And let's look at what is generally a punishment for an employee. For some, a fleeting remark from the boss is enough, others can only be offended by material sanctions, hit with a ruble or dollar. The level of punishment depends primarily on the goals of the impact. What do we achieve by punishing an employee? By the way, let's think about the phrase "punishing the employee". What do we do when we punish? Do we punish the employee, or punish his wrong action or unacceptable inaction? Let's decide on the purpose of the impact, and this will help us in choosing a punishment.

It is not necessary to give here the entire list of disciplinary measures, each enterprise has its own. But if we choose to punish the employee, rather than their action, then it may be easier and cheaper to simply part with them. But how to punish actions without punishing the employee, and is it possible? And what is punishment for anyway?

The main purpose of punishment is to prevent actions that could harm the firm. In other words - if there are several ways of developing situations, by punishments we cut off the use of unwanted routes in the future. That is, punishment is valuable not in itself, as “revenge” for the wrong actions of a subordinate, but as a barrier that will not allow this person to repeat these actions in the future and will serve as an orientation for the entire workforce, a kind of red light. For one beaten they give two unbeaten. In a serious Western company, the commercial director, due to his wrong actions, missed a contract for twenty million dollars. Arriving the next day in the office of the general manager of the company, he asked when he should pack his things. “You are crazy!” the general answered him, “We have just invested twenty million dollars in your training!” Is there a punishment here? And what is the effectiveness of the impact!

Punishment is effective when it comes from the needs of the future, is focused on rendering psychological impact for the employee and the whole team. At the same time, by punishing undesirable actions, we in a certain way encourage those employees who work in the permitted direction. What happens if there is no punishment at all? Those employees who are loyal to the rules will feel like fools to a certain extent, and they will definitely be tempted to break these rules as well. From this follows another principle of punishment - inevitability.

When punishing an employee, an explanation is required for what and why you are punishing him. The latter is especially important, but very often forgotten, and the punished person really perceives the punishment as revenge. The employee should learn about the punishment from his immediate superior or, if the punishment comes from a more senior manager, then personally from him. The use of impersonal punishments, such as the appearance of a punishment order on a bulletin board, is unacceptable. In this case, the offense is automatically transferred to the firm. It is even worse when an employee finds out about material punishment at the time of receiving a salary. In general, one should be very careful with material punishments. The material punishment imposed on the salary part of the income generally leads to the employee's aversion to work in this organization. For example, in one of the well-known Yerevan firms, there are rather high salaries for employees, higher than the average for the city, but they are constantly looking for staff, as constant automatic fines for the slightest offense lead to employees feeling resentment, which accumulates and leads employees to leave the organization.

In general, the punishment must necessarily correspond to the offense. Financial punishment is permissible in the case when the actions of the employee caused real direct material damage that can be measured and calculated. And in this case it should not look like revenge, but as compensation for the damage caused and be formulated in appropriate terms. In many cases of misconduct by a subordinate, it is enough for the boss to simply talk to him and the issue is closed. When talking about misconduct (of course, one on one), it is desirable to create an understanding in the subordinate of how his undesirable action affected or could affect the results of the organization, to receive informal regret about his misconduct, and confidence that in the future the employee will act according to -other. At the same time, the motives of the misconduct (the answer to the question why this happened) are taken out of the brackets, since, in general, from the point of view of achieving the result, they are completely unimportant, and are of interest only for understanding the mechanism of committing the misconduct. A conversation with the boss about a misconduct should not cause a subordinate to feel guilty. In general, guilt is not at all positive and does not motivate a person to positive changes. Why this is so is a separate and very large discussion. Any punishment should be justified not by a formal ban on certain actions, but by the understanding that these actions really harm the organization.

So, what is the best way to punish a subordinate? Think about these words: "it is better to punish." A good punishment (sounds good too) should be unique to both the punisher and the punisher. What to do? Imagine that some actions of a loved one make you dissatisfied. What words would you use to request that he change his behavior in the future? You will find the right words and intonations in which you express both your love and your regret about the actions that this person did and which you did not like. Difficult? And no one promised that it would be easy. In general, the work of a manager is not the easiest profession, but it is very creative and rewarding, and it also pays well.

So, as a summary for this block.

1. Punishment must come from the future.

It is not the person who is punished, but his offense.

Punishment must be inevitable and timely.

Financial punishment should be used with extreme caution.

Punishment must be personal.

Punishment should not cause feelings of guilt or humiliate a person.

Actions that are punished should be as justified as possible and accepted by the team as necessary for the successful work of the entire team.

Punishment is a creative process.

Order with love.

Well, we sort of figured out the punishments. Let's move on to a more, in my opinion, pleasant topic. So, encouragement. Naturally, the first question is why and for what purpose. If the main reasonable goal of using punishments in an organization is to avoid failures (by the way, there are also unreasonable ones, for example, “so that the service does not seem like honey”), then, accordingly, the use of rewards expresses the desire to achieve better results and development.

