The manager in his daily work spends a lot of time and energy on routine duties: participating in meetings, instructing subordinates, preparing and reading reports, answering questions. phone calls, viewing e-mail and current correspondence, monitoring and evaluating the results of the work of subordinates, etc. These tasks, many of which were not planned in advance, fill the working day, and the manager has only to react to them, and not get ahead of events. In such conditions, there is a high probability of errors: priorities are chosen incorrectly, minor matters are not delegated, and there is a focus on the process of activity, and not on the result.

To all the current, routine duties of the manager, rational procedures, proven and tested methods can be applied to eliminate the causes of waste of time and help the manager achieve the company's goals faster and at less cost.

Self-management is the application of rational procedures, effective methods of work in daily, current activities in order to make the best use of one's time. The main goal of self-management is to maximize your potential both at work and in your personal life, overcoming adverse circumstances and consciously managing your life.

Self-management allows you to achieve the following benefits:

1) doing the job with less time and effort;

2) better organization of work and better results;

3) less haste and stress;

4) greater satisfaction from the work performed;

5) greater motivation of the work of the manager and employees;

6) less workload;

7) growth of qualifications of the manager and staff;

8) achieving professional and personal goals in the shortest possible way.

It is necessary to start self-management with an analysis of the practiced style of work, with an inventory of your time. It is carried out over several working days (usually a week) in order to determine the causes of emerging time deficits.

At the first stage, an inventory list of all types of activities in which the manager participates is compiled:

1) analysis of activities and time consumption;

2) a sheet of "daily interference", breaks in work.

The second stage is the analysis of the inventory of time from the standpoint of the strengths and weaknesses of the leader. To do this, it is necessary to analyze the work performed during the week according to the following criteria:

Was the job necessary? (yes; no. Enter the answer “no” also in columns “B” and “C”).

B - Was the time justified? (Not really). Q - Was the time interval deliberately set for the performance of the work? (Not really).

1) the total duration of the corresponding day (OPD);

2) the duration of the work for which the manager answered “no” (PA, PB, PV);

3) ratio:

a) PA / OPD x 100%;

b) PB / OPD x 100%;

c) PV / OPD x 100%.

If it turns out that more than 10% of the manager's activities were optional, then this means that the manager has problems with delegation of affairs and with setting priorities.

If more than 10% of the time was spent too much, then the manager should analyze the reasons for this overspending (maybe poor self-discipline, irrational techniques, etc.)

If in more than 10% of cases the moment of work performance was determined spontaneously, then the manager has problems with planning working time (drawing up plans for the day, preparing for work, etc.).

The third stage is the processing of the data in the "Daily Interference Sheet" table in order to identify their causes.

2. Symptoms and causes of irrational organization of work of managers

Identify the top five causes of temporary losses that recur. Let's note the most significant "sinks" of time:

1) fuzzy goal setting;

2) lack of priorities in cases;

3) trying to do too much at one time;

4) bad planning labor day;

5) personal disorganization, "littered" desk;

6) lack of motivation (indifferent attitude to work);

7) disruptive phone calls;

8) unscheduled visitors;

9) incomplete, belated information;

10) inability to say "no";

11) lack of self-discipline;

12) protracted meetings;

13) haste, impatience;

14) lack of communication (communication) or poor feedback;

15) chatter on private topics;

16) inability to delegate things, etc.

3. Self-management tools: "life curve", time series for ranking life goals, analysis of one's strengths and weaknesses, setting priorities using ABC analysis and the Eisenhower principle

The functions of self-management, like any management process, are planning (setting personal and professional goals, developing plans for their activities), organization (drawing up a daily routine and organizing personal labor process in order to achieve the set goals), motivation (motivating oneself to activities aimed at achieving the set goals), control (self-control and control of the results, if necessary, adjusting the goals).

Setting a goal means looking to the future, focusing and concentrating on what should be achieved, what results. Goals should have a hierarchy, a higher goal and sub-goals, intermediate goals on the way to the main one. Goals must be accurately described.

To do this, it is useful to draw a “life curve”, where the successes and failures in the past and the desired successes in the future are marked. The "curve" of life should reflect:

1. How has your life been so far?

2. What were your biggest successes? Where were the defeats in the professional sphere? In a personal?

3. How do you imagine your future?

4. Until what age would you like to live?

5. What else do you want to achieve?

6. What blows of fate and defeats are possible?

The point where the person is located is marked on the curve, and key words are written next to the extreme points of the "life curve" that characterize the corresponding successes or failures. Next, five major goals are formulated that a person wants to achieve before the end of his life, and these goals are differentiated according to temporal criteria. At the same time, it is necessary to take into account the persons of the immediate environment (partners, children, parents, friends, boss), since it is necessary to reckon with the events in their lives. You can make a time series to find personal goals.

Then write down on a separate piece of paper all the desired goals for the near and distant future:

1) long-term goals - guidelines for what a person wants to achieve in life;

2) medium-term goals - specific results that a person wants to achieve in the next 5 years;

3) short-term goals - specific results that a person wants to achieve in the next 12 months. Formulated goals are divided into personal and professional. Setting goals involves fixing deadlines and results.

After clarifying for yourself questions about personal and professional goals, you need to determine the means to achieve them. To do this, you need to determine your strengths and weaknesses. To this end, you can again turn to the "curve of life" and analyze the causes of success and failure. At the same time, it is important to establish those abilities, knowledge, experience that led to the corresponding result. This can be special knowledge (knowledge of production, management, general erudition), personal qualities (purposefulness, sociability, balance, initiative, perseverance, tact), intellectual abilities (creativity, intuition, logical thinking, prudence), etc. Analysis abilities will allow you to determine the potential that a person has and which needs to be developed in order to achieve his goals.

At the same time, you should know your weaknesses in order to avoid actions that may contribute to the manifestation of such qualities, or to take measures to get rid of these shortcomings. To know your weaknesses is to strengthen your strengths.

Knowing the strengths and weaknesses (what can I do?) will allow you to determine the means to achieve the goals (personal, financial, time resources). At this stage, the answer to the question should be found: “What exactly does a person start?” To do this, plans are made to achieve the goals. From life plans, long-term plans follow annual, quarterly, monthly, ten-day, which are specified in the business plans of the day. Time planning brings a gain in time.

The daily plan is the most important step in planning time and achieving your goals. When making plans, it is necessary to prioritize goals and objectives. To illustrate this simple principle, famous story titled "The $25,000 Advice".

