Scheduled Meetings need to be scheduled regularly in calendars. This shows your people, "You always have time with me. I will always invest time in our relationship." If a manager says employees are important but regular meetings are not scheduled or don’t happen, it will be perceived as insincerity and break trust. Groups of managers with unscheduled regular meetings had results 3-4 times worse than those with scheduled meetings. It's crucial to hold at least 85% of scheduled meetings to avoid poor results. 📅 ✔️Held Weekly The author tested meeting frequency with several groups of managers and found that monthly meetings never improve results—they either remain the same or get worse. If you hold less than 50% of weekly meetings, it's better to stop altogether, as the efficiency gains do not justify the time spent. 🔄 ✔️Lasts 30 Minutes The author tested durations of 45 and 60 minutes and saw no improvement in results compared to 30-minute meetings. Longer meetings were canceled or rescheduled more often. The fewer meetings held, the worse the results. Meetings should be brisk and focused without unnecessary questions and details. ⏰ ✔️Held with Every Direct Report If you don't hold meetings with someone, it signals they are less important than others. For those with more projects and tasks, schedule separate meetings for those projects. However, O3 meetings should be equally conducted for everyone. 👥 ✔️Subordinate's Questions are Key If the meeting is only about assigning more tasks, employees will be unmotivated to engage. They will view it as "another pointless meeting where more tasks will be added." 🎯 ✔️Manager Takes Notes Surveys show that when managers take notes, employees perceive the meetings and agreements as more important. Managers who don’t take notes seem less involved, interested, and ready to take action on important employee issues. Notes should be taken in a notebook, not on a computer. If you’re worried about losing them, take a photo with your phone. 📝 🟢Meeting Agenda and Structure: If conducted by a department head — use the 10/10/10 scheme. ⤵️⤵️⤵️ ➖10 minutes: Employee discusses what’s interesting and important to them. ➖ 10 minutes: Manager speaks. ➖10 minutes: Manager and employee discuss the employee's future and growth in the company. If conducted by a project manager — use the 15/15 scheme, as project managers don’t influence the employee’s future in the company. The meeting questions are 85% work-related. Discussing personal topics is allowed if the employee or manager wants to talk about them. 🌟 #liderazgo @hr4al

❗️Hi, today’s agenda covers the key tools for managers. You can use any tools that help achieve results and retain people. The main thing is that these tools provide measurable results, are reliable, and can be taught to others. Mark Horstman suggests using four tools for implementing four types of effective behavior, tested on thousands of managers with measured results from their use: 1. Know Your People — One on Ones (personal 1-on-1 meetings). 🤝 2. Discuss Performance — Feedback. 🗣️ 3. Ask for More — Coaching. 📈 4. Delegate Work — Delegation Model. 🛠️ In upcoming posts, we’ll delve into each tool in more detail. #liderazgo @hr4al

For achieving results and retaining team members, an effective manager uses four types of behavior: 1️⃣ Know your people. 2️⃣ Discuss performance with the team. 3️⃣ Ask for more. 4️⃣ Delegate tasks. ❗ Know your people. How much do you communicate with your employees? Managers often say they talk to their employees all the time. The real question is what you discuss—just casual conversations, assigning tasks, updating statuses? ✅ The quality of communication can be assessed by how often you talk about what is interesting, important, and beneficial for employees, not just for you as a manager. This is the only way to build strong, trust-based relationships with your team. ❗️ Discuss performance with the team. Consider this question: "If it were done politely and professionally, would you like to receive more feedback from your manager or company about your work on a more regular basis, regardless of whether it was positive or negative?" ✅ Now think about how often you provide quality feedback to your employees. ❗️ Ask for more. How do you know if an employee is working at their maximum capacity? You need to find the boundary where destructive stress starts—when a person feels anxiety and fear, losing effectiveness. Once this boundary is understood, you need to reduce the workload. The ideal state is when a person feels toned, energetic, excited, and ready for greater challenges. ✔️ A manager should ask for more to increase team performance. ❗️ Delegate tasks. If both an employee and a manager can perform the same task with acceptable quality and speed, the employee should do it. ✔️ Imagine hiring someone for a task. Both can accomplish it, but one costs more than the other. Who would you choose? The same principle applies internally. An employee’s time is cheaper. In a world where everyone has too much to do, think—what is most valuable to the company? This work should be prioritized. More critical tasks are organized at higher levels, so delegation is necessary. #liderazgo @hr4al