As with punishment, encouragement should be directed to the specific actions of the employee, and not to him or some of his qualities. The types of incentives in each organization differ, but are mainly divided into two types - tangible and intangible. There are also mixed ones, for example, sending an employee to study at the expense of the organization is always beneficial to position as a material incentive for this employee and long-term investments based on the leader’s belief that this employee deserves to be “invested” in him. By the way, any form of employee training, whether it concerns vocational training at the workplace or some kind of training, you can always apply as an encouragement. Many leaders often do not think about it, but in vain. If you can combine the useful with the pleasant, then why not do it?

I want to dwell separately on such a form of encouraging the team as a whole, as a holiday on the occasion of the anniversary of the company and the successful work of the team for many years. Very often, partners from other organizations, representatives of buyers and suppliers are invited to such a holiday. As an example, one well-known company that recently celebrated its tenth anniversary can be cited. A week before the holiday, in the evening (after the end of the working day), all the workers were gathered. Under the recording, the scenario of the “holiday” was read out, all the roles were distributed, the permitted and prescribed toasts were announced. Then the training took place. Permissible conversation topics are defined. All employees were seated at tables, and at each table sat one or two of their own and several guests. This event turned into a purely PR action, and those employees who participated in it clearly got the feeling that they were being used, and not for their professional purpose. That is, if you are making a holiday, then decide whether it is a holiday or something else. If this is not a holiday, then this is work that must be paid separately, or, at worst, not be positioned as an encouragement.

Nothing irritates an employee more than a reward that he does not consider a reward. Think about the feelings of the person whom the boss, in the presence of the rest of the employees, “encouraged” with the following phrase: “You have worked much better than the rest of the employees this month, you are just a star!”. Encouragements should not combine ambiguity or the possibility of being perceived in any other way. For example, the phrase "Well, you can do well if you want" - hardly looks like an indisputable compliment.

We gradually switched to non-material forms of encouragement. Let us further, in order to clearly understand what we are talking about, we will call them compliments. What is a compliment? We can say that a compliment is a statement, pleasant, kind, flattering, not contradicting reality, corresponding to the situation and expectations of the partner. This is an exhaustive definition, every word of which is significant. And now a little caveat. Those who are good at giving compliments, better not read further text.

What are the compliments? First, compliments are divided by orientation to:
- appearance,
- abilities (intelligence),
- emotional sphere
- volitional sphere,
- professional area
- personality as a whole.

Another way to separate compliments is by form:
- comparison,
- grade,
- antithesis, a compliment to another person, against the background of an underestimation of oneself,
- indirect compliment
- veiled compliment
- inversion (turning a disadvantage into a virtue),
- paradox,
- built-in compliment,
- a complex compliment that includes several types.

When you give a compliment, it is highly desirable to analyze whether it is a compliment. For example, “Today you look surprisingly good” or “Well, finally you got a document that is impossible to find fault with, not like before.” These statements are, to say the least, dubious. That is, before you want to say something to an employee, analyze your emotions and feelings for this person at the moment.

Another very important point in the technique of applying rewards is psychological type the person you encourage. At different people different values ​​and what is valuable for one is at best empty for another. As an example, consider the generalized socionic types: "motor", "controller", "analyzer" and "support".

Let's start with the motors. In its pure form, it is quite rare, always noticeable, rather noisy, very creative. The type is exceptionally extraverted. The main disadvantage is that he can successfully deal only with what he is interested in. If it is not interesting, then at best it does it formally, or does not do it at all (under any pretexts). Big problems with teamwork and delegation of authority. And if the “motor” suddenly starts to slow down, which, thank God, happens infrequently and not for long, then you cannot find a stronger “brake”. These are mostly politicians, consultants, psychologists, artists, sellers, journalists. A lot of motors among the coaches. So, "motors".

What are they afraid of?
Lose public recognition.

Prestige, recognition, flexibility, comfort and convenience.

Inspire them to greater and better results.

Appreciate:
Forces, they take the easy way.

He wants:
Public recognition, freedom of expression, equality in relationships, freedom of action and the ability not to deal with trifles. Do not waste energy so that another person embodies his idea.

The next type is "controller". By the way, quite often the "motors" envy the "controllers", their ability to achieve goals, plan everything, cold mind, practicality. “Controllers”, and by the way, everyone else, “motors” usually annoy with their unpredictability, characteristic “motorism” and the fact that they easily and effortlessly solve seemingly insoluble problems (if they are interested). "Controllers" are always focused on the result. These are mainly masters, managers, leaders, coordinators, military leaders. The main drawback is the inability to build relationships, which is why they themselves often suffer a lot, harshness, sometimes turning into rudeness, distrust of others, impatience. What are the values ​​for controllers?