Charles M. Schwab, as president of the Betlam Steel Company, put before Yves Lee, entrepreneurial activity, an unusual task: “Show me the best use of my time. If you succeed, I will pay you any reasonable fee." Lee offered Schwab a piece of paper and said, “Make a list of the most important things you have to do tomorrow, and number them in order of importance. Tomorrow morning, start with task #1 and work on it until it is solved. Then double-check your priorities again and move on to #2, but don't move on until you've finished that one as well. Then move on to #3, and so on. Even if you can't complete your entire plan for the day, it's not a tragedy. By the end of the day, the most important tasks will at least be completed before you waste time on less important tasks. The key to success is to do the following every day: cross-check the relative importance of upcoming tasks, decide on priorities, make a list of them, reflect it in the daily plan and stick to it. Make it a habit of every working day. If you are convinced of the value of this system, “pass it on” to your employees. Try it for as long as you see fit, and then send me a check for what you think the system is worth."

A few weeks later, Schwab sent Lee a check for $25,000. He later said that this lecture he listened to was the most rewarding of all that he learned during his management.

Benefits of prioritizing.

1. Work on really important and difficult cases.

2. Resolving issues in accordance with their urgency.

3. Concentration on completing only one task.

4. Exclusion of cases that can be performed by others. Positive effects of work on priorities.

1. Deadlines are respected.

2. There is greater satisfaction from the working day and the results of work.

3. Greater satisfaction is received by subordinates and colleagues.

4. Manages to avoid conflicts and stressful overloads.

Methods such as the Pareto principle, ABC analysis, and the Eisenhower principle are used to prioritize important cases.

Pareto principle (80:20 ratio) in general view states that within a given group or set, individual small parts show a much greater significance than their relative proportion in this group corresponds to. In relation to the rational use of time, this means that if all work functions are considered from the point of view of the criterion of their effectiveness, then it turns out that 80% of the final results are achieved in only 20% of the time spent, while the remaining 20% ​​of the final results "absorb" 80% of the worker. time. These are just numerous minor problems.

Therefore, you should not take on the easiest, most interesting, or least time-consuming tasks first. Issues need to be addressed according to their importance and significance.

The application of the Pareto principle is concretized in the analysis of ABC (Fig. 5). Here all tasks are divided into categories ABC according to their share in the final result.

Rice. 58. ABC analysis

ABC analysis is based on the following patterns:

3. Less important and unimportant tasks (category B), on the contrary, make up 65% of the total number of tasks, but have insignificant intrinsic importance in the affairs of the manager - only 15%.

According to the conclusions of the ABC analysis, it is recommended that the most important, i.e., bringing the greatest result, cases A be taken first of all in order to achieve most of the overall effect with the help of a few actions. These cases are not transferable. The next most important task B also accounts for a significant part of the total result. They can be partially entrusted to other persons. Tasks B are less important, give a little overall result. They need to be delegated and reduced.

American General Dwight Eisenhower proposed a simple tool for choosing priorities in solving problems. According to his rule, priorities are established according to criteria such as urgency and importance of the case.

Depending on the degree of urgency and importance of tasks, there are four possibilities for their evaluation and implementation:

1. Urgent / important matters. They should be done immediately and by yourself.

2. Urgent / less important things. Here there is a danger of falling under the "tyranny" of haste and, as a result, completely surrendering to the solution of this task, because it is urgent. But it is not so important, it does not require any special qualities for its implementation, so it should be delegated.

3. Less urgent/important tasks. They do not need to be done urgently, they can wait. Difficulty can arise when these tasks become urgent and must be solved by the manager in as soon as possible. Therefore, it is necessary to set a deadline for completing the task or double-check the degree of its importance and entrust all or part of it to employees.

4. Less urgent / less important things. It is these cases that often end up on a desk that is already littered with papers. Such tasks often require a wastebasket.

4. Delegation: meaning, rules, reasons for the resistance of subordinates and leaders

Delegation is a good tool for rational use of manager's time. Delegation refers to the transfer to a subordinate of a task from the sphere of action of the leader. Simultaneously with the work task for its implementation, authority and responsibility for the task should be delegated.

Authority is a limited right to use the resources of an organization and direct the efforts of some of its employees to complete a task. This right is associated with making decisions to complete a task. Powers are delegated to the position, not to the individual who occupies it. They are always limited. The limits of authority are determined by procedures, rules, job descriptions or are transferred orally to a subordinate.

Responsibility - the obligation to perform tasks and be responsible for their satisfactory solution. The employee is responsible for the results of the task to the one who delegates authority to him. It must be emphasized that only functional responsibility for solving a specific problem is delegated, and managerial responsibility for management cannot be delegated, it remains with the manager.

Delegation always means self-unloading and gaining time to perform really important tasks of category A. Basic rules of delegation:

1) selection of suitable employees;

2) distribution of the sphere of responsibility;

3) delegation of the work task in full.

This increases the responsibility for its implementation, creates additional incentives to take the initiative and facilitates monitoring of results; ensuring a balance of power and responsibility; coordinating the implementation of assigned tasks.

Stimulating, instructing and advising subordinates. They must have the necessary information to understand their task and the expected results in time to receive answers to emerging questions. Required: control of the work process and its results; suppression of reverse or successive delegation attempts; appraisal and reward.

For subordinates, delegation also entails specific responsibilities: independently carry out delegated activities and make decisions under their own responsibility; inform the manager in a timely and detailed manner, inform him of all unusual cases; coordinate their activities with colleagues and take care of the exchange of information; improve qualifications in order to meet the requirements.

First of all, the following are to be delegated: routine work, specialized activities, private issues and preparatory work.

Such managerial functions as setting goals, formulating a strategy, monitoring the performance of subordinates, managing employees and motivating them, tasks of special importance, tasks of a high degree of risk, unusual, exceptional cases, urgent matters that leave no time for explanation and rechecking are not subject to delegation.

There are reasons why leaders may be reluctant to delegate authority and subordinates may shy away from additional responsibility. The first ones include:

1) the manager's confidence that he will do the job better and faster than his employees, and thereby save time;

2) lack of ability to lead, ignorance of the problems, ignorance of what can and should be delegated to employees and how to do it;

3) Lack of trust in subordinates and unwillingness to take risks;

4) Fear that subordinates will do a better job than the leader (competition from subordinates);

5) Excessive workload (visitors, phones, meetings, etc.), which does not leave time to explain delegated tasks and monitor their implementation. Subordinates avoid delegation for the following reasons:

1) lack of knowledge and skills, lack of confidence in their abilities, which are expressed in fear of responsibility;

2) fear of criticism for mistakes;

3) Lack of necessary authority to solve the problem (lack of information, resources, power);

4) The subordinate is not offered any incentives to take on additional responsibility;

5) A lot of workload or a subordinate thinks so.