✅ Key Responsibilities of a Manager: ❗Your primary responsibility as a manager is to achieve the results that the company expects from you. Depending on your role, these results may vary. For example, a project manager needs to deliver results on time, within budget, and with the required specifications. The only way to feel confident about the areas you are responsible for is to have measurable goals in numbers: ➖Increase X by Y% ➖ Earn N million by a certain date ➖ Reduce total losses in area X by Y% year over year (See above: “What are the 5 key results you need to achieve for your company this year?”) ❗️Your secondary responsibility as a manager is to retain your people. This means that your team members do not leave the company. Replacing employees is costly. When someone leaves, you face problems with scheduled work, the time and money required for recruiting and interviewing a replacement, potentially higher salary costs, and the time and money needed to train a new employee. Additionally, there will be losses due to lower productivity while the new hire reaches the quality and speed of the previous team member. ✔️In summary: Your primary responsibilities as a manager are to achieve results and retain your people. #liderazgo @hr4al

Hello, friends! 🌟 ❗What are the 5 key results you need to achieve for your company this year? You might find it hard to answer this question quickly and clearly. The answers might seem abstract, like “I need to focus on certain areas.” A good answer involves measurable goals with specific numbers: ➖ Increase X by Y% ➖ Earn N million by a certain date ➖ Reduce total losses in area X by Y% year over year Without such goals, you can't make informed decisions about where to focus. You start feeling like "everything is important!" and attempt to tackle all tasks, which is often overwhelming and ineffective. You probably already know this because you spend a lot of time working without seeing results. Perhaps you like the lack of clear, measurable goals because it makes it harder for others to evaluate your work. But your manager will still evaluate you, privately and based on subjective criteria. This situation is likely to backfire on you. The most important thing you can do as a manager is not strategy, task setting, resource planning, or priority analysis. It is understanding and knowing the people with the skills who will get the work done. Everyone expects and deserves to be valued as an individual. A common mistake among new managers is to interact with people as they would like their manager to interact with them. However, you will likely work with people who are different from you. A good manager adapts to the personality of the person they are working with. So, how well do you know your subordinates? Here’s a simple test: ➖ What are the names of their spouses and children? ➖ How often do you inquire about their lives? (Not just a brief conversation before assigning another task) ➖ How much time do you spend discussing their interests and benefits (rather than your own)? When someone claims to know how to manage, ask them: “How do you understand what good management is?” Think about this for a moment: ➖ How do you define a good manager? ➖ What is the definition of good management? Most people respond with something like: ➖ Their subordinates like them ➖ They communicate a lot ➖ They are smart ➖ They are caring ➖ They know how to listen ➖ They show respect Now imagine a manager who fits all these characteristics but has never achieved any of the goals set by the company in the past three years. Would you consider this person a good manager❓ #liderazgo @hr4al

Today, we want to talk about the balance of interests between leaders and employees❗❗❗ 🟢There is a wide range of needs and opportunities for both the manager and the employee. The employee meets needs that realize their full potential, while the manager provides opportunities that address some of the employee’s needs. A perfect match may not happen, but the more intersection points, the more comfortable it is for both sides to work together. ✔️Example: The manager wants to increase the company’s revenue. The employee is interested in building a content marketing system from scratch. This leverages their strengths and competencies and helps them achieve their long-term goal of becoming a Marketing Director. The manager gains increased sales, and the employee gains valuable experience. 🙅‍♂️Anti-example: The manager wants to increase the company’s revenue. They don’t ask what the employee wants and simply assigns any tasks: ➖ Create a sales report ➖ Set up emails for advertising and analytics access ➖ Purchase SEO links ➖ Send spam emails to a purchased list ➖ Complete accounting documents for a new client ➖ Attend a meeting ➖ Organize an event ➖ Get a client testimonial ➖ Fix something broken in the CRM ➖ Push a client to deal with pending documents ➖ Process a website request As a result, the employee feels like a gofer and doesn’t develop professionally. #liderazgo @hr4al