What are they afraid of?
That he will be bypassed.

Benefits that can attract him:
Save time, recognition, prestige, earn money, improve health.

They need leadership that:
Give them the freedom to do things their way.

Appreciate:
Time, you always find them busy and efficient.

"Analyzers"- the type is directly opposite to the "motors". Main advantage - high quality everything they do. The main disadvantage is that it is very difficult to get a finished product from them. Often doubt the quality and constantly improve. These are mainly accountants, bankers, scientists, inventors, entrepreneurs, travelers. Let's consider the points of influence on the analyzers.

What are they afraid of?
Critics.

Benefits that can attract him:
Save money, get satisfaction from a job well (in his opinion) done.

They need leadership that:
It will outline the structure and framework or outline the path to follow.

Appreciate:
"Facade", do not tolerate looking bad or doing something bad.

They want:
Guarantees of reliability, compliance with the rules, a sense of security, encouragement, an established course of life not disturbed by sudden changes, attention to oneself.

The last type is "support". Something similar to "motors" in the ability to create relationships with people. Experts in the organization of cooperation. They often forget about themselves. Passionate, sentimental, vindictive. prone to fanaticism. God forbid hurt their values. Focused on justice and warm human relations. It is found among historians, poets, psychologists, doctors, lawyers, teachers, secretaries. The type is exceptionally introverted. The connection "controller" - "support" works very well. Let's look at the support features.

What is he afraid of?
Lose a sense of security, confidence in tomorrow, make a mistake.

Benefits that can attract him:
Recognition, comfort, the opportunity to take care.

They need leadership that:
Will give details, specific plans and activities.

Appreciates:
Relationships and friendship mean a lot to them.

He wants:
Feeling safe, keep the status quo and don't change anything so that the work stays out family life, sincere approval, a well-established course of life, the opportunity to participate in the lives of employees, help them in solving problems.

Thus, we have identified possible buttons and levers of influence on employees. Only a reasonable combination of punishments and rewards makes it possible to avoid failures in the activities of the company (punishment) and move forward and develop (encouragement).

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The second quadra, called, as expected, "Beta", - includes dual pairs: Zhukov - Yesenin

and Hamlet-Maxim.

It is believed that this quadra is inherent in the spirit of conservatism in views, patriarchy in everyday life, craving for orderliness, hierarchy and traditionalism.

This quadra seems to be striving to formalize and rigidly fix the bold and original, but initially spontaneous and unsteady ideas of the Alpha quadra.

Note that the "Beta" quadra includes two of the toughest controllers - Zhukov and Maxim.

The third quadra - “Gamma” ^- consists of dual pairs: Caesar-Balzac and Jack-Dreiser.

This group often has to “break open” the overly rigid foundations formed by the previous quadra, because due to the “Beta” group, the original plans and ideas are at risk of being “buried”. Dynamism, temperament, action, combined with a critical rethinking of what has been achieved - character traits quadra "Gamma".

Here we see the most penetrating motor - Caesar, the most active support - Dreiser, the most industrious analyzer - Jack and the most critical analyzer - Balzac.

The final, fourth quadra, "Delta", consists of dual pairs: Huxley - Gabin and Stirlitz - Dostoevsky.

There are two relatively soft controllers Gaben and Stirlitz, a philanthropic motor - Huxley and the "conscience of mankind" - Dostoevsky's support.

This quadra is distinguished by healthy pragmatism, calm optimism, general benevolence and a desire for stability and harmony. She gets the role of the final and connecting link in the chain of evolution - she "brings the gloss" and puts the "finishing touches" on the "erected building", in the foundation of which lie the ideas of the "Alpha" quadra.

Striving for stability and peace over time leads to stagnation, which begins to be "undermined" from within by the "fermentation" initiated by the "Alpha" quadra, and... the spiral of evolution begins the next round.

If you look closely at the composition and spirit of the quadras, then you can note their mutual similarity in the order “through one”. "Gamma" resembles a softer and earthy cast of "Alpha", the same is observed in the case of the "Beta" and "Delta" quadras. And although relations of conflict and superego arise between “similar” quadras, in any case, these are equivalent relations, complicated by some difficulties in understanding and seeing the situation.

The relations of neighboring quadras are more tense and ambiguous. It is between them that painful unequal relations arise (social order and revision), requiring the involvement of forces from the outside. The saving bridge in this case is business relations. Actually, in this

and is the mechanism of the replacement of quadras in the matter of evolution

and progress.

You can present what has been said in the form of a visual picture (see diagram).

^ "Key" third. If you have the opportunity to be present, and even more so to participate in the creation of any projects from scratch, observe which people are active at the beginning of the business, who then replaces them in key positions, who is trying to further modernize the existing state of affairs and who acts as a peacemaker and mediator to resolve differences and mitigate " sharp corners» the existing structure. It is only important to remember that all participants in the "play" must play their own game, that is, act naturally, and not hysterically and defiantly.