Delegation is the main method of decentralizing management in an organization. Decentralization brings a number of benefits.

1. Decisions are made at the right level, i.e. where problems arise.

2. Increasing flexibility, adaptability of the organization.

3. Additional motivation is created for employees of lower levels of the hierarchy.

4. Promotes the disclosure of initiative, independence, abilities of subordinates.

5. Professional knowledge and experience of employees are better used, their competence is growing.

6. There is a self-unloading of the leader to perform important tasks of group A.

1. Self-management techniques include ...

2. Self-management techniques include ...

3. The leader must in any case delegate ...

4. The goals of self-knowledge as a component of self-management include ...

5. The main goals of self-education for a manager are ...

6. The manager's weekly plan must meet such basic requirements as ...

7. The head should in no case delegate ...

8. The principles of delegation of authority as an element of self-management include ...

9. According to the rules for effective planning of personal time of the head, planning should ...

10. A manager who puts all the available documentation on the desktop makes such mistakes in the organization of the workplace as ...

11. The main goals of self-organization as a component of self-management are ...

12.Tools of self-knowledge include ...

1. Concentration

2. Contemplation

3. Questionnaire

4. Interviewing

13. The struggle for leadership and the distribution of roles between members of the group refers to such a stage in the development of the group as ....

1) intragroup conflict

14. Self-organization tools include ...

1) introspection

2) self-persuasion

4) intuition

15. The main components of self-management in the activities of the head include:

1.self-organization

2.self-control

3.self-limiting

4.self-elimination.

16. Establish a correspondence between the concept and its definition.

1. The process of conveying ideas, thoughts and feelings, bringing them to understanding by other people

2. The process of interaction between people, the specifics of their behavior in relation to each other

3. The process of information exchange, on the basis of which the manager receives the information necessary for making effective decisions, and brings decisions made to employees of the organization

1.communication

2. form of communication

3.communication

4. information transfer

5.solution

17. Establish a correspondence between the characteristic of the listener and its type.

1. The listener correctly assesses the situation, creates an atmosphere of conversation and thereby disposes the interlocutor to speak.

2. The listener, with his appearance and internal indifference to the conversation, causes apathy in the interlocutor and encourages him to evade the main ideas of the conversation.

3. The listener, by his behavior, not only closes his access to the understanding of the interlocutor, but also excites negative reactions in him, prompting the latter to respond negatively

1 - 1.attentive

2 - 2.passive

3 - 3.aggressive

4.active

5.interesting

18. Determine which of the above is not an independent management method?

a) administrative method;

b) information method;

c) sociological method;

d) the method of coercion;

e) psychological method.

19. What position of the manager, in your opinion, is the most preferable in the coming crisis?

a) strengthening business discipline;

b) changing the strategy based on the analysis of the situation;

c) motivation innovation activities personnel.

20. What is the phenomenon of leadership?

a) the leader's ability to make subordinates work;

b) selection from the "crowd" of the most powerful, intelligent and decisive representative of the team;

c) maintaining good trusting relationships with the team, despite the higher position.

21. What qualities are more relevant to a leader than a manager?

a) acts according to plan, professional, administrator;

b) controls, enthusiast, works for the goals of others;

c) innovator, relies on people, inspires.

22. For a democratic style of leadership is typical:

a) creating an atmosphere of cooperation, tact, respect and objectivity in communicating with group members;

b) avoidance of conflicts with people, inconspicuous stay on the sidelines, shifting responsibility to subordinates;

c) increasing the activity of subordinates by administrative methods, authority, minimizing communication between group members.

23. What management features are more typical for adhocracy organizational culture:

a) management of interpersonal relationships, teams;

b) management of competition, services "

c) management of improvement, the future.

24. What tactics should a leader follow at the second stage of group development - the stage of an explosion of discontent, for successful management group:

a) recognize the legitimacy of criticism, change the tactics and tasks of the group;

b) influence the members of the group, control the situation;

c) retire from business, transfer powers to deputies.

25. When organizing the workplace of the head, it is necessary to comply with the requirements ...

1) availability of office equipment

2) minimum furniture

3) lack of paper media

4)Convenience furniture

26. The struggle for leadership and the distribution of roles between members of the group refers to such a stage in the development of the group as ....

1) intragroup conflict

2) the initial stage of formation

3) ensuring the cohesion of group members

4) the stage of the highest performance and productivity

27. The tools of self-organization include ...

1) introspection

2) self-persuasion

4) intuition

28. The main components of self-management in the activities of the head include:

1.self-organization-

2.self-control-

3.self-limiting

4.self-elimination.

Considering and analyzing theoretical basis self-management, it should be recognized that the theoretical base is inseparable from the practical, in no case should we belittle practical techniques and methods. Currently, there are many different methods, tests, recommendations for self-development and improvement of skills, abilities, development of qualities necessary for a manager. Let's take a look at some of the most famous of them.

Firstly, self-management involves the development of self-motivation in a person. And one of the tricks is reframing. Reframing is a special technique that allows you to see a situation, a fact, an action from a different, unusual angle for a person. In the classic example, an optimist sees a glass of water as half full, while a pessimist sees it as half empty. Knowing which attitude is a priority for an employee - positive (desire) or negative (avoidance), it is quite possible to partially predict his actions in a given situation. With the help of special techniques, managers can influence the formation of a positive perception of reality among subordinates, develop their ability to see the other side of events.

Reframing can be built on several principles:

Positive reformulation of messages: “We give you an additional project so that you can prove yourself and prove your ability to grow further” (instead of: “You get an additional load for the same money”);

Identification of the advantages of any situation or each quality of a person, using the word “but” in the wording: “He is slow, but he carefully checks everything and does not make mistakes”;

Statement of a fact or situation in a row favorable for comparison: “Our department is much less loaded than accounting”, “You are now doing this work faster than three months ago”;

Use of contrasts with the word “or”: “It is better if I promise you necessary funds, or will I talk about real resources that I can guarantee?

The use of reframing in no way implies deception: all facts characterizing the other side of an event, phenomenon or human quality must necessarily correspond to reality. It is desirable that managers, when recommending this technique to employees, also show its benefits for self-motivation.

Practice shows that people who regularly use it are much more satisfied and happy, not only at work, but also in their personal lives.

