M.A. Lukashenko, Doctor of Economics, Professor, Vice-President of the Moscow Financial and Industrial University "Synergy", Leading Expert Consultant of the "Organization of Time" company

How to improve the discipline of subordinates or colleagues who distract from work

Did you know that the top ten time wasters of work time include unreasonably time-consuming communication with subordinates or colleagues? Meanwhile, there are quite simple tricks that can, if not radically change, then certainly significantly improve the situation. We bring them to your attention.

RECEPTION 1. Your subordinates write down questions that arise for you in advance, prioritize them(most important to least important) and remove them all in one visit to you. This way, they won't tug at you on every single issue. In addition, the most important tasks will be solved first. In the company where I work, it is customary to do just that: during the day, the manager only once talks with each department on the entire group of issues related to this department.

Time Eaters- these are any cases on which we want to spend less time.

The main thing is not to cross the line of reason. So, in one firm, the director, who was completely twitched by his subordinates, gave them coupons to visit his office - 10 pieces per month. The most curious thing is that the subordinates did not lose their heads, but, out of necessity, began to borrow these coupons from each other. It got to the point that one employee bought a coupon from another, and the boss, amazed by this fact, canceled this practice.

RECEPTION 2. Preparing questions to you, subordinates Also prepare their own solutions in advance. This not only saves time for the manager, but also contributes to the growth and professional development of employees.

I had a colleague who, when asking a question, always offered three solutions and asked me to choose the one that suits me best. After that, the same thing always happened: when he heard my answer, he would pause for a long time, sigh thoughtfully and inform me that this option was much worse than the others and that there was only one suitable solution. But this is rather an example of how it should not happen.

RECEPTION 3. Do not discuss the same type of issues with each employee individually, collect flyers, RAM and other meetings. But with them, too, you do not need to overdo it, so that they do not become another waste of time - both yours and those of your subordinates.

For each specific purpose, there are different types of meetings. Take, for example, a meeting "brainstorm", the purpose of which is to generate and discuss new ideas. It is held in an informal setting, any criticism of what is expressed is prohibited, all ideas are recorded. At such meetings, a creative atmosphere reigns. The main thing is to collect more ideas. Further, these ideas are structured, the most fruitful are selected and worked out.

Concerning RAM, then they, of course, should be operational, no more than half an hour. I worked with a government organization where meetings took 2 hours in the morning and 2 hours in the evening. Moreover, people did not work between the so-called operatives, but prepared for them. As a result, the leadership of this organization had to take emergency measures. It strictly regulated the holding of such meetings, limiting their duration to 20 minutes.

At meeting at which should be management decision has been made own rules. Firstly, it is necessary to pre-distribute the information on which the decision will be made to all participants so that they get acquainted and develop their opinion. Secondly, at the meeting itself, a certain sequence of actions is observed: speech → questions → statements → decision. In practice, it often happens otherwise. Since the materials were not sent out in advance, the participants of the meeting learn unexpected facts during the speaker's speech, their stormy, disorderly discussion begins with the incidental expression of counter ideas. Participants “get stuck” in this discussion, forgetting in the end how it all started. As a result, ideas are not properly generated, decisions are not made, and time is wasted.

Therefore, it is imperative prepare for the meeting and conduct it according to the required goals and results, inviting only the necessary people. We clearly keep the timetable and finish the meeting on time. By the way, now, in order to confer with colleagues or partners, it is not at all necessary to go or even visit each other, it is quite possible use skype.

RECEPTION 4. Transfer All non-urgent questions from the oral plane to the written one. What does it mean? For example, you are absorbed in reporting. But then one employee came in with a request to make him a salary certificate, the second called to find out if he was entitled to a child deduction, the third asked for something else. Answering everyone, you naturally get distracted from current affairs. And if there are a lot of workers who are eager to communicate with you, then, endlessly switching from one to another, you will endlessly perform a task that requires concentration, although in reality it can be done in just a couple of hours. Therefore, it is possible to agree that all "non-burning" requests and questions colleagues to you sent to your email. This will allow you not to be distracted from the work that is more important at the moment, and your employees to be sure that their requests will not be forgotten, and when you are free, you will answer everyone who wishes.

