Valuable capital. Health is the most valuable capital

Mistakes that people make when they decide to increase their personal

Chapter Eleven The Most Valuable Gift of Fate

Chapter Eleven The Most Valuable Gift of Fate Effective use of time is a sign of an effective mind. Sir Isaac Pitman “Life is a curious thing,” Julian remarked. – Do you know why? – And why? – When a person understands who he is and what he really needs

Time is a valuable capital that needs to be managed. Over the past few years, this idea has become self-evident for most Russian managers. And therefore, at time management seminars, the following question is increasingly asked: how to instill a culture of time management in subordinates and colleagues? And, scary to say, the management?

We cannot be 100% effective if we do not coordinate our personal time management with the people around us - colleagues, management, subordinates, relatives, clients, etc.

Conveying the idea of ​​time management to another person can be challenging. But the result is worth it. This is a higher mutual respect for our most valuable and irreplaceable resource of time. Respect in the work team, in the family, in the company, and finally in our society.

How to instill time management in subordinates: “voluntary” strategies

- How does a commander differ from a commissar?

- The commander says “Do as I do!”, and the commissioner says “Do as I say!” Soviet joke.

At seminars for top managers, the most active discussions usually arise from the question “to force or not to force?” Managers are more strict and insist: there is no need to wait for something to “germinate.” Softer managers emphasize that time management is a rather individual matter, and the higher the “creative” and “human” components in an employee’s work, the more difficult it is to impose methods of self-organization on him by order.

I am a proponent of using both approaches together. First you need to “sow the time management bacillus”, use internal, voluntary resources, and only then external, coercive resources.

1. The first step in the “volunteering strategy” is to lead by example.

The effectiveness of this method cannot be overestimated. Demonstrate, rather than declare, organization, punctuality, and respect for the time of colleagues and subordinates.

The effectiveness of your subordinates ultimately works for your results and your success, so do not consider it shameful for yourself as a manager to show respect for the time of your subordinates. At one corporate training, a participant said, “Of course, I ask, “Are you comfortable speaking?” when calling a boss or a client, but not a subordinate. What difference does it make to me whether he is comfortable or not?” I asked: is your personal comfort or business interests more important to you?

If you are the owner of a company and have decided that your comfort and freedom are more important than the effectiveness of your subordinates, there is no problem, call them at 2 am, call them to unexpected meetings of unknown duration, etc. You are the owner - you have your right. Just don’t be surprised if subordinates have the same attitude towards clients’ time, and clients reciprocate by switching to your more punctual competitors.

But if you are not the owner of a company, I recommend that you treat the time and comfort of your subordinates no less carefully than your own. It's yours, I'm not afraid of this word, " official duty"as a manager, is important for the interests of the common cause. Show respect for other people's time without "double standards."

2. Create motivation to use TM techniques.

“Motivation” should not be confused with “stimulation”, i.e. not a system of rewards and punishments, but an understanding in the heads of employees why time needs and can be managed.

How will your subordinates answer the question “If you accomplish more, will you earn more”? If “no,” your task is a little more difficult than, for example, the head of the sales department. But it is completely solvable. Typical arguments that your employees can listen to:

More comfort in performing work due to more competent organization;

Reducing risks associated with non-compliance with deadlines set by management;

The opportunity to leave work earlier and spend some of the freed-up time on yourself.

Even if saving time does not directly bring money to the subordinate, he must understand that he wins by increasing work efficiency. Be prepared to “pay” - greater flexibility in the work schedule, earlier employee leaving home (this does not mean reducing the working hours provided for labor code, and a reduction in overtime beyond the working day), etc.

In the Group of Companies MC-Bauchemie-Russia(trademark "Plitonit") During a corporate TM project, the IT director wanted to encourage his subordinates to pay more attention to self-organization. To do this, he daily noted the number of cases performed by the unit in an “emergency” mode. They turned out to be about 80%. These facts convinced employees of the need to engage in time management, and after some time they themselves more accurately distributed responsibilities among themselves, drew up a schedule of preventive maintenance, a plan for purchasing office equipment for departments, etc.

Please note: all these results could have been achieved “from above”, with the help of regular management. But the value of the “TM bacillus” planted in the employees is that they did it all themselves, without coercion. The leader did not waste “administrative resources,” and forms of organization born “from below” usually turn out to be simpler and more effective than those imposed “from above.”

