Step-by-step algorithm for setting a task for an employee

All problems stem from misunderstandings. You can have the best team in the world, but if you can’t set the goal right, instead of a pretty country house, you will get three twin towers and a hole in the budget. On the other hand, it is not advisable to recruit einsteins and jobs to the team of couriers, but they also need to set tasks and the tasks must also be completed on time and within the budget.

There are many articles, books, videos about the correct setting of tasks. Setting goals is an ancient art, which even birch bark documents tell us about.

All but one of the pictures in this article are amazing works by Swedish artist Simon Stalenhag http://www.simonstalenhag.se One picture is based on " Nastya's comics "

Task setting algorithm

Preparatory stage

Even for setting the task, it is NECESSARY to prepare.

• Is it possible to not complete this task at all?
  • Maybe there are more useful and profitable tasks, and the consequences of not completing the task in question can be neglected? You must be able to say NO not only to tasks that you have to perform yourself, but also to those tasks that can be delegated.
• Does the employee have successful and regular experience in solving similar tasks?
  • Depending on the answer, choose the type / frequency of control
    • There is experience: you can control the progress and the result shortly before the end.
    • There is no experience, or it is not enough, or the experience is not very successful: control at a given frequency (the frequency is regulated by the importance of the task and the experience of the employee) or in stages.
  • Depending on the answer and the characteristics of the task, a decision is made about at what stages and on what issues the decision must be agreed with the manager.
• Does the employee have all the necessary resources?
  • Who needs to be informed that an employee will come to them and he will need to be assisted?
  • Does someone need to be reassigned to an employee?
  • Where can an employee find Additional information and does it exist at all?
  • What tasks is he already doing or what are waiting in line?
  • Does the employee have enough time? (you don't want it to burn out or run out of battery?)
  • Determine the priority of the new task relative to other tasks.

Formulation of the problem

At this stage, we talk with the employee.

• Briefly describe what needs to be done.
  • Focus on the "what", not the "how". It is very humiliating to listen to which foot you need to step on when going on a mission.
• We explain how to understand that the task was successfully completed
  • According to SMART, the goal should be measurable. Otherwise, it will be possible to dig from the fence until sunset for your own pleasure. So that the employee does not get carried away by perfectionism, so that he does not stop halfway, it is necessary to voice the measurable criteria by which it can be concluded that the task has been completed and the goal has been achieved.
• We indicate the terms
  • Here we remember not only the current workload of the employee and the actual timing of the task, but also about Parkinson's law: work is done at least as much time as allocated for it. Those. don't ask for something to be done without giving a deadline at all or giving too much time.
  • Don't joke that the deadlines are "yesterday". Too often it is taken seriously.
• We voice the priority relative to other tasks.
• State the purpose of the task.
  • Those. we answer the question “why is this task needed at all from the point of view of the department/business/strategy”. We explain that the completion of this task is necessary in order to complete another. In other words, we explain what are the consequences of the successful or unsuccessful completion of this task.
  • The employee must understand:
    • why is it important to complete the task,
    • what is the most important thing in it, and what can be sacrificed,
    • why it cannot be done that way, but this is preferable,
    • why it is impossible to ask for help from that person to complete the task (for example, the person is categorically not interested in its implementation), and the other person will break into a cake to achieve it.

Exaggerated example. The task is to paint the fence in yellow and white stripes. The employee suggests that the fence should look fun and fresh so that the team is more willing to work. Finds a can of purple paint and decides to be creative and independent (the boss always praises for this!). In fact, the fence should be painted in such a way that the robots at the plant can notice the border of the enterprise even in conditions of poor visibility during the nuclear winter. Moreover, the stripes must be Yandex colors, and not fuchsia colors, otherwise the robot will not recognize the fence. You can write detailed technical task for painting the fence, spending several days on it and transfer it to the employee for execution. Or you can simply explain to the employee for what purpose you need to paint the fence. After that, the employee will independently raise the documentation for the robots and find out what color should be and why there is poor visibility in nuclear winter.