RECEPTION 5. Enter "marking" your emergency employment. It can be a red flag on your desk, which signals to all incoming that you are now asking you not to tear off. However, there must be agreements how much and how often you have the right to set such a flag. There are companies that prefer more complex markings, such as three-color: green flag - come as much as you want, yellow - come only with an important and urgent matter, red - do not come at all. You can also choose any other character. So, one chief accountant hangs a road sign "brick" on the door. In another accounting department, a sign with the inscription "No" is put on the table of the chief accountant. And one firm uses a souvenir teddy bear. Whoever he sits on the table, you can’t approach him, but everyone else is welcome.

But you need to avoid the situation “everyone went to the front”, when a person comes to the accounting department, and there is a red flag on each table.

RECEPTION 6. From Soviet times to this day, the so-called visiting hours and document signing hours. This is a smart and correct technique, but accountants should be very careful with it so as not to inadvertently cause direct damage to the company.

Here is a concrete negative example for you. A lawyer from a fairly large firm had to go to arbitration in a multimillion-dollar lawsuit, and the day before he saw that there was no seal on his power of attorney. He rushed to the chief accountant, who kept the seal in a safe. And she's not there. The lawyer calls her, and she says: "I'm sorry, but my office hours are on Thursday, from 3 to 5, and I would not want to see anyone at any other time." The lawyer explains for a long time to the chief accountant that without a seal on the power of attorney, the court will not consider him as a representative of the company, will regard this as the default of the defendant and may consider the case in favor of the counterparty. But the chief accountant was adamant, she decided to educate the young man and said: “In office No. 5, in a black cabinet, on the second shelf, in a blue folder, is the order of the head, who approved my reception hours.” As a result, the lawyer had to call the director and ask him to personally instruct the chief accountant.

The techniques that we talked about are designed to discipline employees, but in no case should they slow down the work of the company. Truly important and urgent issues must be addressed immediately.

And one more thing: at the heart of improving the discipline of subordinates and colleagues are corporate agreements. But any agreements work only when they are respected bilaterally. Do you want co-workers to save your working time? Then be more careful about their time too. For example, you should not invite people who are not related to the topic under discussion to a meeting. Or do other similar things that allow your colleagues to talk about you as time wasters.

"Head of an Autonomous Institution", 2010, N 9

Today, public sector institutions, as well as commercial structures, can successfully develop only in a strict organizational culture based on the personal interest of employees in the final result of labor. However, many employees are demotivated, not collected and, as a result, not organized. How to deal with this problem? Practice shows that even the application of labor legislation does not always lead to the desired result. In fact, only the leader himself can influence the internal discipline in the organization.

What demotivates the team?

To answer the question of how to establish discipline in a team, we must first look at the specifics of the organization of the social sphere without rose-colored glasses. One of the obvious advantages is that the functioning of such institutions is a well-established system controlled by the state. The "rules of the game" here are clear to both the director and the HR specialist, and the employees themselves. A significant disadvantage - the rigidity of the requirements for the organization of the work process and discipline is "compensated" by a formal approach to their implementation.

Let's take an example from practice. At the beginning of his career, the author of the article worked in one of the correctional orphanages in the Sverdlovsk region. Personnel officers know that state control in the field of education, and even more so in correctional orphanages, is one of the most stringent. Unscheduled inspections of the RONO commission, analysis of documentation, visits to lessons - all this was feared by the employees of the institution like fire, but continued to violate the established disciplinary norms. And it was not only about violations of the working day by the staff: more serious offenses were added to morning lateness and prolonged lunches. However, the violations were never identified: the team learned about inspections, including unscheduled ones, in advance. In the director's office, the call of the "informant" was heard, after which a hasty and total putting the institution's activities in order began.

Another example: in a music school in one of the remote villages of the Sverdlovsk region, children are taught to play the button accordion by a teacher suffering from alcohol addiction. He does not come to classes on time, skips classes for weeks, but the head of the institution does not fire him. Why? After all, there are rules, a rigid system, there is a team, in front of which there is a gross violation of discipline. Because the director understands that there is no other accordion teacher in the village, and young specialists will not go to the outback.