However, this "key" is somewhat more speculative and removed from living reality, since it concerns more "produc-

comes into motion, hidden

project opportunities

water" regularities of human relations and their development in time.

Readers who like to open the last page first, as well as practitioners who are at odds with theory, are still advised not to limit themselves to direct descriptions of socionic types. In the matter of recognizing oneself, a loved one, familiarization with the typical problems of each of the four types of initial karmic energy helps a lot.

In addition, along with a list of problems, in the same chapter it is written “in Russian in white” what to do with all this “wealth”. Note that this is not an age-old Russian question, implying a search for the culprit, but to a certain extent, the answer that the author tried to convey to you, dear reader.

Although the true, objective and impartial judge in the matter of the fateful self-determination of a person is life itself.

And ALL THE TESTS!

(socionic)

Yes, dear readers, the author could not resist the temptation to pamper you with "sweet". Most people love all sorts of psychological tests. Well, it's not empty fun at all. However, we still advise you not to forget about the warning sounded above. You should not "one hundred percent" trust the results of self-testing - sometimes discrepancies in the results of the tests are only confusing and the person is completely confused: "So who am I?"

Of course, the fixed form of tests gives errors. So it's very interesting to participate in this event, but if you really want to define your own personality, the advice is the same - start this book from the first page...

Reading will take longer, but the conclusions will be much more accurate. And it's great if they match the test results!

The author allowed herself to make some corrections and additions to the well-known socionic tests, and tests for determining the basic energy (analyzer - controller - motor - support) were developed and published by the author for the first time.

So, we wish you success!

From each selected pair of descriptions (1-2, 3-4, 5-6, 7-8), choose one that is more suitable for you and write down its serial number. Write the resulting set of four numbers here:.

1. Your performance is usually the same and only changes for certain reasons. You try to prepare for everything in advance and bring what you started to the end. Uncertainty weighs on you, so you prefer to have a clear time schedule for work. It is easy for you to adhere to the established rules and norms of discipline.

2. Your performance is characterized by ups and downs in activity that are not subject to specific reasons. You often act without preparation, on a whim, counting on improvisation and luck. You often make decisions and make a “breakthrough” at the last moment. It is easier for you to act according to circumstances than to obey strict schedules and instructions.

Z. You do not attach of great importance emotional disagreements between people, as long as they don't hurt your principles. It is not always easy for you to catch the moods and motives of the behavior of others. In business relationships, you put professionalism above other personal qualities. Prefer to judge people by their performance. You think it's more important to be right than to be pleasant.

4. You are well versed in the hidden feelings, desires and moods of people, you immediately feel the nuances of relationships and the motives of human actions. You tend to compromise in business for the sake of good relationships, trying to please people. Your diplomacy and knowledge of people allows you to find individual approach to everyone.

5. You are realistic, practical and active. You usually know what you want and know how to defend your interests. Your statements are specific, and you do not like long, abstract reasoning. You are attracted to practical activities that bring visible results. You love and know how to work with your hands. Strive to check the results of what has been done, distrust theories that are not confirmed by practical experience.

6. You well foresee the development of events, assess the prospects of certain areas. You like the process of abstract thinking, gravitate more towards theory than practice. Sometimes it is difficult for you to assess the current situation, you may be slow to implement your plans, you may be absent-minded. You love to experiment, the interest in new knowledge is so great that it can prevail over the benefits.

7. You are not in a hurry to meet new people, cautious and restrained in communication. Prefer the usual circle of people. Try not to express your opinion unnecessarily in a conversation, listen more than speak. If possible, try to hide your inner state and not flaunt your merits, giving others the opportunity to judge them for themselves.

8. You are attracted to new people and situations, and you easily expand your circle of acquaintances. You are easily persuaded and interested anything. You are at ease and frank, you can be unrestrained and passionate in a dispute. Sometimes prone to risk and recklessness. Try to share your impressions and ratings

with those around you.

Deciphering the socionic test

(energy)

I. Which set of qualities from the presented list most suits you? Mark this column with the number 1, assign the rest "places" from 2nd to 4th.

foresight, foresight, scrupulousness, intelligence

# Practicality, business acumen, common sense, realism

* Courage, energy, enthusiasm, sociability, artistry

Emotional sensitivity, tolerance, diligence, willingness to help

P. What do you think is the most ridiculous thing in life? Rate the answers on a scale of 1 to 4, with 4 being the most ridiculous item:

~ Self-sacrifice turning into martyrdom

The pursuit of abstract ideals, the search for truth

adventurism, thoughtlessness

# Absence of unsolved problems, programming of the future

III. In which of the following situations do you feel most fulfilled? Mark this column with the number 1, assign the rest "places" from 2nd to 4th.

