Communicating With the Obvious

ability to communicate with the staff is very important in leading to a message received and understood to the lowest level, simplify the structure of the team. Two-way communication to occur, ask for feedback from staff.

Communicate Directly
 Leaders at the top of the hierarchy of information and instructions lower level by level down. Problems in management style on the bottom is that we can not be sure that the message is up and how uptake, because a little feedback from lower levels. Where possible to convey the message directly to ensure that messages are clearly understood. (Talk honestly with staff, we will get an honest answer anyway and try to get an accurate report regarding the opinion of the team)

Communicating At All Levels 
To ensure that messages are received and appropriate action is taken, the top-down process needs to be tested with the communication from the bottom up. Take as much time as possible with staff from all levels, and reiterate that we appreciate the feedback and willing to listen and respond. Remember that the idea that quality can come from anywhere and not just from the leaders. Utilizing the fact that everyone mengusai his job, and can give kontribuasi in its field. (If all the positive feedback the meaning of the whole truth has not been submitted to you)

Listening to Staff 
Encourage staff to be open and honest with respect his opinion, and willing to listen to them. The best way is informal, both of individuals with speech or with a group of staff. Point out that even negative feedback is seen as a positive opportunity for improvement. We must ensure that staff are not afraid to express hostility when criticized. Do not wait for staff to come to us, seek feedback from those with eminta response to the problems associated with them. When you want to get a broad picture of the attitudes of staff, we need to use a more formal approach. There are many techniques used to bias, such as surveys, polls, suggestion boxes, or group meetings. (Do not be surprised if any of the staff understand what we want to achieve)

Using The Authority

The leader's role is to ensure that everyone understands the instructions and execute it properly. Because it is not always according to plan, define accountability system that allows proper handling of deviations. (Make sure each is clear and concise instructions) 

Giving Instructions
 Quality content of instruction is much more important than how its delivery. When a decision has been reached together, leaders no longer need to seek support. But must that say "this is the command" is a sign that something is wrong. Before anyone gives instruction, we must know exactly what we want. This will be reflected in his tone and body language that will reinforce the message. Ask if there are bumps so that potential problems can be handled from the beginning. (Encourage people to report if there is a problem and immediate action if we do know there is a problem) 

Managing Upper Elementary Deviations
 Leaders often spend too much time to ensure that an instruction in accordance with the procedure. A better approach is to manage on the basis of the deviation, which is focused on what is deviant, not least. We do not need to hear what is going according to plan, but the staff or their representatives must be informed immediately if there are serious deviations from the plan. For example, if a sales executive was asked to handle a large customer and sales or profit targets are not achieved, then he must immediately report this problem. 

Consistent
 Because lead is to encourage people to do what we want, then we need to maintain compliance and awe on the staff. Consistency in the way of running the authority to get people to trust us and know that our words can be held. This prevents the emergence of doubts and heartache can be reduced. Consistent open means being too hard on the staff as long as we are always honest, forthright and fair in dealing with people, they will respond positively to our authority, although the condition is difficult and tiring. (Ask staff to report all news, good or bad and make the crisis a chance to develop people)

From a Team

Form a team or raising new members is the responsibility of the leader. Find the best candidate to form a dynamic and balanced team, either through promotions or recruit from outside, then they feel as part of a team. (Avoid lifting people just because you're short-staffed)

Finding Candidates  
Stocking net as wide as possible, use enough time for selection. Make a list of criteria, nature and other skills that candidates should possess. Make sure the relevant criteria. A common mistake is experienced, while research shows not so much a success in the job. Candidates who meet all the criteria are rare, therefore we need to be flexible in the selection. (When recruiting team members, see their growth potential)

Internal Promotion
Internal promotion is open only cheaper, but also shows that there are opportunities to increase, as the most satisfying rewards. Leaders should always observe the potential that can be utilized a higher level team. When recruiting from the weigh feelings of other staff, who may feel skipped. Explain clearly why he was chosen for this task, and confirm that the available opportunities for others. Then let the candidate that proves the truth of our choice. (Note the sense of when promoting staff from within)

Making Balanced  
In order for teams to function effectively, there must be a balance between technical, solving, problem, decision making, and interpersonal relationship skills in the team. The ideal group to be creative and disciplined, able to bring new ideas and solve problems, and at the same time enough to plan and execute tasks in a timely manner.

Conducting Interviews
Allow 45 minutes for an interview, should be accompanied by one or at most two partners. Limit your speaking, candidates have to say much as possible about their views on jobs, our companies, their achievements. What are their advantages? We are more concerned strength, the new disadvantages. Notice their body language and appearance value. (Ask candidates what their strengths in the previous position and make sure there are no distractions during the interview)

Decision Power  
Psychological tests and handwriting analysis (graphology) is sometimes used to assess the suitability of candidates. But this method can not replace a personal assessment, which is supported by the record of personal experience and references, as well as skills tests. Conflict and competition within the group that is not good, so avoid candidates who show the level of violence that could undermine the spirit of togetherness.
 
Learning From Recruit 
 A leader can learn a lot of new members to replace their knowledge of other organizations, methods and ideas. They can be looked at from the outside, before being converted into an insider. Take time to converse with new members, ask their first impression. Responding to suggestions they could lead to their beliefs. (Make sure that new people be well received) 

Nonconformity Handling  
Recruitment mistakes can happen, despite being careful. When considering to remove someone, ask "why is this happening?" Take lesson and if it can be "saved" by making changes, do it. If not, do not let that person live. Explain the reasons and give us proper compensation. Also make others know what has happened and why.