This is a manifestation of a formal approach to organizational requirements, and a formal approach on the part of the manager, and not ordinary employees. The director of the orphanage could not tell his subordinates that an inspection would soon come, and the perpetrators would be punished. The director of a music school could fire a teacher with an addiction, and the children would have to choose between piano and violin, which are taught by sober and disciplined teachers. A lot of leaders do just that. However, the meaning of the examples is that even within a strict framework, the behavior of leaders remains variable.

Another disadvantage that hinders the establishment of discipline in public sector organizations is no competition for jobs. A rigid organizational structure often demotivates the team, extinguishes creative abilities in employees, the desire to work for results, and increase their earnings. The employee knows that no matter what happens, he will be paid a salary, he will leave work at 17.00, and he can be fired only under an incredible set of circumstances. In other words, if a young specialist with great potential works part-time in an institution, his desire to realize himself will not affect his workload in any way: the specialist will still have a part-time job.

But much worse is that there is often no competition for a job even at the stage of negotiations between the job seeker and the employer. In ninety cases out of a hundred, the first interview with a personnel officer is purely formal, the applicant is already de facto employed.

There is nothing wrong with the fact that most employees come to such organizations through acquaintances: commercial structures also use personal connections when searching for candidates for vacancies. However, as soon as a "good acquaintance" crosses the threshold of a commercial firm, he is subjected to a total test of competence. This is not always the case in the public sector. In order to register a new employee without unnecessary questions, sometimes one phrase of the director is enough for the personnel officer: "Tomorrow a good girl will come, and we will register her in the state." No one thinks about what is meant by the phrase "good man." Is he disciplined, what was his schedule at the previous place of work, how long will it take a new employee to get from home to the institution? HR starts asking these questions later, when a newcomer falls out of the general work schedule, and starts solving problems that could have been avoided at the very beginning.

Organized Game Rules

All managers want to answer the main question: what needs to be done to establish discipline? Penalize? But in the Labor Code of the Russian Federation there is no such measure of influence as a fine, it is forbidden to fine employees. Pay bonuses to disciplined employees? But what kind of bonuses are we talking about if a person "sits" on a salary? To deprive parts of the vacation at the expense of absenteeism? Then, in addition to the demotivated employee, the organization will also receive an unrested employee.

For your information. Being late for work without a valid reason is a disciplinary offense, as the employee violates the working hours established by the internal labor regulations of the organization or the employment contract. For committing a disciplinary offense, an employee may be subject to disciplinary liability, which is provided for in Art. 192 of the Labor Code of the Russian Federation. This is a remark, reprimand and dismissal on appropriate grounds. Thus, a disciplinary sanction in the form of a fine is not provided for by labor legislation, which means that its application is illegal.

However, there is an algorithm of actions that will help to establish a workflow without applying radical measures to employees. First of all, the director of the institution should think: how is his own working day organized? The behavior of the "boss" is reflected in the actions of employees, as in a mirror, so the first step is the following: The leader begins the difficult struggle for discipline with himself. The proverb, which many institutions of the social sphere still cannot get rid of - "the authorities are not late, they are late" - should be forgotten. A punctual and responsible manager is an example for his employees.

The second step is to explain the "rules of the game" in writing to absolutely all employees. Many managers, in response to such a recommendation, begin to actively object: "Why is this necessary if we have a standard normal working day?" The schedule is really standard, but the functionality of the employees of the same institution is different: for example, the work of a methodologist and a violin teacher at a music school differs greatly. That is why the director must issue a fundamental document governing the workflow, - internal labor regulations. It should contain as much detail as possible about the disciplinary requirements both for the organization as a whole and for each structural unit separately. It is advisable to additionally fix the provisions of this local regulatory act in a collective agreement (its conclusion is not mandatory for the employer and employees, however, the existence of a collective agreement will help dot the "i" in many issues).