* Your activity is positively evaluated by as many people as possible

# In the course of your activities, you get (see for yourself) an immediate practical result (benefit, benefit)

And your activity is aimed at the discovery, use, transfer of new intellectual information

~ Your activity is indispensable for a certain circle of people united by a common goal

Deciphering the energy test

Count the number of points for each character (*, #, A, ~). Them total amount should be equal to 30.

The character that typed the lowest score indicates the predominant type of your karmic energy.

* - you are a motor (that is, you belong to one of the following

types: Caesar, Hamlet, Hugo, Huxley);

# - you are the controller (Zhukov, Stirlitz, Maxim, Gabin); A - you are an analyzer (Don Quixote, Robespierre, Jack, Balzac);

~- you support (Dumas, Yesenin, Dostoevsky, Dreiser).

Thus, you can track the "share distribution" in yourself of the above "karmic components".

We propose the last (third) test to verify and clarify the first (socionic) test.

Attention!

Note how his results match those of the first test. If the discrepancies are very significant (they may seem “monstrous”), this is a signal that you do not quite adequately evaluate yourself or simply do not tend to think about the reasons for your own actions. In other words, you, by and large, do not care which way the train of your life moves. In this case, try to correlate the results of both socionic tests with the results of the energy test.

If, on the contrary, the results of the first and third tests are quite correlated with each other, but do not coincide with the second test, then there is a high probability that you are not playing your game and are stubborn enough in an effort to turn the other side of the moon to the world.

Test No. 3 (socionic)

1. If you take on a job by a certain deadline:

- you are pleased, as it gives you the opportunity to prepare and plan (1);

- it makes you nervous, you feel "as if bound" (9).

2. What is worse for you:

- prolonged loneliness and monotony (9);

- too frequent change of scenery (1)?

3. What do you like best in people:

- courtesy and sensitivity (1);

- accuracy and commitment (9).

4. Do you like more:

- surrender to the "flight of thought", imagination, memories of the past and reflections on the future (1);

Act practically, keeping abreast of ongoing events (9).

1. You feel more self-giving:

- obeying in their actions a pre-developed plan (1);

- facing surprises and unpredictable course of affairs (9).

2. Do you like:

- attend parties, discos, visit (9);

- do you quickly get tired of the noise and new faces (1)?

3. You are human:

- rather sober and reasonable, in the interests of the case, you can be categorical and harsh (9);

- rather emotional, receptive to the "psychological climate". A bad peace is better for you than a good quarrel (1).

4. How do you feel about your own wardrobe?

- biased, creative, follow the fashion, look for your own style, do not be afraid of bright colors (9);

- usually do not chase fashion, buy things for the occasion or mood, prefer soft color combinations. Your style is rather lack of style (1).

1. Do you tend to:

- change your plans at the last moment (9);

- do you try to avoid it because it unsettles you (1)?

2. On vacation, on a trip:

- you easily find new friends (9);

- tend to remain somewhat isolated from the new society (1).

3. You are good at:

- express your thoughts and feelings on paper, choose the right word and image (1);

- you feel more confident in the world of numbers and calculations, writing a letter is a problem for you (9).

4. What is your attitude towards housekeeping?

- come with soul and initiative, you like to cook and furnish the house with your own hands (9);

Do housework out of necessity, readily give way to a place at the stove, prefer reading or philosophical reflection to repairs (1).

1. Can you:

- do several things at the same time (9);

- does it tire and unnerve you (1)?

2. In a new company, you usually:

- easily be the first to start a conversation (9);

- waiting to be spoken to (1).

3. In relationships with the opposite sex:

- you prefer directness and clarity, the result is important to you (9);

- you try to maintain an atmosphere of mystery and flirtation, you are fascinated by the process of "love game" (1).

4. When following an unfamiliar route for the first time, you usually:

- remember external landmarks well and can confidently describe this path to others (9);

- you remember the road by your internal associations and find it difficult to make a clear description of it (1).

1. Is it easy for you:

Suddenly, quickly gather somewhere, leaving the started (planned) business (9);

- Does this situation annoy you (1)?

2. Intensive communication with new people:

- stimulates, gives you energy, regardless of the nature of communication (9);

- tires you, especially if the person does not cause you sympathy (1).

3. What do you think is worse:

- be unfair (9);

- be merciless (1)?

4. As a teacher, would you prefer:

- conduct practical classes (9);

1. Do you tend to do more:

- deliberately than impulsively (1);

- impulsively than deliberately (9).

2. Are you often in a conversation:

- prefer to express only your opinion (1)?

3. You feel more confident:

- in an objective logical conclusion (9);

- in the evaluation emotional state and the relationships of the people around you (1).

4. Do you pay attention to:

- on the details of other people's clothes, even with a short communication with them (9);

- do you find it difficult to remember such details (1)?

