Manager`s Savoir Vivre

Savoir Vivre, in the work of a manager, is a very extensive topic and not one book was created dealing with this subject. In this article, we will try to present a few principles that, in our opinion, will help future as well as current managers, leaders and managers.

Start with yourself

Cooperation with other people definitely belongs to the most demanding ones. Each of us has different opinions, thoughts on a given topic, resulting from the baggage of experience, as well as unique individual features. Sometimes people-to-people contacts can be difficult and in order to make full use of our resources, during these demanding tasks, we suggest adhering to the principle "A healthy mind in a healthy body". How much easier it is for us to deal with difficult subjects when we are sleepy, fed up full of energy - generally when our mood is good. To enjoy your well-being, there are a number of ways that we will not write about here because it is not about this topic, but it all boils down to maintaining mental and physical hygiene.

At first, demand ... from yourself

Let's look at different upbringing models, because the manager's work is largely based on transferring knowledge or delegating tasks and supervising their proper course, i.e. a kind of "upbringing". Undoubtedly, the best educational model is learning by example. This is also by far the most difficult variant, because it is hard to lead by example ... but we should devote time to it (and also to our "pupils"). As the saying goes "The example goes from above ...". Show diligence, commitment to the project and ethics at work, and your colleagues will certainly follow you.

Humility

Ripe ears of grain, full of grains, humbly lean toward the ground, and those young hollow and green, proudly protrude upwards. This little parable clearly illustrates how it is with experience. Unfortunately, very often it does not go hand in hand with humbleness, but it simply should. It is a common practice amongst miserable managers that they try to force a discipline or motivation in a team (and this usually has the opposite effect). People are very often "talked" by emotions, they do not necessarily say what exactly would make sense in a given situation. Cooperation with people and team management very often, if not always, requires a psychological approach and diplomacy. Remember that, as the classic said, "Diplomacy is to think twice before you say something."

Empathy

Everything that I described above is much easier to achieve when a person can dress in the shoes of another person, i.e. simply has empathy. Is this something that can be learned or are we taking it home? Answering these questions is not easy. Certainly, human empathy is the result of intertwined life experiences and those of childhood. Regardless of what we have gone through, we always have an influence on what is here and now, i.e. the way we look at a given situation. Someone has behaved towards us - we can hold a grudge against this person, which really badly affects us and can have (and usually has) a relationship with other people in the team, but we can also look at the situation as great an opportunity to compare our values ​​to that person and decide which people we just don't want to surround ourselves with.

You are a leader ... act like one.

You have already planned the division of tasks in the team. Employees will definitely come to you on many issues during their performance. It's your role to always give them the best advice you can and to guide their steps. This task requires a lot of humility, but it is absolutely necessary for effective team management. You are the person responsible for a given project and its success depends on the cooperation of all team members - it is always worth remembering.