The second most important document that should appear in the organization and be in the public domain for employees is bonus clause. The salary of employees, as a rule, also includes a variable part, and no one bothers the head of the institution to prescribe on what conditions its value will depend. Among the conditions under which the employee is paid the maximum amount of the variable part of the salary, there should be the proper performance of labor duties (including compliance with labor discipline).

Employee is still late

But what if, after familiarization with local regulations, the employee continues to violate discipline? Do not rush to chop from the shoulder. Very often, both managers and personnel officers perceive the staff as parts of one large and smoothly running mechanism. However, employees have dissimilar biorhythms, temperaments, they stand in traffic jams, public and personal vehicles break down, and they also have children, parents, relatives, and pets. Therefore, before punishing a latecomer, you should personally ask him about the reason why he violated the labor schedule.

The manager should remember: most employees have a sense of responsibility and do not seek to violate the established rules, but sometimes they are victims of circumstances. A simple example is a single woman with a child. Kindergarten opens at 7.30, at 8.00 she already has to be at her workplace, and the journey takes 40 - 50 minutes. As a result, the woman is constantly late for the beginning of the working day by 15 - 20 minutes. The employee herself is not happy with this state of affairs and offers her superiors options for solving the problem: staying late after work or reducing her lunch time. The director does not agree, citing an "iron" argument: "I will allow one, everyone will be asked. And they will work when they want." Here is an illustration of how the flexible approach to organizing the work process, widely used in commercial firms, is very difficult to take root in the public sector.

At the same time, labor legislation does not prohibit the head of an institution set a time limit for being late. If an employee is late for ten minutes, it will not become a crime. Of course, lateness should not be practiced every day, but three or four times a month, for objective reasons, may be considered acceptable. In addition, by taking a step towards the employee and his circumstances, the director derives an additional benefit from the situation: in case of force majeure, he will be able to briefly detain the subordinate after the end of the working day.

There are also hopeless situations when a person who does an excellent job with his duties is absolutely not able to maintain strict discipline. Such cases are not uncommon among people of creative professions, who completely give themselves to their favorite work. As a result, they listen to criticism, lose a variable part of their salary, they cut their vacation, but they still can’t improve, but they don’t quit their favorite job either. Losing such employees is shortsighted, and many leaders understand this. The author of the article witnessed a case when the head of the museum "knocked out" a different position for a creative, but extremely disorganized employee, only to change his functionality and, accordingly, slightly change and "weaken" the schedule. The qualifications and enthusiasm of the subordinate turned out to be more expensive than following rigid standards. It was the right thing to do: the number of late arrivals decreased, the employee began to submit reports on time and, finally, fit into the work schedule of the organization.

The bottom line is: never rush to fire a professional because they don't fit in. You can compete for good employees. Let them work better for you than for someone else.

Notice the changes

Of course, the methods of struggle for the organization of the team are based on the characteristics of the psychology of each of its members. For example, there are institutions where employees are completely apathetic about the division of duties. Day after day they go to work, year after year they are dissatisfied with the modest salary, but it is impossible to force them to eat less than two hours and reduce the time spent in the smoking room. “He looks into the eyes and shows with all his appearance:“ You won’t do anything to me! Of course, I can tense up, but what will happen to me?" - one of the leaders told the author of the article. Such a psychological game between a boss and a subordinate is quite common, and it is useless to put such workers in their place.

The foundation of the organization of the team is built on the mutual agreement of the parties, and it does not matter what kind it is. If employees want their manager to stimulate their discipline, do so, because they do not specify the size and equivalent of the "bonus". This is where the director needs to be smart. There was a case when the head of a social organization equipped modern workplaces first for disciplined employees. Funds for renovation were allocated in parts, so the director could not replace old furniture and computers all at once. Then he decided to turn the minuses of the situation into pluses: he announced that those who would work the quarter without delays and “tails” would be the first in line for an updated workplace. For eight months, during which tranches were allocated from the local budget, an unprecedented order reigned in the organization.