• We motivate an employee
  • We explain what benefits he will receive if the task is successfully completed.
  • It doesn't have to be financial reward. The employee is most likely already receiving a salary. At different people different motivational factors. I hope you know what inspires your employees. Here are just a few examples of motivational phrases:
    • If you do, the department and you won't have to deal with a big, nasty project all year.
    • Nobody has done this before, show your coolness
    • By the way, all project participants will be noticed at the very top, so don't let us down, it's in your interests.
• We help to complete the task more efficiently (sharing experience and connections)
  • Who can help and where to get additional resources
  • What pitfalls do you see
  • Be sure to tell who instead of you will be able to sign, issue a resource or make a decision if you are not there.
• Control and approvals
  • How to act in case of problems
  • At what moments and at what stages your approval is required.
    • Everything else must be done by the employee.
  • Tell us when it is more convenient to contact you and mark when you may not be in touch
  • How often and in what format to report on the status
    • Do not be like a “seagull-manager”, if you run into a room in a completely unpredictable order, interrupt any work and ask “well, how is it?”, your karma will definitely suffer, and the efficiency of your employees will fall. Be predictable and stick to agreements.
• We check if the employee correctly understood the task?
  • How will you perform (generally)?
  • Restate the problem in your own words
    • I have an employee who, to the question “Is everything clear?” he voluntarily pronounces the statement of the problem in his own words. Often at the same time, he formulates the problem more clearly and clearly than I myself. At the same time, it demonstrates the principle "the right question is already half the solution."
    • But you may be surprised how often, when pronouncing the task, it turns out that the employee understood it exactly the opposite, and you yourself have something to work on - on the correct setting of tasks :)
• We make sure everything is fine
  • Have questions?
  • What do you need to complete the task successfully?
  • Are there any conflicts with current affairs?
    • Alas, it is impossible to know exactly the degree of workload of an employee.

• Teach employees to come with a notepad and pen. The head is a bad database.
• Instead of a notepad and verbal instructions, task systems can be used. But you don't ask questions. Therefore, it is better to write a task there after talking with an employee.
• Even simple tasks are best set in a project and task management system.
• Immediately after setting the task, the employee needs to put a note in his diary on the date of the nearest control point. An employee can be arbitrarily responsible. But life is complicated, so do your job - set goals, monitor progress and manage risks. Are you a manager or what?
• The proposed algorithm actually contains a simpler approach to problem setting, which is known by the abbreviation SMART. A smart approach describes what a properly set task/goal should be. Every year I paste this picture on the first page of a new diary:

What do management and mathematics have in common? Management also requires calculations, this business has its own theorems, axioms, algorithms. How about a strictly mathematical approach? Let's try!

Axiom No. 1. If you lead people, then you set tasks for them.

Theorem #1: if you set tasks well, it means that you lead well.

Now let's turn to the proof. Let's see what stages the task setting consists of.

I propose the following algorithm:

1. Transfer information.
2. Produce feedback- make sure that the subordinate correctly understood your instructions.
3. Achieve unequivocal commitment to performance.
4. Report on the process of current and final control and accounting.
5. Bring a list of measures to be taken in case of any deviations from the original plan. That is, to say about the plan "B".

What could be better than a demonstrative spanking?! Positive examples! Let's turn to them.

Transfer Information

You can convey information briefly.

Example. The head of the sales department is talking to the sales manager. You need to complete a plan for calling new customers in a week.

You can use the SMART model. Surely remember the decoding of this abbreviation. SMART is the characteristics of setting goals and objectives. Each goal and task in accordance with this concept should be:

• S (Specific) - specific.
• M (Measurable) - measurable.
• A (Achievable (Ac), Ambitious (Am) - achievable, on the one hand, and ambitious, on the other.
• R (Relevant) - correlated with other goals.
• T (Time bound, Trackable) - defined in time and tracked.

I understand the ironic smile of some readers. Once a participant of the training told me as a feedback: “Thank you very much for the fact that there were no SMART and SPIN at the training!” Yes, these schemes are known to many. But is it for everyone? And the many who have read or heard about them, do they use them to the fullest? It's like knowing that running is useful and running 3-5 km every day. Different things, right?

So let's look at some examples. The head of the purchasing department assigns a task to the purchasing manager. I will mark the characteristics of SMART with letters in brackets. You need to research two direct competitors in a week by 10:00 next Tuesday (M, T). What do we need to know?

• The first is prices for ten selective items and possible discounts depending on volumes (S, M).
• The second is the delay (S, M).
• The third is the delivery time (S, M).
• A week is a short period (Am), but sufficient (Ac).
• This information will allow us to understand how profitable we are, firstly (R).
• And secondly, we can get Better conditions from existing suppliers (R, Am)

I must say right away that there are other decodings of these letters. Moreover, the model is not a panacea. You can use your own characteristics tasks. The main thing is that these characteristics are. Because if the leader says to his new subordinate when setting a task of medium complexity, “The work must be done well, let's do it,” then this option, to put it mildly, is not satisfactory.

