Savoir Vivre of a manager

Savoir Vivre in the work of a manager is a very broad topic and more than one book treating it has been written. In this article, we will try to present a few rules that we think will help future, as well as existing managers, leaders, managers, but not only.

Start with yourself

Cooperation with another human being is definitely one of the most demanding. Each of us has different opinions and thoughts on a given topic due to our baggage of experiences, as well as unique personal characteristics. Sometimes interpersonal contacts can be difficult, and in order to make full use of one's resources during these demanding tasks, we propose to adhere to the principle "In a healthy body a healthy spirit". How much easier it is for us to face difficult topics when we are sleepy, full of food, full of energy - generally when our well-being is good. In order to enjoy a good state of mind there are a number of ways, which we won't elaborate on here because that's not the topic, but it all boils down to maintaining mental as well as physical hygiene.

First, demand...of yourself

Let's look at different models of nurturing, because, after all, the work of a manager is largely based on transferring knowledge or delegating tasks and ensuring that they are carried out correctly, a kind of "nurturing". Unquestionably, the best educational model is learning by example. It is also by far the most difficult option, because it is difficult to constantly shine by example...however, we should take the time to do so, and also to our "charges". As they say "Example comes from the top...". Show conscientiousness, commitment to a project and work ethic, and your colleagues will surely follow you.

Humility

Mature ears of grain, full of grain, humbly bend down to the ground, while the young ones, empty inside and green, proudly heap upwards. This little parable clearly illustrates how it is with experience. Unfortunately, very often it does not go hand in hand with humility, and it simply should. It is a common "practice" among miserable managers that they try to enforce discipline or motivation in the team by shouting (and it usually has the opposite effect). People are very often "told" by emotions, they do not necessarily say themselves what would specifically make sense in a given situation. Working with people and leading a team very often, if not always, requires a psychological approach and diplomacy. Remember that, as the classic used to say, "Diplomacy is to think twice before saying something."

Empathy

All of the things I described above are much easier to achieve when one is able to put oneself in the other person's shoes, which is simply having empathy. Is it something that can be learned, or do we bring it from home? The answer to this question is not simple. Certainly, empathy in a person is the resultant of intertwined life experiences and those of childhood. Regardless of what we have been through we are always influenced by the here and now, that is, the way we look at a situation. Someone has behaved inappropriately towards us - we can harbor a grudge against that person, which actually reflects badly on ourselves and can (and usually does) translate into relationships with others on the team, but we can also look at the situation as a great opportunity to compare our values to that person and decide what kind of people we just don't want to surround ourselves with.

You are a leader...act like one.

You already have the division of tasks in the team laid out. Employees are sure to come to you to ask about many issues as they are being carried out. It's your role to always give them advice to the best of your ability, and to direct their steps. This task requires a lot of humility, but it is absolutely essential to effectively lead your team. You are the person in charge of a project and its success depends on the cooperation of all team members - it is always worth remembering this.