When fighting for discipline, one should not forget one more important rule - notice changes. If the leader gave the team the task of "catching up", after a certain period of time, his assessment of the results should follow. Do not be afraid to praise and encourage employees, even though they are required to be organized and follow a work schedule without any motivation or rewards. If you see that the result of work on the discipline is positive, let the team know about it. Arrange a small holiday: organize a tea party or a walk in a nearby park.

Yu.V.Filippova

Business trainer,

coach consultant,

training for managers

Career building

How to maintain discipline in the team?

23 Feb 2011 As the great commander Alexander Vasilyevich Suvorov once and for all defined, "discipline is the mother of victory." Therefore, in addition to questions about how to find, persuade, motivate staff, you, as a leader, will definitely face the need to maintain law and order within your area of ​​responsibility.
In recent years, we have been difficultly brought up within the framework of a system of democratic, and more often - pseudo-democratic ideas. Where the leader, of course, is a “democrat”, and his main values ​​​​are “honesty and openness”. It is these pearls that can be found in training manuals and serious textbooks on management. We obviously do not want to return to the "totalitarian past", but it must be recognized that not all issues of organizing the work of personnel are resolved by democratic methods. Someone still needs to take responsibility and stop "being good." And most likely, it will be you - an effective leader.

So where is the dividing line between democracy and authoritarianism? What distinguishes a leader from a "permissive"? Only discipline. And she does not tolerate compromises. Do not count on the internal discipline of your employees. If you do not take care of discipline, then even the most responsible people, brought up by parents, school and the army, will be in the minority. Roll up your sleeves and...

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Law enforcement agencies are part of the system of state organizations and therefore their employees are in the public service and, as a result, are subject to the requirements of state discipline. Usually, state discipline is understood as the established procedure for the activities of state organizations, which provides for the conscientious performance by each employee of the duties assigned to him, certain rules and requirements of official conduct.

In general, discipline is understood as a quality of a person, including the habit of discipline, self-control, internal organization, responsibility, readiness and the habit of obeying one's own goals (self-discipline) and social regulations.

Discipline can also be viewed as submission to the established order, the ability to establish and maintain discipline in the team.

The disciplinary charter defines discipline as "strict and precise observance of the order and rules established by laws and military regulations." Compliance with the statutory requirements by each police officer is individually peculiar in nature and depends on his psychological characteristics. It is mediated by such a quality of personality, which expresses a stable subjective attitude of a policeman to order and rules, to orders to superiors, to his duties. That quality is discipline.

On the basis of previous studies, discipline can be defined as a personality quality that provides purposeful, stable and organized behavior in strict accordance with moral and statutory standards, based on a deep awareness of their social, official and personal significance, their unconditional acceptance and support.

Researchers of the problem of discipline have come to the conclusion that two sides can be distinguished in discipline: external and internal. The leading role is played by the internal side, since the requirements, orders, without their acceptance by the employees themselves, cannot become behavior regulators. Studies show that an external requirement without semantic identification, without a positive understanding and inclusion in the hierarchy of personal values ​​is not transformed into personal motives. Therefore, to form discipline is, first of all, to develop among employees the motives for disciplined, statutory behavior, since all "external influences are connected with their mental effect indirectly through the personality", are refracted through the "internal conditions of a person".

Each influence of an officer in the process of disciplining subordinates activates their semantic work. The employee evaluates the requirements presented to him, compares this requirement with his ideas about disciplined behavior and, ultimately, determines his attitude to this requirement and evaluates its value. This assessment by the employee of objective circumstances and his actions in these circumstances gives personal meaning to his requirements.

This is how the motive of disciplined behavior of an employee of the internal affairs department is formed. S.L. Rubinshtein wrote that “the motive as awareness of the motivation for a certain action is actually formed as a person takes into account, evaluates, weighs the circumstances in which he is and realizes the goal that confronts him: from the attitude towards them, the motive is born in him. specific content necessary for real life action.

The formation of the motive for disciplined behavior is the strengthening of the impulse to follow the model of behavior laid down in the statutes. But since this model does not reproduce the behavior in all its details, but reflects only the most significant features, the employee himself creates a mental model of behavior for himself. This model corresponds to the real conditions in which his work takes place, as well as to his previously formed ideas.