So. Each task should have:

1. Motivation for the subordinate.
2. Algorithm to complete the task if it is not super creative.
3. The result is clearly articulated, expected, understandable.
4. Means for solving the problem and their availability.
5. Justification of the reality (and, possibly, necessity) of implementation if the task is new and / or complex.
6. Lead time.

Example: A department head sets a training task for his subordinate.

Motivation for a subordinate

• “It will be much easier for you to work.”
• Another motivation option: "Your goals achieved are your money in the future."
• And an example of an emotionally negative motivating phrase: “If you can’t do it, then what kind of professional are you!?”.

Task execution algorithm(if the task is not creative)

• First. You study information.
• Second. Ask others what challenges they have faced.
• Third. You prescribe the five steps of the MIT system for yourself.
• Fourth. You discuss with me.
• Fifth. You learn by heart.
• Sixth. You apply.

Result

Need to master new system mit to apply it every day. As I understand it, there are five steps in this system. Each step must be able to take and understand what it leads to.

Means for solving the problem and their availability

Substantiation of the reality of implementation(and need if needed)

• “Other companies have already introduced this. Are we worse!?”
• Or such an option. “To do this, you need to devote your close attention and time. We must try."
• And maybe so. "You can learn it in 10 days."

So, all we were doing now was communicating information to a subordinate. We have given two detailed examples of reporting information during the formulation of the problem: the SMART model and the MARS model. Now let's move on to the next steps of the problem statement algorithm.

Feedback - make sure the instructions are understood correctly

It is necessary to check how much a person understood his task. For someone you can apply the military method: “Tell me what you understand?”, For someone more gentle and trusting: “Tell me, please, what difficulties can we face?”. I offer other examples:

• “Tell me, what difficulties do you see?”
• "Where are you going to start now?"
• "Tell me, please, what are you going to do?"

Just don't ask a subordinate, especially a new one, "Do you understand?" because there's a high chance you'll hear a "Yes" followed by a "No." In any case, be with the subordinate in dialogue, talk, discuss, convince and order.

Achieve unambiguous commitment to performance

The task involves its implementation. And fulfillment implies commitment. A commitment must be made:

• "Can you do it?"
• “Is that up to you? Can you?”
• “By what time will you do everything?”

If your subordinate answers “I will try”, then he does not assume obligations. You can retort him "Will you try or do it?".

Report on the process of current and final accounting and control

Control motivates performance. And the knowledge that he will be controlled also affects the subordinate:

• “Once a week on Tuesday or Wednesday, you come up to me and tell me what has already been done!”
• “Vasily Sergeevich will check you, you approach him twice a week and tell, and he comments.”
• "Look, I can check on you at any time, be on the lookout."

Provide a list of measures to be taken in case of any deviations from the original plan

Tell the subordinate about what to do if the task does not work out, everything is wrong, badly. Tell him about the plan "B" in case of unforeseen difficulties:

• “If something really doesn’t work out, call me or come over and we’ll discuss it.”
• “If you realize that it doesn’t work out, contact Vasily Sergeevich.”

Well, what. Theorem No. 1 is proved. I retire to deduce and prove new theorems, and you - to set tasks for your subordinates! See you at management heights!

Nikolay Rysev

• Career and Self-development

Keywords:

1 -1

In difficult times of instability and crisis, owners and top managers have to think hard about how to keep the business, attract new customers and, yes, increase sales! It is in times of crisis that the burden on all employees in the company increases. And an important task of the manager is to entrust employees with new functions that are not in job description, but which are simply vital to perform in order to succeed.

Good and bad news

The news is good - in a crisis, the level of resistance to innovation among employees is lower, since the majority hold on to their jobs. The news is bad - as before, the majority of employees remained reluctant to take on new assignments due to high workload, fear of failure and lack of enthusiasm and initiative.

Depending on the level of the position, competence and motivation of the employee, the task is set according to the problem, result or algorithm. I give the statement of the problem according to the algorithm.

7 steps to effectively set a new task for an employee

1. "Intelligence"

Make eye contact. Ask about what this moment employee is working. How successfully the previously set task is solved.