The next practical component of self-management is problem-solving skills. "Problem solver" (translated from English - "problem solver") is a concept meaning a person who, from many different options for action, chooses exactly the one that leads to the successful solution of the problem facing him. Unfortunately, some people prefer to give the appearance of action, to avoid problems or conflicts; in a critical situation, they begin to panic or shift responsibility onto others. But from any impasse, you can always find a way out. A person's propensity for independent, active and responsible problem solving is one of the most important qualities required in business, which allows the leader to highly trust the subordinate. This personality trait additionally motivates the employee himself due to independence in achieving results. To form a successful model of behavior, the leader in the process of management and motivation can take the following actions:

Delegate authority and responsibility to subordinates and control their further activities;

To instill in employees the necessary skills to resolve complex and conflict situations;

Knowing the motives of each employee, “attach” an independent solution to emerging problems to one or more of them. For example, for a person, praise is an incentive, therefore, the manager needs to approve the actions of the employee most of all when he takes the initiative in solving the problem. If the motivator is a result, then it is desirable to associate its achievement with the search for a way out of a difficult situation; if interest - then show how entertaining and varied the way out of conflicts and decision-making to overcome problems;

Provide an algorithm of actions: if a difficult situation arises, inform the manager about it, offer options for getting out of it, analyze the likelihood of success for each of them, and only after that find out the opinion of the manager. This approach teaches employees to be independent and to form a sense of responsibility for the result of their actions. In addition, it gives them an absolutely necessary skill in business - to solve problems, not avoid them.

When solving difficult situations, the main installation, a guide to action, should be “turning to the future”. There is no point in asking questions about the past: "Who is to blame?"; it is much more important and more productive to ask yourself: “What to do?”. One of common mistakes people in a difficult situation - a long analysis of the past. However, it is irreversible, and when it “hangs” in it, a person has a feeling of hopelessness, the impossibility of really changing something for the better. The past should be of interest to the extent that it can affect the future: it is important not to look for the cause of the employee’s wrong actions and condemn him for it, but to direct all efforts to analyzing and improving the situation, to creating circumstances in which there will be no grounds for a bad deed and repetition of the error will be impossible.

Next, a very important point - how to deal with negative information? Most of us face negativity, difficulties, unresolved problems every day. How to successfully cope with all this flow, avoiding stress? There are several rules and techniques that allow you to increase your own motivation and efficiency.

1) In any negative situation, find at least three positive consequences for yourself. If a flaw prevents a person from achieving success, then, recognizing it in himself, you need to look for opportunities to neutralize it as much as possible. For example, if the main type of activity does not require obligatory sociability from a non-communicative person (as in the field of sales), then you can correspond by e-mail minimizing face-to-face interaction.

2) Develop your strengths and neutralize your weaknesses, i.e. try to model the situation in such a way that they are not significant in it. There are generally accepted ideas about the advantages and disadvantages. For example, introverts are considered uncommunicative, and if such a person perceives this quality as a "flaw", then you need to analyze whether he needs communication skills or he does a great job without them. If he can succeed with the set of abilities he has, then there is no point in regretting his “imperfection”. In other words, shortcomings are not those qualities that are considered to be such, but only those that really interfere with a person. To develop virtues, on the contrary, it is necessary to frequently arrange situations in which positive qualities are manifested especially brightly and clearly.

3) Determine the circle of people whose opinion is important for a person (reference group). Remembering that no one can offend us without our consent, it is important to learn not to react to the negative opinion about us of people we do not know, do not respect us or have a biased attitude towards us. For example, if a person is upset because of an unpleasant comment by a stranger on the street regarding his appearance, then he needs to work on self-motivation and a clear definition of the reference group. It is unreasonable to react painfully and be offended by people whose assessment does not affect our lives in any way. If a person feels a negative attitude towards himself from someone who is part of his reference group, perhaps he is under the influence of a manipulator and it is not a fact that further communication with him will be beneficial.

4) Set yourself up positively when starting to solve a difficult task. There is an opinion that thoughts are material, we can program ourselves for good luck or bad luck. For example, a successful sales employee argues like this: “I can offer the client something that will give him the opportunity to benefit for himself (earn money, improve the quality of life, etc.).” A weak salesperson thinks like this: “You have to distract a person from business, annoy him, try to get him to buy something that he doesn’t really need.” Going to negotiate with a conflicting client, successful person says to himself: “I will still win him over to my side!”. An employee who programs himself for failure is afraid (“He will again be dissatisfied, he will start being rude to me”), feels sorry for himself, looks for serious shortcomings in the client (“He still has to develop and develop!”). This is the way of thinking of negative and positive people. It is necessary to constantly control yourself, maintain a positive attitude.

5) Model a successful future. One of the most important factors for success in life and career is the identification of available resources. This means not self-deception, but an honest assessment of the real internal and external possibilities for achieving the success of what was conceived. Those who practice the opposite approach - justify the impossibility of achieving goals - usually become losers. Therefore, only by evaluating in detail the available means for solving problems, it is possible to calculate the risks, as well as try to neutralize them.

It is impossible for a leader to achieve success in business without internal self-discipline. The rational organization of personal and working time means the highest degree of preparedness for solving any professional problems. Self-management is a set of measures to mobilize internal opportunities for self-development. Its result is emotional and mental stability, personal smartness and composure.

Self-management: what is meant by this term

For little to know the technological features of production. It is also not enough to master the methodology of competent and managerial skills. The leader must, above all, have the ability to self-organize.

The ability to organize your working day in such a way that it is as efficient as possible means mastering the art of self-management. On this path, the leader treats work and personal time as the highest value.

He uses it only for fruitful activities and is afraid to squander it on insignificant or secondary moments. A once-set goal in business is achieved only with careful respect for every working hour.

It is organized time that leads the leader to success in the profession. Within the framework of this concept, a systematic and methodical use of the methods of organizing one's work and the work of subordinates is assumed.

The main task of self-management is to develop conscious control over the entire course of one's own life.

If in production or in an institution the manager has learned to rationally distribute his and his staff's working hours so that not a single minute is wasted, then this will certainly affect his personal life. The habit of self-organization is the best and most useful habit. It makes life manageable and enjoyable.

Self-Management: Benefits

Systematization in planning upcoming tasks will not be difficult if it is carried out regularly. All efficiency lies precisely in the regular use of self-organization techniques.

Self-management of the head optimizes the image component of the company. When a leader develops his own unique style, this will certainly affect the authority of the entire production. Having mastered the techniques of self-regulation, the manager of any link will not allow circumstances to prevail over him. He himself forms the circumstances and directs them in the direction he needs.

Moreover, self-management as a way of organizing working personal time will provide an opportunity to increase the workload. A person manages to do more in the same period of time, which again affects the final result of the work of the entire company.

The ancient wisdom voiced by Cornelius is fully applicable to the modern concept of self-management: "The most difficult victory is the victory over yourself." A leader who has managed to eradicate the irrational, thoughtless, unplanned use of time resources is able to control all the processes around him.

Such a person does not seek to change events, but he develops a certain attitude towards these events - both in himself and in his subordinate personalities.