Good morning, friends! 🌞 Today, we want to discuss the balance of interests between a manager and an employee❗❗❗ To build long-term business relationships in a team, it’s crucial to maintain a balance of interests on both sides. For this, both individuals need to clearly understand each other’s goals. ❌Incorrect: The manager pays the employee’s salary and assigns any tasks. ✔️Correct: The manager understands the employee’s goals and interests, and the employee understands the manager’s goals and interests. They help each other in areas where their mutual interests intersect. Details: In the first case, the manager pays the employee and expects them to do whatever is asked: ➖ Simple tasks that only require hands, like doing the same repetitive task every day with no creative thinking. ➖ Tasks that the employee has outgrown. ➖ Tasks that the employee lacks the skills for. ➖ Tasks requiring personal qualities that the employee lacks, which lead to discomfort and resistance. ➖ Tasks that don’t allow the employee to fully unlock their potential. They engage some strengths and character traits but not others. ➖ A mix of all of the above. In this scenario, motivation is only driven by the salary, which is weak motivation. The employee will leave at the first opportunity to tackle more interesting tasks. In the second case, healthy partnership relationships are established. #liderazgo @hr4al

Good morning, friends! 🌞 Let’s go over the Five Dysfunctions of a Team once again and see how they’re all connected. This will help you understand why it’s essential to eliminate all dysfunctions, not just one. 💡 ✔️ The Five Dysfunctions of a Team: 1. 🙅‍♂️Lack of Trust 2. ⚡ Fear of Conflict 3. ❓ Lack of Commitment 4. 🚫 Avoidance of Accountability 5. 📉 Inattention to Results How are the five dysfunctions connected? ❓❓❓ 🤝 Trust in each other opens up opportunities for constructive conflict. Team members aren’t afraid that their colleagues will judge, hold grudges, or retaliate. Without the fear of punishment, people feel free to express their opinions, even when they differ from those of the leader or the team. 💬⭐️ ⚔️ Constructive conflict encourages commitment. It helps the team gather all viewpoints and ideas, leading to a decision that reflects the interests of the group and the company. Every team member understands why the decision was made, contributed to its formation, and feels a sense of responsibility for carrying it out. 🏆 🟢 Commitment helps increase accountability. The team has made a clear decision, and each person knows who is responsible for what. Everyone feels personally accountable for achieving the group’s goals. This fosters an environment where team members hold each other accountable and take responsibility for their own results. 🏹 ⚙️ Accountability ensures that the team stays focused on the collective results. If team members aren’t held accountable for their contributions, they may shift their focus toward their personal agendas, careers, or interests. Instead, accountability keeps the team aligned and focused on the shared goal. 🚀 ❗️In conclusion, you need to address each dysfunction step by step to help your team work efficiently and achieve great results. 💪⭐️ #liderazgo @hr4al

📝 Final Article on Team Dysfunctions (Based on The Five Dysfunctions of a Team by Patrick Lencioni) Dysfunction 5: Inattention to Results Another significant dysfunction is when team members prioritize their personal goals over the team’s collective objectives. ❗ A team indifferent to results... — either stagnates or declines; — rarely outperforms its competitors; — loses ambitious employees; — indirectly encourages employees to focus solely on their personal careers and goals; — easily loses direction and focus. ❗ A results-driven team... — retains ambitious employees; — minimizes individualistic behavior; — celebrates success and takes failure to heart; — benefits from members who prioritize collective goals over personal ones; — keeps the objective in clear sight. #liderazgo @hr4al

📝 Article on Team Dysfunctions (Based on "The Five Dysfunctions of a Team" by Patrick Lencioni) 🌟Dysfunction 4: Lack of Accountability🌟 ✔️ Accountability means the team members’ commitment to ensuring that their colleagues meet certain behavioral and performance standards, and confronting behaviors that may harm the team. ✔️✔️ A lack of accountability arises from the desire to avoid the discomfort that comes with pointing out colleagues' shortcomings or, more broadly, from the reluctance to engage in tough situations. ❗ A team lacking accountability... — suffers from mutual resentment among members, where some work well and others perform poorly; — indirectly promotes mediocrity; — misses deadlines and performance targets; — places the burden of discipline solely on the leader. ❗ An accountable team... — pushes underperformers to improve; — quickly identifies and resolves emerging issues; — fosters a culture of mutual respect, where everyone performs at a high level; — prevents the overuse of administrative measures to manage and achieve results. #liderazgo @hr4al