2. "Meaning, carrot and stick"

Explain the importance of solving a new problem for an employee, department, company. That is, describe the problem that this task will be aimed at solving. Voice motivation / demotivation to the employee.

3. "We hit right on target"

Formulate the RESULT of the task in compliance with the SMART criteria (see Table)

For example, call within 5 days 50 of our customers who have bought plastic windows a year ago. Let them know about the First Aid Kit promotion and arrange a visit with at least 20 customers by the end of next week.

If the employee does not know and does not know how, then

list to him what actions need to be performed in what sequence, show and train.

4. “First, first, I am second. How is it heard?

Feedback: ask the employee how the task is understood.

How did you understand the task?

Shall we write an action plan?

What are the first steps you will take?

What do you have for tomorrow in connection with this?

5. "Check the clock"

Make sure the employee has accepted the task. Help set priorities.

What will be the result at the end of the week?

How many hours a week do you spend on this task? Can you do it?

What kind of help do you need?

Something is missing?

Can you make it in 5 days?

6. "Keep your finger on the pulse"

Report on the monitoring process:

Report to me every day at 9 o'clock how things are going.

Every week on Fridays, send me a progress report.

7. "Well, we'll do it guys!"

Inspire the employee. Create positive attitude!

I hope that the result will exceed expectations!

Why me? I'm so busy! I can't!

As soon as you move on to step #2, there is a risk of encountering employee resistance to the new task in the form of phrases:

. “You loaded me so much last week that there is no free minute”

. “I never did it. I do not know how…"

. "Why me? Peter will do better

. “This is not my responsibility. How much will they pay me?" etc.

In each of these cases, it is important to understand what the essence of the employee's resistance is, is it true or an excuse.

The scenario of a conversation with the resistance of an employee resembles a universal algorithm for working out an objection from Direct Sales Technology.

1. Psychological attachment, the purpose of which is to remove the "defensive" reaction:

“I understand that all employees have really busy schedules right now.”

2. Check if the resistance is true or false. True - “I’m afraid that I won’t be able to, I won’t have time, I will promise and let you down.” False - “I don’t want, I won’t, I’ll find the reason.”

We ask the question: “Is this the only reason?”.

If you understand from the answer that the objection is true, then we ask a series of clarifying questions. If false, it means manipulation on the part of the employee, and in this case, special tricks and methods of counteracting manipulation “work”. We will talk about them in the next issues.

3. Clarifying questions that allow you to direct the employee’s thoughts in the direction you need:

“Show me the diary where your plan of affairs for today and tomorrow is written? Tell us what are your priorities now, by what time do you complete them? How long does it take for each of them? How long does it take for a new task? How can this task be broken down into steps?

4. Further "Argument". You need to re-prioritise. You can once again explain the importance of this task and why you entrust it to this particular employee. For example, in order to expand powers or improve the professional level. Each person has their own "magic button". You can also teach the employee to correctly prioritize, depending on the importance and urgency of the cases. Sometimes employees resist just because the task seems big and difficult to them, like an “elephant”. In such cases, a proven method is used -
"eating the elephant piece by piece." This means breaking down a large task into smaller steps. And plan the first step first. As a rule, one step takes up to 30 minutes. And it is much easier to find them in a busy schedule!

5. "Closing". At the end of the conversation, be sure to make sure that the employee has accepted the task and inspire him!

And remember: to prioritize the work of an employee -
leader's task. In addition, if employees often resist your instructions, then, first of all, it is necessary to increase their level of trust in you as a leader. One of the ways is the delegation of authority, involvement in the decision-making process, teamwork.

Table. Goals according to SMART criteria

1. Specificity	It is important that all people involved in the process of achieving the goal understand what it specifically consists of. It is useful to prescribe key tasks, due to the implementation of which you plan to achieve the goal. It is important to receive feedback from employees in order to avoid ambiguous understanding. Ask the question: “Did you understand me correctly?”
2. Measurability	It is useful to define not only final, but also intermediate criteria for evaluating progress towards the goal. Examples of criteria: percentage, quantity, compliance with standards, prohibitions, frequency of actions.
3. Realistic and ambitious!	It is important to bring reasonable and objective arguments and answer two questions: 1) How to maintain a balance between the intensity of work and the achievability of the result? 2) Due to what resources (time, knowledge, skills, experience, equipment, money, possible assistants) will the employee achieve the goal? Remember: the goal should raise the bar - be ambitious.
4. Consistency with performers and company goals	It is important to answer two questions: 1) Why does the employee need to complete this task, why is it important for him, what is the motivation? 2) Is the goal aligned with strategic goals companies?
5. Defined in time	It is important to define clear timelines for both final and intermediate results. In some cases - to create a temporary reserve.