Thus, to gain control over time is possible only through the scheduling of work, which provides for each type of activity. At the same time, each labor function should be given a strictly defined time and place.

Self-management as a set of specific functions

Everyday work in production is nothing more than a variety of functions that are in a certain relationship with each other. Some of them stem from one another. At the same time, some are more important, and some can be attributed to secondary ones.

Self-management includes several steps that are overcome by the leader in the process of performing any task:

1. Formation of goals. It is necessary not only to formulate the set goal, but to analyze it and clearly find out its final result.
2. Systematization of actions to achieve the goal. This stage requires the development of schedules and plans. In addition, the manager should always have several spare options for solving a professional problem. This will give him the opportunity to choose the most optimal of them.
3. Making decisions on a specific professional task. Decisions should be made taking into account the interests of the company, and not the personal preferences of the head.
4. Ways to achieve the goal. This refers to the formation of a rigid daily routine. It should reflect all stages of the manager's work day.
5. Self-control and adjustment of goals. Achieving the goal will be more effective with a self-critical attitude to each decision and action taken. Constant internal control is the best way to adjust your goals and ways to achieve them.

Self-management of the leader requires constant intense analytical work. When making any decisions, the manager must be able to highlight the vital problems for production, which are addressed first.

The common phrase “solve problems as they come” is not appropriate for self-management. It involves passive movement with the flow. If the leader has learned to streamline tasks, then he simply will not allow problems to pile on top of each other. A competent organization of labor automatically means a systematic flow of working days.

The role of communications in the issue of self-management

At each stage of existence, within the framework of self-management, communications and informativeness play an important role. Without the exchange of information, no efforts of the leader are relevant. The decision to be made must be immediately communicated to the staff.

For this purpose, meetings, planning meetings and negotiations are held. But even the most ordinary meeting, with an irrational attitude to time resources, can be stretched out for several hours.

The organization of planning meetings requires a lot of preparatory work. In order for the current meetings on production issues to be held with maximum efficiency and with minimal time costs, it is necessary to prepare for them. And for this, the leader, again, must take an analytical approach in isolating the main tasks that he intends to voice at the workshop.

Good results in this regard are brought by the algorithmization of meetings between departments. If the planning meeting is held in a predetermined order, it will be more organized.

The rational organization of meetings involves the use of demonstrative and visual materials that can replace monotonous reading from a sheet of profile information. The manager will only have to switch the attention of colleagues from one informative stand or from the image on the screen to another.

At the same time, the use of technical informative means simplifies the perception necessary information colleagues. However, to conduct such an express meeting, the leader must have the skills to rationally present the material. And when this principle becomes a habit, meetings are easy and fruitful. They leave with a sense of a job well done.

In a survey of the rational organization of intra-corporate meetings, great importance should be given to rational dialogues.

As part of the management of visits, the manager receives the following benefits:

• sees a production problem in place;
• has the opportunity to listen to the person responsible for the problem area;
• on the spot voices a solution to eliminate this problem.

Rational dialogues within visit management should not be spontaneous. Any exit to the workshop or production site should have a specific purpose. When the workers know that the leader wants to see this and that, they, accordingly, tune in to a purely narrow dialogue. This saves both the time of workers and the time of the manager.

Telephone intracorporate communication as an integral part of self-management

Self-management includes active telephone communication. It should be as rational as possible, concise and very specific. Corporate jokes, which are customary to accompany communication on the phone during the working day, in no case should come from the head.

Rational use of telephony involves preparing for a conversation. In this regard, the voice menu helps a lot, which distributes incoming calls to different departments to specific specialists. This saves the most working time and makes communication more meaningful.

In this regard, the role of the leader should be manifested in providing a technical component. For example, virtual telephony, which is gaining popularity, is also convenient because it organizes telephone communication as substantively as possible. If the leader values ​​time resources, then he will definitely pay attention to modern ways communications.

Checklist as a way to streamline actions within the framework of self-management

The informative part of communications also includes the use of intracorporate forms and checklists. If they are drawn up in detail, but without water and verbosity, they can replace a good meeting with tedious voicing of results or standards.

The checklist is extremely effective way control. It contains a list of upcoming inspections in any type of activity.

Thus, the manager is given the opportunity to plan his professional tasks so that he is always ready to report on each item on the list. For the manager, the list of actions that need to be performed by himself or subordinate personnel is another way to organize the workflow.

At the same time, it does not take much time and practically does not require budget costs. In fact, this is a fundamental testing tool, the task of which is not to let you forget about the most important professional matters.

The manager's self-management must necessarily include the preparation of checklists. This is the best way to determine the sequence of actions and improve the reliability of the conclusions that are obtained from the output.

Self-management: the end justifies the means

The main motive that determines the activity of a manager in the profession should be the goal that he sets for himself. It is precisely the clearly formulated goal that forms the result of the work. The manager's professional goal may be focused on increasing sales or expanding production capacity.

But in any case, it must meet the following criteria:

1. Be real. It is unreasonable to overestimate the professional or personal bar. Failure to achieve the goal can not only lower self-esteem, but also lead to the collapse of the entire production.
2. Correlate with time. Every goal has measurability. It makes no sense to set goals that do not have a specific time frame.
3. Compatibility with secondary targets. A set of directions in the work goals should complement each other. However, the main direction should stand out from them.

It is desirable if the manager himself differentiates the goals into long-term, medium-term and short-term. Their distribution is nothing but work planning. It helps to highlight the main professional guidelines and thereby increase labor motivation.

Self-Management: Personal Resources

If a leader wants to achieve the heights of excellence in his profession, he must objectively assess his own capabilities. Self-criticism is the best way of self-education.

The definition of personal resources involves:

Finally, every manager or leader should be aware that the formation of goals is a permanent process. The goal cannot be static. Once it is reached, it is necessary to move on. Self-management includes continuous self-improvement and development.

To be organized, whether it refers to the surrounding space or to our time, means to be prepared. It means feeling focused, in control of the situation, ready to take advantage of every opportunity available, and to handle whatever surprises and surprises life throws our way. Unfortunately, many leaders, managing these or those teams, show little personal organization, commitment, and do not know how to rationally use working time. This indicates that they do not sufficiently use the opportunities for self-development that self-management provides them.

Self-management, first of all, is self-organization, the ability to manage oneself, to manage the management process in the broadest sense of the word - in time, in space, in communication, in the business world. The manager must be able to organize his work in such a way that the efficiency is maximum, while ensuring the prudent use of the most valuable resource - time, namely:

Or use the available time for fruitful and successful activities,

Or achieve your goals with as little time as possible.

