Have you ever been in a situation where most things go wrong and you can’t cope with the simplest of tasks?
Fatigue, unwillingness to work, and negligence in performing official duties could also be serious issues to deal with. I’ll called this – The adverse socio-psychological climate.
The paper is based on the research prepared by Lucy Adams, an outsourced writer you can find at this page.
I believe the optimization of the micro-climate should be started at the very first stage, the stage of creation.
The owner needs to decide what he wants and set the tone for the whole business that is translated by the top managers through the various links in the official hierarchy to the staff. And, of course, that’s the business owner who selects the personnel.
Although there are no unambiguously good or bad employers, they should fit each other. That is why recruitment is so important.
Besides, the professional characteristics of the employees are far from being the main reason for the spoiled corporate climate. While picking up the staff, it is important to evaluate each applicant in the context of future relations in the team.
Figuratively speaking, before hiring someone, you should try to guess whether he suits the position. Can he become a leader, a performer, a generator of new ideas, a defender of dogmas and traditions? You can’t create a team only from leaders, so make sure you include in it all social roles.
Correct Distribution of Roles as the Key Factor of a Favorable Climate
To create the optimal socio-psychological climate in the team, you need to find people who could perform the role of informal leaders of the first and second tier.
#1. The Leader
He is always a pragmatist, a power center of the whole team who can skillfully coordinate the movement of a group in the communicative space. Self-control, the ability to convince by force, authority, and logic – these are the characteristics of a true leader.
To verify whether a particular leader suits his position, leave him alone with the team for a few days and let organize the work the best way he can.
#2. Generator of Ideas
He’s in a constant intellectual pursuit. His brain is configured in such a way as to absorb information from different fields of knowledge, transforming it to the benefit of the company and each member. He’s able to think out of the box, discover new ideas and solutions.
Typically, young companies have problems with the strategy of further development – it’s either absent at all or a very primitive. Well, the other side of the coin is that working with people capable of generating new ideas is not easy.
Basically, they are the most problematic employees who are hard to comply with the rules of internal labor regulations, corporate culture, and business hierarchy. However, note: no generators of new ideas –> no development.
#3. The Second Tier Leaders
These leaders are classifiers and harmonizers. The first ones are balanced, phlegmatic, and the least dependent on subjective evaluations.
The main criterion by which they evaluate other employees is how the latter follow the rule. Is everyone at his place? Do the employees perform their roles? Classifiers should be able to assess the positions of the team members and make the right conclusions.
Well, the team with no disputes and conflicts is utopia – as you know, the development occurs through a struggle of opposites. And that’s why you need harmonizers – non-aggressive, calm, compassionate and understanding people responsible for the peace and tranquility in the team.
They skillfully hide personal experiences and emotions but always understand and forgive. They are the glue that connects all the team together in a single working unit.
One more important member of each team is the so-called that demonstrates dynamics of changes in the team, instantly responding to both positive and negative transformations.
Undoubtedly, the proper distribution of social roles is the pledge of stable development and operation of any business. The team needs to work like clockwork. Also, it needs to initiate the required transformation, displacing the extra people and thus balancing the atmosphere.
- The number one rule of normalization of the micro-climate in the team is getting rid of the staff who interfere with the normal work.
- The second rule is the stimulation of healthy competition and teamwork.
- The third rule is the competent organization of the official hierarchy in the company.
The favorable micro-climate, as a rule, is observed in those companies in which the personal interests of each member of the team go hand-in-hand with the priorities of the organization. How to do it?
- Firstly, hire only people who are loyal to the interests of the company, especially when it comes to the upper management.
- Secondly, do your best to make the team members satisfied with their stay in the company (salary, social package, working conditions, stability, etc.).
- Thirdly, provide the opportunity for career growth.
Although there’s no universal recipe in matters relating to personnel policy, the skill of the leader lies in finding the optimal solution in a particular situation.
- Lucy Adams – How to Create a Conducive Working Climate in Any Company - December 21, 2016