Irina Salnikova

Sales system building expert, certified business coach, co-owner international company SMART TEAM

Recently, the permanent president of Belarus, a strong business executive and main patriot A. G. Lukashenko effectively and ruthlessly punished a dozen high-ranking leaders for a long absence of results, and this process was covered on television throughout the country.

Here is that video:

Impressive, right? How he them! We would have! But I have a contemplation of this action causes mixed feelings. The problem with publicly condemning your subordinates is that there is always a share of your own guilt in their mistakes. That is, by condemning them, you condemn yourself. And while you're practicing eloquence, that's what they're thinking about.

I strongly suspect that Alexander Grigoryevich, like any leader, is to blame for the failures of his subordinates. Of course, it is difficult to draw unambiguous conclusions, sitting in a cozy Moscow apartment, while the Belarusian guarantor bravely kneads the dirt and burns heresy on his patrimony, but still I will risk making some generalizations.

So, what is the role of the leader in the failures of his subordinates and what rules ensure the success of the tasks?

your plan

1. Be consistent in your tasks

Leader mistakes:

• He set a task that was inconsistent with the tasks of other departments. A task that contradicts the goals of other units will inevitably run into a wall of resistance from the latter. There is no need to unleash a civil war with the hands of your own subordinates.
• Set a task that conflicts (in terms of time, resources or goals) with other tasks of the employee. It happens that a leader comes up with an idea, well, such a wonderful idea that at least the Nobel Prize, come on. So that she does not disappear, he urgently puts her to a subordinate, without even asking what he is doing now. And then he wonders why the employee cannot complete a single task.

Does this task conflict with your other priorities?

2. Explain your purpose

Leader mistakes:

• Set the task incomprehensibly or vaguely. Of course, understanding the task and its decomposition is the work of the performer, but the end result must be clearly and understandably indicated by the manager.
• Did not explain why the task was set. The same task can be performed in different ways depending on what it is being performed for. Make sure that the task will be completed with an understanding of its purpose.
• Not convinced that the task is understood correctly. What you said and what the employee heard are two big differences. It is better to ask the employee to speak his own understanding of the task. And even better - .

Test question for subordinate:

How did you understand what you need to come to?

3. Know the capabilities of subordinates as if they were your own.

Leader mistakes:

• Set a task for which the subordinate does not have the skills and experience. In the era of the predominance of “growth” goals, it is not uncommon for a situation where it is known in advance that in order to achieve a result, an employee will need to surpass himself. However, the likelihood of success is also low.
• Set an impossible task. This method of setting the problem is widely used in fairy tales: “Make it easy for me to get that-faq-cannot-be. / Write down a name for yourself so that you don’t immediately forget.” (L. Filatov, “About Fedot-Sagittarius”). In real life, tasks are better correlated with reality.

Test question for subordinate:

How will you achieve results?

4. Arm your subordinate

Leader mistakes:

• Did not provide the subordinate with the necessary resources. Sending a subordinate with a sickle to the tanks is a heroic act, but not effective. Big tasks require big resources.
• Did not provide the subordinate with the necessary information. Whoever has information, owns the world. Failure to understand the specifics of the situation can lead an employee to failure.
• Set a task within someone else's area of ​​responsibility. Sometimes, in the heat of goal-setting, leaders themselves forget that other people are responsible for this issue.

Test question for subordinate:

Do you have enough resources and authority to achieve results?

5. Remember to control intermediate

Leader mistakes:

• Did not perform intermediate control. When the boss does not remember the task, subordinates conclude that it can be postponed.
• He set the task bypassing the immediate supervisor of the performer, thereby not allowing him to provide a solution to the problem. If there is a leader who can do interim control for you, do not forget to notify him about the task.

Test question for subordinate:

How and to whom will you report on the progress of work?

See also:

• - what to do if the leader does not set specific tasks?
• How to set tasks step by step guide taking into account the psychology of the employee

And what secrets of task setting do you use? Share in the comments below!