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Active listening
The ability to listen is a criterion of communication. It is said that the course of communication in the ancient Greek schools of eloquence consisted of ten percent teaching of eloquence itself and ninety percent of learning to listen. It has been noticed that a person who listens attentively spends no less, and sometimes more energy and strength than the speaker. ...

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Adolescence is a sharply flowing transition from childhood to adulthood, when contradictory trends are convexly intertwined. On the one hand, this difficult period is indicative of negative manifestations, disharmony in the structure of the personality, the curtailment of the previously established system of interests of the child, the defiant nature of his behavior ...

“People are not judged by themselves,” people say. And right! Not all employees are as good, responsible and disciplined as the boss! What to do with irresponsible violators of internal regulations? Maintain labor discipline among them!

Everyone needs discipline, everyone needs discipline! And who needs it more? Employee or boss? And where do the legs grow from violations of the internal routine - from above or below? Let's figure it out.

If employees are periodically late, take off, do not follow instructions - whose problem and flaw is this? It may very well be that the employees: no responsibility, self-discipline, moral work, in the end, my mother did not teach the systematic fulfillment of obligations. But after all, someone hired these people, they are managed and their activities are controlled. So maybe the matter is in the “top”?.. You can guess for a long time, but there is no point in this. It makes sense to figure out how to maintain labor discipline and what mistakes the manager needs to avoid in order not to “dissolve” the staff.

What are my mistakes?

First and foremost mistake. I allow myself "liberties". If you can come late on Friday, leave early on Thursday, and in the meantime go away on personal business, expect the corresponding consequences. Employees will “try on” your behavior matrix for themselves, and “sitting” on VKontakte, for example, will not become your personal weakness, but the prerogative of all your subordinates. So control your weaknesses!

The second error is significant. Lack of proper control over the execution of internal regulations. “Well, the person is late, you will think, with whom it does not happen. The main thing is that the amount of work is done.” Some bosses are happy that their employees are just as responsible and disciplined as their bosses. Sometimes you just don’t want to figure out what the essence and the matter is, to punish someone ... But in vain! Subordinates begin to feel their impunity, and if at first the delays are unintentional, then later they can become so. In general, do not spare time for control!

I am the leader, discipline approver

To control labor discipline, you first need to determine what rules you expect employees to follow. It is clear that you should not be late, skip, take off, but more specifically? .. In order to explain these rules, you need to formulate them and fix them on paper. Personnel must be familiar with the internal labor regulations. You can even include some clauses in the employment contract.

If it seems to you that it would be superfluous to prescribe such things in the contract, then you are mistaken. Employees should immediately understand that the “relaxation” is over, and now you will adhere to the rules of labor discipline and monitor their implementation. Explain to employees in which case, for what and what types of penalties they face in case of violation of discipline. You can make some kind of list of violations, next to which the severity of the “crime” and the form of punishment will be affixed. Understanding that no offense will go unnoticed will be a powerful incentive to stick to the work schedule.

By the way, about the graphics. Does your company have it? If not, then it is simply necessary to compose it. When there is no order and clarity in actions, people are simply lost - what to do, where to go? As a result: “Okay, I’ll rest today, I’ll do more tomorrow. Or the day after tomorrow". Relaxation, a sense of lack of control among employees do little to promote the development of the enterprise. Yes, and it is much more difficult for you to control the activities of subordinates.

What should be included in the work schedule? Of course, opening hours. Take the time to carefully consider the schedule so that it is logical, reasonable, familiar to employees. It must include a rest break. Why? Because otherwise, employees will “allocate” this time at their discretion. Place the daily routine, as well as the internal regulations, in full view of the employees.

And most importantly - control the behavior of your employees constantly! Do not lower the situation "on the brakes" - it will not lead to anything good. Track all violations and deal with them on the spot. Control is a necessary condition for maintaining labor discipline.

Do not exclude yourself from the list of those who may be subject to recovery. If employees see that you yourself obey the rules, it will become much easier to follow them. Do not forget the words of Seneca: "The power of the unjust is short-lived."