3. Move in small steps, but rhythmically.

The highest quality of Japanese products is largely the result of the “kaizen” ideology - small, but continuous, daily improvements. As in personal work, in corporate implementation of TM there is no need to globalize the task. Offer new techniques to your subordinates regularly, at least once a week. The simpler and more self-explanatory these techniques are, the better.

Alexey Chernin, Chairman of the Board OJSC "Omskbank", after TM training, introduced “15 minutes for time management” into Board meetings. During these mini-meetings, he shared personal experience mastering the next tool from the Training Organizer, and invited top managers to share their experience. One of the deputy chairmen held similar mini-meetings for middle managers.

How to “instill” time management in subordinates: “forced” strategies

The residents of Gabrov (residents of the Bulgarian city, famous for their stinginess) agreed with the teacher to pay for the education of the children, 2 buckets of vodka from each yard. On the day of reckoning, a barrel was placed on the square, and everyone poured their two buckets into it. The teacher approached the barrel and saw in it clean water. Every Gabrovo resident thought that two buckets of water would not spoil a barrel of good strong vodka.

IN social psychology The phenomenon manifested in this anecdote is called "social loafing." This is when everyone understands that they need to do something useful, but no one in particular wants to take the first step. And here you cannot do without “administrative resources”. How can it be used to implement TM techniques?

1. It’s better to have “fewer” tools, but mandatory ones.

Do not try to build a global universal “only true” time management system. Well suited for the first steps of implementation:

any planning boards;

diaries or planners + day planning standard;

regular task overview tables;

meeting forms.

“If subordinates do not want to use the tool, how to force them?” This is not a question for a time management specialist. Re-read any book on people management, motivation, management struggle, etc. I will only note that what more people were prepared at the “voluntary” stage, the more of their own ideas and considerations that your innovation takes into account, the easier it will be to implement it.

2. Come up with simple and quick “carrots and sticks”.

The ideology is exactly the same as in personal work: small and preferably immediately applied rewards and punishments. For example, when introducing a planning standard in a diary for managers trading network CEO proposed, 1-2 months after the training, to reward the three owners of the most competent diaries with one-day days off, and the three owners of the worst diaries - with a fine equal to the cost of one working day.

Gulmira Tuleshova, Head of the Motivation Department of the HR Department National Bank of Kazakhstan. “After training in time management and introducing a planning board, we had the idea to motivate the nascent process of increasing personal effectiveness - every month we choose efficient worker, and he earns one free day a month. The criterion for effectiveness is that he completed the tasks assigned to himself in a timely manner and with good quality, and, naturally, in connection with the tasks of the unit. Our senior management approved of the idea, promising not to interfere in the process of motivating effective employees and to be understanding about their absence on earned free days. The promise is being kept."

3. Use "pilot projects".

"Pilot", trial project - very useful trick. Try the technique on one employee, in one department, in one area of ​​activity (for example, “only with this type of client,” or “only for project X”). This will allow you to understand all the pros and cons of the technique in real practice, spending a minimum of time and effort. In addition, the experience of successful pilot project- an important argument for convincing other employees (or departments) of the necessity and usefulness of new technology.

In conclusion, main principle: Calculate the cost of your time, the cost of your department’s time. Try to express it in money. And fight for time no less fiercely than for money. At the Siberian Agreement conference in Novosibirsk in May 2005, one of the participants, the general director and owner of the company, asked, “What if my time depends not only on me, but also on other people, primarily on my subordinates?” I asked a counter question - “You are the owner of your business. If your subordinates steal your money, do you know what to do about it? Or, just like me, helplessly asking a corporate finance consultant about this? But your time is much more valuable.” your money - there is much less of it, and it is non-renewable." When asked about stealing money, this man’s face changed so much that I realized: I don’t envy those who try to steal his money. I am sure that after the seminar one will also not envy those who try to steal his time.

Time is money, and even more valuable than money. Make it as self-evident for employees to be “accountable” for time as it is for money.

How to “instill” time management in your boss?

Mom, don't scold me, I'm a very good child!

And why is that?

Not a single housekeeper can stand staying with us for more than a month, and I’ve been living with you for 7 years already!