Effective command is not just the transfer of information from a leader to a subordinate. This is a system of emotional, verbal, motivational influence, which consists of successive stages.

Attracting the attention of a subordinate.
Usually, in companies with good corporate culture, a scheme for calling a subordinate to the leader has been worked out. This can be a call through a secretary, an assistant, by a selector, using a local local network, by phone, etc. The main thing is that the subordinate has a clear understanding - he is called at a certain time and place to the leadership. This means that you need to take a break from current affairs and switch your attention to the upcoming communication with the leader. Most likely, attracting attention should be accompanied by calm, businesslike, firm intonations. In some cases, emotions that convey seriousness, urgency, the need for a meeting, for example, a slight concern on the face, a quick voice, short phrases, can be useful in highlighting the significance of the upcoming conversation. Accordingly, these emotions can only make sense if the boss personally addresses the subordinate. If the call follows through the secretary, then direct emotional impact is impossible.
Demonstration of power.
Quickly orients the employee to the observance of subordination and other corporate etiquette established in the organization, and also, just in case, reminds him where he is and about his duties. As a rule, the office of the head and the situation in it testifies to his capabilities and powers of authority. A better and more spacious table, more chairs, etc. In addition, authority can be demonstrated by voice, emotions. For example, a friendly instruction: “come in - sit down” can be friendly in form, but in content it is an indication and demonstration of power. The one who gives orders has power.
An indication of the form of behavior at the moment.
For example, “write down what I will say” or “there is an important task, I will formulate it, and you listen, mark what is not clear, then ask a question.” Emotions - business cooperation, care, interest.
General formulation of the problem.
This is a statement of any facts, circumstances, events. Maybe a message to an employee of previously unknown information. The problem is stated in a businesslike, calm tone, if there are no special tasks for exerting an emotional impact on a person. If it is necessary to influence at this stage of giving an order, for example, to show the seriousness of the problem, then some dramatization of the transmitted information is possible, accompanied by excitement, concern, urgency.
Formulation of the problem.
It is possible to solve the problem, but it is better to solve the problem, so the leader should not set problems for subordinates, but tasks. The wording must be clear. What the employee needs to do in connection with the described problem. It is useful to speak about the problem in a firm tone, expressing confidence in the possibility of its solution.
Specification of the task in steps.
If the task is large, then it is correct to give instructions on what specific steps need to be taken to solve it.
The designation of the time allotted for solving the problem.
There are people who are time-oriented, they clearly understand how many days, hours, minutes, they will need for a certain job. Other people are process oriented, they will solve the problem without considering how much time it takes to spend on it. It may turn out that the result will not be needed, because it is too late. The task of the manager is to establish and agree on a time frame for solving the problem.
Warning about possible errors.
The leader knows more, so it is better to immediately prevent possible obvious mistakes that a subordinate may make in the course of performing the task. It is better to talk about possible mistakes, showing care, attention and focusing not on the qualities of the subordinate, which can lead to these errors, but on some objective circumstances, without taking into account which the task may become more difficult. This is important for two reasons, firstly, to optimize work, and secondly, to motivate the employee, because, speaking openly about possible difficulties, the manager shows, on the one hand, the complexity of the task, on the other hand, trust in a subordinate who can cope with all difficulties.
Motivation by benefit and/or possible negative consequences.
In other words, what will the employee get by following the order, or what will he lose if he fails to complete the task. It is important to accompany positive motivation with emotions of joy, success, pleasure, and Negative consequences express, accompanying with emotions of disappointment, regret, sadness. Depending on the particular subordinate, one can limit oneself to only positive motivation, or only negative motivation, since the manager must know what has the most effective effect on the employee.
Ending with a positive, “first step” motivation.
When the subordinate understood the task, it is important to end the conversation in a positive way. It can be gratitude for cooperation, confidence that everything will turn out in the best possible way, since the performer is an intelligent, professional, competent, promising person. Emotional uplift, inspiration from communication, confidence in success will be very appropriate. In conclusion, it is useful to ask what the subordinate will do first of all to achieve the task, approve this decision, end the conversation with an emotional parting word: “Forward, everything will work out!”.
IN practical application the sequence of giving effective orders from the leader to the subordinate can be changed depending on specific circumstances, for example, if the subordinate has a high motivation, then there is no need to spend a lot of effort on an additional positive attitude, everything is good in moderation.