1. Which do you prefer:

- make sure everything is prepared and accounted for (1);

- let events take their course (9)?

2. Are you in relationship with:

- with a wide range of people (9);

- mostly with old friends and relatives (1).

3. Do you think that important issues should be dominated by:

- humanity and humanism (1);

- calm, unclouded mind (9).

4. Are you more interested in:

- what is happening in reality, here and now (9);

- what can (could) happen (1).

1. Do you prefer:

- schedule your affairs for the day, for the week ahead (1);

- do you prefer to act according to circumstances (9)?

2. You usually:

- easy to convince something, bringing new, interesting arguments (9);

- you tend to listen and stick to your opinion (1).

3. In a difficult situation for someone, it is easier for you:

- give business advice (9);

- express your sympathy (1).

4. When solving important issues, you trust more:

- his practical experience (9);

- your intuition (1).

1. When negotiating tomorrow's plans, you usually:

- try to stipulate exact time events (1);

- prefer, if possible, to agree on an approximate time period “from” and “to” (9).

2. Can you:

- find a topic for conversation even with a stranger (9);

- tend to shut up and watch what is happening (1)?

3. You feel more natural:

- be frank and impartial (9);

- be flexible and understanding (1).

4. What do you think is worse:

- soar in the clouds (9);

- stick to the beaten path (1)?

1. Starting any business:

- you need to feel prepared (have prior information or agreement) (1);

- you may well start a business without preparation, as you prefer to act “according to the situation” (9).

2. Is it easy for you to:

- ask (ask) people about something (9);

- would you rather do it yourself (1)?

3. Your communication style:

- amiable, helpful, you attach importance to the intonation and form of your statements, you try to win over the interlocutor (1);

- you prefer to express yourself simply and clearly, “without hints”, the main thing for you is the content, not the form. Sometimes your directness offends people (9).

4. You are more of a person

- practical, you are well versed in the world of prices and goods, you have a master's estimate, as a rule, there are no unnecessary things in your house (9);

- you are not very adapted to the material side of life, your purchases are not always successful, and excessive enterprise is tiring (1).

Record the test results in this table. Sum the scores for each line in the "Line Sum" column.

You can offer to fill the second half with your “half”.

Deciphering the results

Number of points less than 46 in the first row (1) indicates that you are rational (either ethics or logic occupies the first cell of your matrix); in the second line (2) - you are an introvert (-); in the third line (3) - you are an ethic (E); in the fourth line (4) - you are intuitive (AND).

Number of points over 54 in the first line (1) - you irrational (the first cell of your matrix is ​​occupied by either intuition or sensorics); in the second line (2) - you extrovert (+); in the third line (3) - you logician (L); in the fourth line (4) - you sensory (C).

To facilitate the process of compiling the “magic matrix”, look at page 196, where you can refer to the table of psychological types.

If a number of points in any line is within 46-54, it is unlikely that you confidently relate yourself to one of the poles of the corresponding axis.

In this case, turn to your loved ones for help - from the outside it is more visible!

The main thing is not to be angry with others for unexpected revelations about yourself, your loved one, which will be presented to you.

Well, dear readers, anyway, it's time to say goodbye. The author is grateful to everyone for the attention shown to the book and hopes for a dialogue. Your feedback, constructive comments and suggestions can be sent to email address: [email protected] The author's special gratitude will be aroused by the "brief biographies" of readers who have unconditionally made up their minds in their energetic and psychological choice.

Good luck to you and see you soon!

At this stage, I create in my mind in the smallest detail the “picture” of my dream - vision (with emphasis on the syllable "vi"). I may have a lot of questions to myself, maybe something needs to be clarified with my relatives, friends and acquaintances. But in any case, all these questions are easily solved and the answers are easily obtained. "That's mine dream , and who better than me to know what I want!” In other words, I create in my mind the project of my dreams. As an architect, before starting the construction of a new building, he creates in drawings and drawings a project of what he is going to build. He creates, giving free rein to his imagination, his talent, his unique human abilities, which only he has, and only he himself knows what kind of building he likes.

Some of you, my dear readers, will need a fraction of a second, and the “picture” of the dream will instantly appear in your mind. Someone will need to think long enough and write mountains of paper. Someone, perhaps, for this will sit down at the piano and “hit” into frenzied improvisations. Someone will need to turn on their computer and go into oblivion for others, "floating" in the virtual wilds of the Internet. Someone, perhaps, waving a broom left and right, “licks” the sidewalk so cleanly that when he returns from his thoughts to reality, he will be surprised to notice that he has rubbed a hole in the asphalt ...