Self-management is the consistent and purposeful use of proven methods of work in everyday practice in order to optimally and meaningfully use your time to achieve success. The main goal of self-management is to make the most of your own capabilities, consciously manage the course of your life (self-determination) and overcome external circumstances both at work and in your personal life.

First of all, we are talking about how to turn the situation of one's own disorderly work and external circumstances affecting its implementation into a situation of purposeful, systematically planned and implemented tasks. Improving one's own style of work should come directly from each individual; self-management means the ability to own your own time and work and not let time and work dominate you. To do this, first of all, it is necessary to own the situation yourself, that is, to actively influence the work process and manage it. Self-management allows you to increase the load and, through the methods and tools used, save time to increase personal achievements and obtain the required results.

However, many managers are too process oriented rather than results oriented. Professor Lothar Seivert, a leading European specialist in the problems of efficient use of time and meaningful organization of life, quite rightly recalls that it is necessary to improve your life, starting with yourself: "Change yourself - and you will change the world around you." Instead of changing circumstances that we cannot change, we need to change our attitude towards them.

L. Seivert gives practical advice for those who want to improve their direct performance of managerial functions, spending less time at work, performing assigned tasks more efficiently and with less time, preventing stress, and improving their skills. He proposes to control what we all often lack - time - by drawing up work plans, where each type of activity is given a certain place.

The daily solution of various kinds of tasks and problems can be represented as various functions that are in a certain interdependence with each other and, as a rule, are carried out in a certain order. The process of self-management in terms of the sequence of performance of specific functions covers six phases:

Goal setting - analysis and formation of personal goals;

Planning - development of plans and alternative options for their activities;

Making decisions on specific cases;

Implementation and organization - drawing up a daily routine and organizing a personal labor process in order to implement the tasks;

Control - self-control and control of results (if necessary - adjustment of goals);

Information and communication is a phase inherent to a certain extent to all functions, since both communication and information exchange are necessary at all stages of self-management.

Individual functions do not necessarily strictly follow one another, but may be intertwined.

Each function of self-management corresponds to certain working methods, work techniques, the use of which brings the appropriate results, not allowing you to get into a temporary time pressure, which inevitably leads to a stressful state. Short review methods of self-management are given in table. one.

Table 1

Overview of self-management techniques

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Functions	Methods Work technique	Successes. Results (time gain thanks to…)
1. Goal setting	Strategy of goals and methods for achieving success Finding and formulating goals situational analysis	motivation Benefit Recognition Concentration of efforts on "bottlenecks" elimination weaknesses Fixing deadlines and successive actions
2. Planning	Principles of temporary management. Planning for specific periods of time ALPEN method Management with a time diary	Preparation for the implementation of goals. Optimal distribution and use of available time Reducing the duration of events
3. Making decisions on specific cases	Setting Priorities The Pareto Principle (The 80:20 Rule) ABC analysis Eisenhower principle Delegation of powers	Organization of work leading to success First-priority solution of vital problems Organize tasks according to their importance Overcoming the "tyranny" of urgency and urgent tasks
4. Implementation and organization	Schedule load curve Biorhythms Self-development Plan for the day	Application of self-management principles. Concentration of attention and efforts on essential tasks Using peak performance. Taking into account periodic fluctuations in performance Development of an individual style of work
5. Control	Control of results (control of goals, final and intermediate control) Control during the day (comparison of planned and results) Review of the day (self-control)	Ensuring the implementation of planned activities Positive living
6. Information and communication (communication)	Rational conversations, meetings, discussions. Rational dialogues (visit management) Rational telephone communication Rational correspondence management. Rational reading Using checklists and forms	Best Organization meetings, time for negotiations Interference elimination Less breaks at work More high speed reading Lesser "paper war"

According to the development of the Russian specialist in the field of personal management S.D. Reznik, the art of self-management - managing one's own life consists of seven blocks of characteristics - a kind of model of requirements for the qualities of a manager (Table 2).

table 2

Model of qualities of a manager "The ability to manage oneself"

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	Main groups of qualities

The practical usefulness of the proposed concept is beyond doubt, since it focuses on the self-assessment of the manager's potential in each of the functions, aims at the individual managerial activity in each of the main constituent elements, based on the theory of classical management, recommends how to practically improve the result.

To achieve success is one of the basic human needs, extending both to the personal and professional spheres. However, answering the question of what constitutes personal success, everyone can express their own thoughts. Analyzing the main systems for achieving personal success, first of all, the following six success factors are distinguished:

Personal strategy and goals

Effective self-organization,

Optimum use of information

Use of skills

successful communication,

Orientation in the external environment.

How to achieve personal success? To do this, first of all, it is necessary to realize the need for personal development and sincerely strive for this goal. Therefore, the analysis of one's own personality is a prerequisite for its successful development. Only the one who this moment clearly imagines his own level of development, can determine what it should be in the future and how to achieve it.

The best way to know yourself is effective introspection. Such an analysis, however, has nothing to do with personal self-esteem. The purpose of the analysis is to help a person objectively determine his strengths and weaknesses, identify natural talent, and also give practical advice on the further successful development of the strengths of the personality and overcoming weaknesses.

The ultimate goal of introspection is to become aware of your strengths and weaknesses; overcome their own boundaries, held by unconscious self-esteem; develop a positive attitude towards life, within which personal success will become a reality.

When implementing proposals for the successful development of a personality, which includes both professional and personal success, one can be guided by the following concept (Fig. 1), proposed by the German researcher Kurt Nagel.

Rice. 1. Three steps to personal success

1st step. Self-knowledge - awareness of one's strengths and weaknesses, giftedness, abilities and skills.

2nd step. Establishing a hierarchy of values ​​- creating a personal value system.

3rd step. Self-development - implementation of the results of previous steps within own capabilities.

1. Successful self-management includes in particular:

Defining a personal life strategy and planning goals (success factor 1),

Self-organization using labor rationalization methods (success factor 2).

2. Successful application of abilities through

Optimal use of information and ongoing effective learning (success factor 3),

Positive self-motivation and use of abilities (success factor 4).

3. Successful orientation when working with partners and clients

Through effective communication and optimal negotiation (success factor 5),

Generating positive moments for others and focusing on partners and customers in the broadest sense of the word (success factor 6).

Success Factor 1: Personal Strategy

Numerous surveys of executives and top managers of firms lead to the conclusion that success most often accompanies people who have personal goals and strategies. Losers allow themselves to be manipulated, while winners take control. Those who are successful have a definite goal in mind; for them, it is the engine that gives momentum to their lives. All known success strategies note the value of goal setting. They explain the role of goals throughout life and a specific period. Lack of a plan is often one of the main reasons for failure. There is no doubt that both work in the narrow sense and life in general can be built harmoniously and successfully.

