The desire to destroy the system arises when there is no way to satisfy the desire to create. If the employee is not limited by strict regulations, he will find the best way to solve the problem. If limited, will find a way to break the system.

At the equilibrium point, the system is not capable of self-organization. If the leader has decided for everyone, then all the energy of the resistance will be directed at him.

A fanatical manager is like a person with a broken finger — whatever task he doesn’t get into, it hurts everywhere. This pain prevents us from determining where the processes are normal, and prevents successful employees from working normally.

Randomness is an unknown regularity. A large number of cases suggests that the manager is far from reality.

Any power is based on force. It can be based on the legal force or the strength of the leader’s personality. But this is ineffective against the option when the government relies on the power of the collective.

The risks are summed up. Those who are always meeting, do not live long. A manager who constantly plays on the edge of a foul, does not have the necessary resources or solutions in stock, makes big mistakes and loses the team.

If a department or company slows down in its development, then some decision has not yet been made. Often there is a lack of solutions due to a misunderstanding of the role of the manager. His task is not to lead, but to make subordinates lead. Just as the eye is not meant to see, but for the body to see.

The leader directs the subordinate on his own path to his own goal. He helps realize opportunities beneficial to the company, and does not force people to do things that are not given to them by nature. A company is simply an environment that benefits from the aspirations of employees. For example, a coach helps an athlete go his way to throw the ball and score points. The basketball federation determines the diameter of the ring and the number of points per shot. The federation benefits from the players’ self-realization.

You can ignore the personal qualities of the employee, his interests and goals. The system will still put it in the stall and squeeze out the result regardless of what the employee thinks about it. But it is necessary to understand that every action has a reaction. Such systems quickly lose efficiency.

The only thing a person controls is his attention. We control everything else through the focus of attention. KPIs or OKRs should help you focus. Complex motivation systems and a large number of goals will only distract.

The secret of quality solutions is not in the way we think and not in genius. What matters is what we think about for a long time. Human consciousness processes one bit of information in 1/18 of a second. If the decision requires the processing of a million bits of information, then two hours should be considered. If we use intelligent work tools, we simply reduce the required number of bits.

The ideal of managerial skill can be described in the formula: “to predict, but not to determine.” That is, to shift attention to a situation in which the desired result will become an inevitable consequence (control a laser pointer). A frequent mistake is not being able to predict, constantly trying to determine.

If the pair of people plus the task coincides, no additional motivation is needed. It is only necessary to remove all demotivating factors.

The door to human motivation opens only from within. The only necessary condition for this is the commonality of goals and methods of achieving them (that is, trust). Outside – no matter how hard you knock, no matter how much you persuade, they will not open. It is a mistake to sacrifice honesty in some matters and to wait for motivation in others. You need to choose something.

A mandatory condition for knowledge is a limit. A child learns what water is by putting his finger in it. At the same time, the child has no idea of ​​the existence of air. In business, there are clear rules and benchmarks for such boundaries. The “more is better” strategy very quickly leads to a loss of interest: first in sports, and then in everything.

Pain is objective, and suffering is optional. First, a pain signal arrives, and only then does the body decide to include a state of stress or not. The solution depends on the meaning. The art of finding meaning is to first invent it, and then to believe in it. A sense limited by money means that any activity will be stressful.

Any system, in particular. the team develops only under load. The manager must ensure the work front. A team cannot sit idly by, much less act when participation is needed. People begin to see meaning in solving problems rather than ignoring them.

A lack of success at any time means a loss of meaning. There is no progress bar in life, we cannot track the progress of each task. Just one day the desired event occurs. This is especially true when working with people.

Current tasks and long-term goals are clear to employees. The middle is always scary. We are seriously planning to colonize Mars, but we are not even discussing the settlement of Antarctica. The manager’s task is to take medium-term goals, set a big goal and make sure that everyday tasks are completed.

The evolution of living beings is a sequential deprogramming. Attempts to program backwards always lead to resistance. The manager’s job is not to overcome this resistance, but to deprogram even more and, thanks to this, get a super result.

It is important for the manager not to confuse tenacity and stubbornness. When he persistently changes himself in order to change others, he gets the maximum result. And if he stubbornly changes others so as not to change himself, people are freed.

If we want an employee to work independently, let alone remotely, something higher than stimulus-response is required. We can’t stand him in the kitchen between him and the fridge. It is necessary to build relationships in which there is a value to each agreement and the “said-and-done” rule works.

Discipline is memory from the goal. Discipline exists when a person believes in his goal. When he does not believe, it is much easier for him not to remember her. And there is nothing to expect from discipline.

There are sign rules and barrier rules. The less the manager trusts the employees, the more barriers there are. In an ideal team, employees set the signs themselves and help each other understand and follow them.

When Seneca in the 1st century AD wrote: “Live a century – learn a century” he did not spare words and the entire phrase sounds like this: “Live a century – learn a century to learn how to live.” The philosopher understood the harm of excess knowledge and the value of focus, but could foresee that the vulgarization of education would change the meaning of the phrase to the opposite.

Common sense is the ability of the mind to avoid errors, i.e. wandering, i.e. choose the optimal way to achieve the goal. It is important not to confuse common sense with life experience. Experience is not what was, but what we understand from it, and to understand our experience requires common sense.

The choice of the way of understanding determines the result. People are often confused about the means of satisfying needs. For example, they eat when they want to drink or deny when they try to understand. Any objection can be formulated in the form of a question if you track your motives. For the manager, this is a way to get results without investing in control.

A manager who thinks he is always right has no way of determining whether he is actually right. More often than not, this is not right, but only a habit of believing oneself to be right.

In the chain of cause-and-effect relationships, the manager often chooses only one and connects all successes or failures to it. He succumbs to the temptation to take what is seen as what is. And sometimes, in addition, perceives what is as it should be.

The more understanding invested in the subject, the more love. A manager who doesn’t like numbers simply doesn’t understand them. And he who does not see people by numbers does not understand the main subject of his activity.

Learning is a derivative of motivation. If a person needs it, he will figure it out. Therefore, before understanding a complex topic, you need to put together a puzzle in your head, find meaning, and answer the question “why”.

No expert can tell you how to do it right. The criterion of truth is only practice. There is only one way to “question” practice – to test a hypothesis. Most managers check them for a long time and expensively. This is the most common mistake. Hypotheses need to be tested cheaply and quickly to be a practice in constant dialogue.

It is important to technologize and describe any process. Spontaneous actions cannot be improved, because if they are not described, it is not clear what to change and what to compare the result with.