On Monday I was to lecture Vladimir Klouda, head of sales, marketing and human resources in the company PasserInvest. Here are some of my notes.

Proper selection of collaborators

The first important thing.

Thanks to the people we can get out of the problem, but instead i get the problem.

Important characteristics in choosing collaborators

1. Humanity - should be in the first place. The new one should have the right qualities and moral principles and the associated attitude towards life. In vain I am a talented person that I can sink at the earliest opportunity.
2. Commitment - to work for my company. It should have a desire to work for me and it should be seen in it. Must have a taste. If done by recruiting coy, I had to persuade him, that he would rather not answer.
3. Team player - should be compatible for a team that compiled. Everyone on the team plays a role and each is suited to something else. It would be useless to take people to the team, which can not exercise their properties.
4. Professionalism - is to last. If a man has taste, expertise can be douce. But it is unnecessary to have a team man who can be a genius, but can not work with it.

Vladimir has a good experience with people who made themselves known, they are interested to work in his company. It is good they always send a reply.

People should gather, and when the full state.

Either they find the application, or exchange them for some less able team members.

Investing in people is worth

It's good to just give them all information relating to their work. Pay them. Do not leave for anything for himself.

If the boss hiding something for himself, so he is not sure about what he does, he wants either flash, or a low self-esteem.

Important at the outset is to identify the key tasks which the employee wants and what to do.

Ideally there should be a "Manual to incorporate the new man" ... that is something to forget.

Trust

If someone entrusts position, I believe that it can handle. Already in the adoption, we must be 100% sure that choosing the right person. Unless the trust from the outset, I may be adversely affected by prejudices about the capacities of man.

If he does not succeed, he does not blame the little things, only material things and clearly specified. The criticism I must point out incorrect results, but not on human characteristics. And learn to forgive.

Quality, accuracy and completeness

The results of the tasks required to be produced efficiently, correctly and completely. Never reproduced as chief things to subordinates. Rather, they go back to 6x redesign. It is important that the person learned to perform their job correctly and completely.

If the results correctly fails, it will ask yourself:

• I was I the cause?
• I gave him the correct entry?
• It is stupid to not ask.

And only when I returned to complete one, and then I can say that my colleague is helpful. Then it has learned.

What if the team finds someone who already work my boss is able to perform better than me?

It's good to recognize this fact. First, I trained him from his agent and, if time and successor, and I will be able to move to a new position. Without a successor process is usually complicated. Alternatively, one can find the application on another project, another division, or introducing a new department where the manager.

What is it like in your company?
We affirm these principles?