Common to various systems achievement of success, theoretical and practical conclusions, is the following: a successful person adheres to what brings him closer to the goal. At the same time, it is important that successful people want to achieve results not only in each individual episode, but also mentally imagine their entire path for a longer period.

Successful people are distinguished by the ability to be inspired by their tasks, optimism in solving complex problems and a constant internal readiness to act, closely related to the social component and ethical perception. The higher the requirements for tasks and the higher the level of their implementation, the more successful such people are usually in each specific life situation.

Success factor 2: effective self-organization

Successful people tend to manage their time successfully as well. They manage to organize their actions in such a way that there is enough time for everything, and overvoltage does not occur. Time is a blessing, and a strictly limited one at that. It represents the absolute frontier of human possibilities, and this valuable resource should be handled with particular care. However, the opposite often happens. It is impossible not to take into account the fact that most people do not have the opportunity to use their time in the way they would like. First of all, economic and social circumstances dictate clear limits to us. To this in many cases is added a high degree of external dependence of various kinds - from management, customers, suppliers, employees, family members. The form of external influence differs depending on the specific situation or type of activity.

However, we all have a chance to better manage our time within the given. Knowing that time is being used correctly has a positive effect on our lives. This thesis becomes important if we keep in mind time not in the short term, but in the long term. Then the thought of one of the authoritative specialists in the organization of working time from the USA, Alain Lakein, becomes clear: “He who slips time out of his hands misses life: he who holds his time in his hands holds his life in his hands.” From this, Lacaine concludes: “Time wasted is life wasted; used time is a fulfilling life.”

If we want to use self-management effectively in practice, then it is not enough just to learn the necessary rules for this and be guided by promising concepts of self-organization. First of all, it is necessary to self-critically analyze the models of one's own behavior. Certain attitudes and habits that have been formed over the years will have to be seriously rethought. Only those who are fundamentally ready to define their own behavior in a new way will be able to achieve effective self-organization with the help of techniques and methods of time planning.

Success Factor 3: Optimal Use of Information

The growing role of information and the expanding opportunities for its optimal use and generalization in all areas have fundamentally changed all activities in our society. Today, information on any field of knowledge can be obtained much faster and easier than ever before. Such easy access to the accumulated information and scientific data leads to a fundamental change in the entire learning process. The computer, with its enormous power and ever-improving software opens up previously unknown horizons of new learning opportunities that should be used.

Of particular importance is the ability of a person to learn. Studies show that learning is not limited to any particular age, and the brain is comparable to a muscle that needs constant exercise. It has been proven that older people who maintain "mental shape" have better brain function than their relatively younger counterparts who stopped mental training after graduation.

Developed thinking is valued more and more today. In an issue of Megatrends aktuelle, its publisher J. Nasbitt argues that in a dynamic professional world, the most important qualities are thinking skills and the ability to conduct a dialogue, and knowing how to learn will be useful to workers in the future much more than special knowledge. It is impossible not to recognize the validity of such a statement.

Success Factor 4: Positive Self-Motivation and Use of Ability

As a rule, we use only a tiny percentage of our mental capabilities. Knowledge remains unclaimed until someone creates the prerequisites for its use. It is necessary that each individual does not abandon attempts to realize his abilities and apply them in practice. To use your own abilities, you must first of all want it.

Ability to use own abilities involves an analysis of their gifts and weaknesses. Wherein Special attention you should play to your strengths. Many people have solid knowledge and skills. However, due to the lack intrinsic motivation, readiness to act, these resources are not used, and after all, a personal attitude to the task, no less than knowledge, determines the final result.

The need for work inherent in all people can be considered the central motive and the main incentive for activity. Its very result depends on the individual, her abilities and the work situation in which she is. Achievement, as a result of efforts to receive fair pay, is an essential component of satisfaction. Only when ideas about values ​​are balanced does a pronounced desire to work manifest itself and an effective use of human abilities takes place.

Success Factor 5: Effective Communication System

Successful people are specialists in effective communication. They seek contact, show initiative, motivate themselves and others. Effective communication is impossible if everything revolves around one's self. On the other hand, a positive attitude towards one's own personality is an important basis for creating relationships. It is often necessary to inspire determination in yourself and others. Encouraging, persuasive speech is an important component of such a positive attitude towards oneself. Communication takes place both in verbal and non-verbal areas, expressed through the language of the word and body language, in particular, gestures, facial expressions, glances, etc. During negotiations and meetings, it is especially important to pay attention to the signals given by our partner in the language body, since the external image of its behavior is of decisive importance for our perception.

Success factor 6: orientation in the external environment

The question here is primarily about how, striving for one's goal, to contribute to the good of others - for significant deeds are always performed in the name of others. In order to offer society the best possible results, you must yourself be in an optimal state of readiness. This refers to such success factors as contact, mastery of the art of negotiation, self-confidence. Success is guaranteed if we constantly think about how to offer our environment the greatest possible benefit. Consistently increasing the return for others, we automatically increase our own personal indicators as well.

The sphere of orientation in the external environment also includes human behavior, which has been tried to be analyzed and controlled since the late 1960s. Human behavior is the optimization of his life opportunities in a given environment. Through a precise study of social connections, many researchers have found commonalities among seemingly arbitrary patterns of human behavior and have thus created a clear and useful description of the analysis of human behavior in relation to others. Knowing one's own personality and at the same time penetrating the feelings and sensations of others can be facilitated by using knowledge of human behavior obtained by analyzing the ways of communication.

The systems for achieving personal success described in the literature and proposed for practical development deserve the most serious attention. In each case, it is recommended to choose those methods that correspond to the inner mood and are consistent with the personal perception of the world. Only in this way can internal identification be achieved as a prerequisite for the successful application of scientific findings. This is expressed by Edward de Bono in his bestseller "Success - by chance, intuition or planning?" He draws attention to the following:

1. To achieve success, there are a variety of manifestations of the working style. For those who have always felt that their personal working style is not a success style in the usual sense, this should be an incentive for self-development.

2. You should try to define your own working style as accurately as possible and use it as a guide when making decisions, making plans, having to make a choice. First of all, you need to think about whether this or that suits your style.

3. You should be aware of the shortcomings of your working style, but do not be embarrassed by them and do not allow yourself to use them as an excuse. It is better to try to develop the strengths and advantages of your working style instead of reworking it.