If you are not a businessman or a “freelance artist,” then one of the key factors influencing your time is your manager. In extreme manifestations, the manager’s disorganization reaches the point of “I called everyone in the morning, told everyone to be in the office by 15.00 for an important meeting, arrived at 18.30 and asked - why are you all gathered here, the meeting will be the day after tomorrow?”

At trainings you often hear: “And if I have force majeure, the boss unexpectedly gave new task?" Here I suggest you think about the fact that dealing with unexpected requests from a manager is not “force majeure,” but the direct responsibility of a subordinate. If difficulties arise with this, you should not look for ways to influence the boss, but master the tools flexible planning. For a person who actively uses such tools, unexpected tasks are not a problem.

But it happens that the manager is really not attentive enough to time, and I would like to influence him in this regard. How to do it?

It's better that "it was his idea"(in most cases, but not always).

We need to find an indirect way by which the idea of ​​time management can reach the boss. His friend, secretary, head of a neighboring department, etc. A magazine or book accidentally forgotten somewhere will also work.

Show your tools in action.

At the meeting, bring out a neat overview schedule of regular or project tasks; visit your boss less often, but with a prepared written list of questions, etc. Your boss's interest in the new tools you are using is a great reason to interest him in time management.

Start with tools that are useful and inexpensive for the boss.

If your “TM proposals” start with equipping the department with laptops and buying you a pocket computer, they are unlikely to be heard. Better suggest creating a simple planning board, an overview schedule of regular tasks, etc. Let your manager experience increased control, manageability, and predictability of work without financial costs - and he will be ready for your next proposals.

And in conclusion - remember the main thing. It is your job to make sure that the boss feels comfortable working with you. His time is more valuable than yours, his comfort is more important for the company than yours. If you think otherwise, no problem, create your own business. Then the inconveniences associated with having a boss will be replaced by other, much more serious inconveniences. But that will be a completely different story.

Lack of perception of knowledge as a corporate asset and general culture accumulation and use of this knowledge hinders the development of knowledge management in Ukraine.

UKRAINIAN experience in knowledge management in companies is very small. Unfortunately, for now this activity is relevant and is gradually developing only in the consulting business. As for other enterprises, almost everywhere the exchange of information between employees occurs spontaneously. Only a few managers have already realized the need for their own participation in the accumulation and preservation of accumulated experience; they take this area under administrative control and attach great importance to it in business development.

The main difficulty in knowledge management lies primarily in the fact that the lion's and most valuable share of corporate knowledge does not exist on paper, but is contained in the heads of employees. Nevertheless, the practical experience of transnational corporations has shown that even such a management problem can be solved.

UNDERSTAND WHERE THE MOST VALUABLE THINGS ARE
For the FIRST time people started talking about knowledge management in the USA back in the late 1980s. But the heyday of this trend occurred in the early 1990s. It was then that the term knowledge management went beyond academic articles, appeared on the pages of the popular Western business press and took one of the prominent places in the list of services of consulting agencies. Since 1995, knowledge management has been an established scientific discipline, with university courses taught and professional and academic publications devoted to the topic. The idea was grabbed enough a large number of organizations, and knowledge management has become fashionable direction in business development. Multinational corporations began to specifically allocate additional resources, often assigning this direction to separate divisions of departments information technologies or personnel management.

The essence of knowledge management is that enterprises need to organize the exchange of knowledge between employees and departments in order to find the best ways conducting economic activity. There are enough options offered: informal communities and expert networks for sharing experiences, libraries of practical solutions, databases of clients or suppliers. However, first the enterprise needs to understand where the most valuable intellectual property of the company is and how it can be opened for public use, since the knowledge that any company possesses is scattered throughout the enterprise and is heterogeneous. These are paper and electronic documents, reference books and databases, as well as informal experience.

OTIPOEKTAX MATERIALS ALONE ARE NOT ENOUGH
IN UKRAINE people started talking about knowledge management quite recently and mainly in the context of extracting additional value from intellectual capital. However, purely Ukrainian systems approaches There are no methods for knowledge management yet.

For companies engaged in GG consulting, this area is especially relevant. Due to the shortage of qualified personnel and the current trend of poaching experienced staff, many companies try to protect themselves as much as possible from the loss of accumulated intellectual capital along with the employee.