Let me clarify once again: at this stage, I do not create a path leading to my goal, not circumstances that obscure it from me, not problems that prevent me from achieving it, not the means necessary to achieve ... We will deal with all this later and, maybe not at all the way you are used to ... Here, I create a vision of my desires , what, after all, I aspire to. It can be a small but important goal for the next month, week, or even day. Or the global goal of my whole life. And this goal concerns me personally. This is my personal desire, my personal dream. This is something that, if realized, would make me happy for a while, just bring joy or fill my whole life with meaning.

CHOICE

A very important moment. You can dream, create vision , but this dream will remain a dream and no more, if I never say to myself: “THIS IS TO BE!” The choice can be from a large “menu” of your own desires, and you can choose in a completely arbitrary way: this is my choice, and I choose the way I want it! You can - one thing from many, you can - a certain set of many, you can have the whole "menu"! And it is noticed that the number of choices chosen is in direct proportion to the number of results obtained subsequently, namely: how much you choose, so much you get! I quite deliberately refuse to comment on this position in any way. In fact: noticed and that's it!

But that is not the most important choice. The most important choice is this: WILL I realize this dream or I WILL NOT! Yes or no! And there can’t be any “later”, “I’ll think about it”, “it’s too early”, “it’s scary”, “I’ll try”, “we’ll see”, “I’m not ready” ... (come up with a dozen of your favorite excuses ...) - all this is classified as NO !

And do not deceive yourself in vain! Any condition left is NO, and it is also worthy of yours choice .

If you said YES to yourself, then this is a real YES, without any conditions and reservations. This is your real CHOICE!

Many people are accustomed to, before saying any “yes”, first weigh all the pros and cons, analyze the possibilities, compare them with the circumstances, and only after that say their word. Familiar?

What is their caution? Not to be mistaken!

Do they come from their wishes? NO!!!

What is their true intention - fulfill your desire? Not! Them true intent - DO NOT MISTAKE! And they ain't wrong but what's the attitude intention has to intention fulfillment of his wishes? - NO!!!

They proceed from the circumstances and today's opportunities.

They don't choose! They analyze their past, what they already have, know how, own, know, understand ... and, based on this, make their decision. Does such an approach have anything to do with their future, with what they do not have today - with a dream that has not yet been realized, a desired goal, or just a cherished desire? - NO!!!

And they only have what they already have! They are cautious, they love to teach, give advice, regret… Their today is like two drops of water similar to yesterday, and tomorrow will be just as similar to today. But they have judgments on all issues of our life and our world. They say the "right" words. It is impossible to argue with them - on the contrary, under all their words I want to sign with my own hand! But one question remains unanswered: “If you are so smart, then where are your results?” Why is your life so monotonous and boring, and you find entertainment only in the teachings of other people and flatter your ambitions when one of your loved ones has failed: “Well, I told you it wouldn’t work!”

BEING

So I said to myself, "YES!" Scary? - "Yes!" If the stakes are high, it's always scary. If it’s not scary, it means that you either lied to yourself, saying “YES!”, Or you just play very small, and by and large you don’t need the very goal that you chose. Or is it so ordinary that achieving it will not bring anything new into your life.

What were you like when you said that “YES!”? Remember... It happens differently for all people. I at least know four basic options and countless intermediate combinations (this was first noticed by Carl Gustav Jung - well, a very smart man, they say that he was even a psychologist!). Here are the four options:

Concrete and decisive - this goal is important to me, and I will achieve it!

Reckless and energetic - I don’t know whether I will achieve it or not, but in the process of achieving it I will get a buzz and “I will come off to the fullest” - that's for sure!

Thorough and analyzing - most likely, this goal is unattainable for me, based on all my current abilities, but, predicting the expansion of opportunities in the process of achieving this goal, we can assume with some degree of probability that new life experience will be acquired and, ultimately, success is possible.

Sincere and sociable - people very respected by me are ready to support me in achieving this goal, moreover, they have already talked to me so sincerely that I have gained confidence that I can do it, but most importantly, as a result and In the process of achieving this goal, I will communicate with a mass of such wonderful people that it is not known what is more important for me: this goal itself or the process of communicating with new people ...

Note that all four options being present optimism in relation to its purpose, confidence and firm intention reach it, have Vera in result!

Well, how can you not remember a line from the Bible:; “Ask, and it will be given to you faith yours."

Still present determination, but in all these four groups of people it is different.

The first group of people in their life is focused on achieving results. These people are decisive, they have the highest level of personal responsibility - they are, as a rule, strong leaders, managers who are able to make decisions alone, without consulting anyone, and achieve their goals, no matter what it takes. But they very often do not have a personal life, they bow, obey, they are afraid, respected, but not loved.

The second group lives their life for the sake of life itself. These people are important processes - they love fast powerful cars, enjoy the process of delicious food, love tours, cruises - everything that has duration, everything that is dynamic, energetic, exciting, these are the best lovers and mistresses. But these people are not very reliable, they can change their mood, at the most inopportune moment get carried away by another process, in business they can “throw” not at all because they didn’t like you, or because of some kind of benefit - no, they just want to do something else ... The determination of the people of this group is the highest and borders on recklessness.