On the basis of numerous concepts dedicated to achieving success, everyone can develop their own strategy that suits their individual needs. Of course, the numerous methods and principles for achieving success cannot be mechanically generalized to everyone, but it is clear that there are a number of universal criteria that people who achieve success meet. You can learn a lot from other people's ideas, behaviors and knowledge by making them integral part of your being. Some human aspects can be improved by going deeper into oneself without manipulating one's personality. You must always remember about your own qualities worthy of development and improvement.

How successful our life is, depends entirely and exclusively on us. It is not the circumstances, not the people around us, or any other factors that determine our life, but only ourselves with our thoughts and ideas about ourselves. Our life and its future are in our hands, and it is extremely important to realize that only we ourselves can influence our own success.

Crowded file cabinets, endless notes with notes about planned tasks, a diary cracked to the spine. Lots of demands, expectations and responsibilities and a minimum of pleasure and joy. Many people are familiar with this vicious circle of haste, stress and constant disappointment. Meanwhile, other things that are at least as important as those that we do most of our daily lives, and sometimes even our free time, are completely blocked.

Main areas of life

We can divide our life into four main areas: contacts - body - work - meaning (Fig. 2). For many people, one of the areas of life, such as work, is in the foreground. However, the chronic one-sided preference for any one area of ​​life inevitably leads to problems in other areas, no less important. This, in turn, negatively affects the results of work: in the end, “more” turns into “less”. Preponderance in the sphere of "work" leads to psychosomatic disorders, conflicts in the family and in private relationships, and can develop up to a crisis of meaning. “When I was in intensive care after suffering a heart attack, it finally became clear to me that I had brought myself to complete exhaustion with my work,” (49-year-old head of sales).

What do most people aspire to and what do only a few achieve? The answer is obvious: balance and optimal life rhythm in accordance with individual features everyone. You should not mathematically accurately calculate the life balance by dividing one hundred percent by the number of life spheres and getting four parts,

each of which is equal to 25%. A personal balance that satisfies a particular person and takes into account the four areas of life is perceived differently by each person. It doesn't matter how much time you personally devote to each area. In any case, time and energy must be calculated in such a way that it gives you a sense of satisfaction.

Fig.2. Balance of vital spheres

Satisfaction occurs when all four areas of life: work, relationships / family, health and the meaning of life are in reasonable harmony. If there is no such balance, then in some of the directions there is a tangible preponderance of forces and energy. In this case, the collapse of the harmonious state is practically programmed.

It is normal if the percentage ratio between the spheres reveals a clear preponderance in favor of any one sphere. In the “achievement/work” area, the mark often reaches 70%. This is quite understandable, since most of the people are in the phase labor activity. The sphere "meaning" in most cases is in percentage terms lower than others (from five to ten percent, if not less). Let's think about how important this area is. It is known how much can be achieved in life if there is a certain meaning behind all actions.

Equal attitude to all your actions and equal planning, taking into account all areas of life, is the beginning of a healthy life balance. However, in practice, most of us are set up so that only professional tasks are considered the only ones that are important and worthy of being given time to them. Playing with children, time for deepening education or hobbies, an hour or two for oneself or for communication with a partner, friends or relatives sometimes do not find a place in our plans. In everyday life, we set aside for these important activities the time that remains from our professional activity. Thus, we misprioritize. And this is where the key lies: we must be willing to make room in our plan for all areas of life. Only in this case, good intentions that are often not realizable will enter into it. In everything we do, we must not forget to monitor the balance of all active factors involved in our activities. Only if our life is balanced can we calmly accept all challenges. outside world and keep moving towards your goals.

All spheres of life should always be kept in view. Violation of the vital balance often proceeds gradually and imperceptibly. One should never lose sight of one's vital areas and inspect them regularly. Ask yourself more often what is really important to you, remember that maintaining the right balance directly affects your well-being. After all, the feeling of satisfaction is a consequence of inner balance.

Constantly monitor the four areas of life and note which of them has been especially affected in recent times. What can you brag about? Make regular plans for each of the areas of life listed above. By doing this, you can not only bring harmony to certain areas of life, but also get closer to achieving a great life goal. After all, all other spheres at this time will be in a state of balance. Therefore, you should always try to maintain a holistic view of life. This is the only way to meaningfully and correctly plan the future.

Right balance and state of satisfaction

Life balance implies a state of satisfaction. All Methods effective management time and your own personality, all recommendations are aimed at achieving the right life balance. We strive to ensure that all of our most important areas of life - work and achievements, family and connections, meaning and values, body and health are in a healthy balance.

Life balance is primarily a matter of the quality of our life. Whatever we strive for in our lives, all our aspirations are aimed at satisfying our inner needs. What are these needs, the satisfaction of which keeps our spirit healthy and brings us closer to achieving the desired balance of life? What fills us with happiness and satisfaction and, on the contrary, provokes stress if our actions deviate from the right path?

Many psychologists have thought about the nature and function of our inner needs. Thus, Abraham Maslow describes the five basic human needs. The pyramid of needs he built (Fig. 3), in which each next need begins to demand its satisfaction after the previous one is satisfied, is now very popular. It is undeniable that these five basic needs really motivate all our actions:

1) physiological needs,

2) reliability and stability,

3) security and love,

4) recognition and respect,

5) self-realization.

Rice. 3. Maslow's pyramid of needs

First you need to satisfy physiological needs. According to Maslow, the basic physiological needs are hunger and thirst (today this can include taking care of one's own health, playing sports and rest). The sins that a person commits in satisfying these needs can only be atoned for by considerable effort.

Next comes the need for reliability and stability. Nowadays, people often devote themselves completely to work in order to create a reliable material base for themselves and their families. Try to look at your professional career taking into account the hierarchy of needs. On the one hand, the desire for professional growth is worthy of respect, but on the other hand, the condition for this growth is often the satisfaction of other needs.

Security and love should be sought in interpersonal relationships, regardless of their kind and nature. The decisive moment in our relationship with another person is our desire to be loved and to receive recognition. By communicating with other people, we, among other things, develop our own identity.

It is known what a motivating value recognition from other people has. At the heart of this need is our desire to receive respect for others. At the same time, we want to be respected for the qualities we already have, and not for what other people want from us. To do this, it is important for us to know our own strengths and weaknesses. Using respect and recognition from other people, we begin to respect and love ourselves. And this is what we need for a happy life.

Maslow places the need for self-actualization at the top of his pyramid. Anyone who feels this need in himself seeks to reveal his potential in various fields own life. This motive contributes to the final achievement of life balance. The realization of our own capabilities allows us to live, remaining ourselves, and as a result leads to the establishment of the correct life balance.

Find yourself - that's our the main objective. Therefore, seek to better know the various aspects of your self: I-recognition (work), I-relationship (private contacts), I-relaxation (body and health) and I-spirituality (meaning and values).