“For the exchange of experience within the company and the professional development of consultants, we have created so-called project libraries,” says Ostap Malanyuk, acting head of the personnel department of Borlas Ukraine. — They form a bank of implemented solutions. At any time, you can familiarize yourself in detail with all the nuances of completed projects, their problems and solutions to specific issues in practice. This helps the younger generation of employees quickly join the company and not only improve their professional level, but also become part of a single team with accumulated experience. Project libraries are also an opportunity to find answers to regularly arising questions.”

However, materials about projects alone, no matter how successful and interesting they may be, are not enough to adapt new employees. This is why many consulting companies use mentoring practices. From the first day of work, a new employee receives a supervisor, an experienced individual consultant who answers any questions of the mentee, prompts and corrects his actions if necessary. “Consultants who have experience in two or three implementation projects willingly serve as mentors for new employees, including even organizing special training for them,” says Svetlana Tikhonenko, HR manager of Amazing Ukraine Corporation (formerly Robertson & Blums Corporation Ukraine). “This ensures the formation of a strong team and opens up new career opportunities for employees.”

According to experts, so far in Ukrainian conditions the practice of supervision is the most effective method preserve and increase knowledge.

An important knowledge management tool for domestic companies is also the availability of special software, with the help of which it is possible to systematically store the practical experience accumulated by employees. Companies create an internal infrastructure and a special procedure that involves the exchange of information in electronic format. The program helps to store information, categorize it and search. " Distinctive feature Such technologies are that all platforms used are integrated, which greatly simplifies work, saves time and allows you to reuse information, explains Dmitry Popinako, CEO of Innoware. “If the system is convenient to work with, it means we save time, and in consulting, saving time means saving money.”

Motivational mechanisms operating in a favorable environment
PETER DRUCKER, one of the most influential management theorists, argued in his works that knowledge is acquired by free will and not by command. Forcing people to show their knowledge and share it by order is useless. Instead, it is necessary to create conditions conducive to voluntary knowledge sharing. Unfortunately, not all managers understand this. “In the knowledge economy, everyone is a volunteer, but our managers are trained only to give orders,” argued Drucker, who is credited with the very idea of ​​knowledge management. A manager will not be able to manage knowledge until he understands that it cannot be managed.

Nevertheless, Ukrainian business consultants believe that the presence of financial motivational mechanisms for maintaining and sharing knowledge in the company will not be superfluous. “Motivational mechanisms can be very simple,” explains Andrey Kryuchkov, general director of the Seven consulting and training center. -One of the options is to record the history of working with a client in a database. If a manager does not enter his work history into the corporate CRM system, he is not credited with the transaction and does not receive his bonuses for it. If management wants to motivate employees to think innovatively so that they offer their ideas to improve the company's business, then they can pay bonuses for each proposal. And if the proposal is implemented, pay a premium.”

However, not everyone agrees with the opinion that financial or even administrative motivation is quite sufficient to preserve knowledge. Dmitry Popinako believes that the most important thing is to create a business environment in the company that in itself would involve the accumulation of knowledge. “We have no opportunity to work differently. Our business processes involve the use of an information system, and Information Systems- accumulation of knowledge,” Mr. Popinako explains his position. — Our company has developed a grading system for personnel, which is also integrated with the mission and strategy of the company and is primarily focused on ensuring that we constantly improve the level of customer service. This system also contains a system for accumulating knowledge.”

Svetlana Tikhonenko believes that prospects should be an important tool for motivating employees professional career. An employee who shares his experience and tells his colleagues about the difficulties that arose during the implementation of certain projects and the ways he found to overcome these difficulties will in the future receive projects with more complex tasks for implementation.

“The most important thing is the management’s recognition of the fact that preserving accumulated experience and knowledge is the basis of business continuity,” says Anton Poretskov, director of Amazing Ukraine. “All processes of the organization should be built with this in mind.” The main difficulties that companies experience in developing a new direction of management in this moment- unpreparedness for large investments in a new direction and resistance of employees who traditionally resist changes in their work.

Team cohesion, based on mutual trust, makes people willing to share experiences and learn from each other. When people lack knowledge, they usually turn to colleagues first with questions and only then to databases and other “inanimate” sources of information. Implementing rigid communication procedures within an organization reduces the level of trust, suppressing the natural exchange of knowledge.

Daniel DiPiazza is the founder of the Rich20Something platform, a blogger who teaches entrepreneurship, explains how partnerships work, where to find your audience and how you can achieve a successful deal.

Tell me who is your friend...

The main reason to make friends with successful people is your desire to expand your area of ​​influence and ensure that your ideas are needed more of people. Therefore, if you have a few good friends who help you, you will achieve your goals much faster than if you are alone banging your head against the wall trying to figure out how to move your ideas forward. In addition, there is a high probability that by making friends with successful people, you yourself will become successful: you are the arithmetic average of your five closest friends. However, many people unknown to anyone today will ask: “How? How can I become a friend of a successful person? I will teach you how to connect with anyone in the world.

Networking? No thanks

I frankly don't like the idea of ​​networking. Would anyone like to think of themselves as a “network” worker? Did you want to be in someone's network? There is something predatory in the very idea. Therefore, I will build the entire subsequent conversation on the basis that acquaintance with interesting people you need for the simple human joy of communication and, as a result, a more joyful and vibrant life. Successful people are the same way real people, just like you. Think of them as individuals, not as steps in career ladder, which you climb without disdaining any means, and then, I guarantee, you will reach success twice as fast.

Step 1. How to find people with whom you have common interests and how to please them?

Are you aware that everything successful people know each other? How in elite club? To a certain extent this is true. And you can get an invitation to this club. When I started my blog Rich20Something, I knew absolutely no one. I was like a person who came to a party where he doesn’t know anyone, and everyone else has been hanging out in the same group for a long time. In this situation, it is logical to start introducing yourself to people, so that they are willing to get to know you. At the time, I didn't have much to offer, but I did have a small website. And I decided to do interviews: everyone likes to see their name on the Internet. So I started looking for people in in social networks with a sufficient number of followers, and who, in my opinion, had something interesting to say. I wrote batches of emails to various entrepreneurs and bloggers with the only question: “Can I interview you?” Each letter was personalized for each recipient and very soon I began to receive replies, but even if 10 people out of 100 recipients answer you, this is an excellent result. My interview page has been updated with materials. People found out who I was. I was no longer a stranger at their celebration of life. If I were doing it all over again, I would write according to this simplified scheme:

Hi, my name is Daniel and I am (insert job, blog, etc.). I saw your work in (insert) and really liked it. I am writing to you because (insert sphere common interests, solving problems of the addressee, etc.). Will you have five minutes for a short conversation in the next two weeks? I have time in (write specific days, hours). Thank you! Daniel.

What to do if you don't have a blog? Create it!

Building your audience is the best thing you can do with your time. If you cannot do this yet, then look for something that can be useful to a person, with whom you want to become friends. Search online for what he is interested in, what hobbies he has or problematic issues. Now think: what can you offer these people in order to help them? The best way to do this is to follow Twitter: people write on Twitter to complain about life. In general, be interesting and noticeable. The main thing is to choose the right time for contact.

Step 2: Make Human Values ​​a Priority

I even suggest that you don’t think at all about how other people can be useful to you. At least for now, initial stage. Many people make this mistake: we met and let’s try to benefit from the acquaintance. This is completely wrong. It is necessary, like a deposit, to add up and add up good deeds. And the benefits can only be obtained after enough has been accumulated in the “account”, after your new acquaintances are interested in you. Often I could not understand why the prospect of becoming friends with successful person ended at the moment when I, having barely met, asked him to do something for me.

Step 3: Reap the Benefits of True Friendship

Now that you have actually made friends and become a friend yourself, shown how and how useful you are to the organization/blogger/entrepreneur, you have officially become part of the team. You are someone you can count on. Now you also have the responsibility for creating a brand or direction.

Here's what I did at this stage: I used my new reputation to attract even more influential friends. With the support of organizations I believed in and funds mass media, I asked new friends to be an invited guest on my blog and post on it.

The whole process was energy intensive. But its results are truly priceless. And it’s not about attracting specific people. It's about the process of identifying the people you want to meet, becoming friends with them, and the long-term prospects of the relationship.

Now imagine this process over decades. You can go wherever you want, have access to whatever you want, and know that you will have the resources to solve any problems at any time. Your friends become your most valuable asset.