The third group is the most indecisive. Before doing anything, these people will weigh the pros and cons for a long time, calculate, consult with specialists, they will drown in analyzing the simplest issue and can create an insurmountable problem from scratch. If the qualities of the people of this group were innate, then they would take so long to decide the question: “Is it worth being born or not?” That by the time the decision was made, it would already be time to die. Nevertheless, these are the most reliable people: if this person has already given you some information You can rest assured that it is! These people make excellent lawyers and accountants.

The fourth group lives in communication with people around. For them, “the most important thing in life is the luxury of human communication." You can always get participation, support, understanding from these people - these are the most wonderful listeners and advisers, kindness itself ... As a rule, such people are the soul of a team, team, group ... The determination of these people is not great, although more than that of the previous group. Before making their decision, these people learn the attitude towards him from all their many friends. And only in the case of unconditional support will they say their “YES!” How is Griboedov? "Oh! My God! What will Princess Marya Aleksevna say!

Of course, in its pure form, no person belongs to any of these groups of being. These are extremes. Especially since we are born with a full set of all human qualities. All these four groups are acquired, this is how we most often manifest ourselves in our daily life. This is what we know, habitually. This is what we consider right for ourselves and teach this to others ... Of course, in each person there are elements of all four groups at the same time, but everyone can determine for himself which group he gravitates to the most. As the saying goes, find yourself in the mirror!

"Why all this? - the astute reader will ask. - Why do we need some kind of artificial classification really not existing people?»

I answer. “Then, to show what you can choose your being from when achieving certain goals. To know what I need to be, so that this and that becomes possible, in order, ultimately, to effectively achieve the goal.

For the sake of brevity, I will refer to the above groups of people in short terms (in the same order):

- controllers - motors - analyzers- support-

Keywords a person's belonging to a particular group was highlighted in bold in the previous paragraphs:

- result - process - information- communication-

Look: what do you gravitate towards more? This is your favorite being.

The same Jung showed that these four extremes form the plane of human qualities (being), and, having determined your usual location on it, you can find out what qualities you need to develop in yourself for your own personal growth.

So, if you, my dear reader, appear in life mainly as analyzer, then you should develop in yourself the qualities inherent in motors. If you are in life support - then you should add supervisory qualities, etc.

Attention! To supervisory qualities include: responsibility, specificity, speed of decision-making, reliability, honesty, the scale of one's own vision of the goal, one's own dignity, confidence that infects others ...

Controller qualities do NOT include: ambition, self-confidence, stubbornness, vindictiveness, anger, resentment ...

By the way! I would like to stop separately and analyze in detail such a very frequent phenomenon in our life as resentment and its aggressive manifestation - anger.

Resentment is (in my concept) one of the forms of not accepting one's result, or the attitude of another person towards me, or a group of people, or the community as a whole. The state of resentment manifests itself in the case when the behavior expected from a person in relation to me in a given situation (that is, what I invented in my imagination) does not coincide with the real act this person. As the saying goes: “well, I really don’t want to accept people as they are,” well, the temptation is very great to expect from people that they all be the way I invented them for myself!

But no! People are real, not fictional. They don't owe you anything! Everyone has their own head, and they absolutely should not behave the way you want them to! They treat you the way they think you deserve! Whether you like it or not! In any case, how other people act towards you is your result!

"You offended me! I didn't expect this from you! You should have done something like this! You ruined my mood!"

I don't owe you a damn thing! accept me as I am I there is! I treated you the way you deserved! Whether you like it or not! And this is your result, the result of the relationship that you have created with me!

And if you don't like it, then go to the mirror, look at your offender and ask: “What do I want to be, so that people treat me the way I want to?” And it will be a constructive question with a very specific and practical answer. And it will be different in every situation. There are no rules. And if you, my dear reader, are attentive, you will notice that no one and nothing forbids you to find this answer every time BEFORE resolving any situation and, ultimately, to have the desired result! Of course, it is useful to ask yourself this question later - but this has only a theoretical meaning. The practical value of answering this question, when the situation has already been resolved, is equal to zero. As the saying goes, “after a fight, they don’t wave their fists.”

An offended person inflicts multiple harm on himself:

Does not accept its result and thereby misses the opportunity to quickly correct the line. their behavior, which inevitably leads to errors and loss of time;

Destroys relations with those on whom he was offended;

Shows everyone his weakness and inability to constructively resolve situations;

He discourages other people from communicating with him: “Yes, well, him! He's too touchy!";

He provokes people around him to lie to him - “If only not to offend him!”;

It destroys its own vital energy (when offended, a person “blinds” and “deafs”, ceases to adequately perceive the world and can break firewood under a hot hand ...)

This is just the most obvious thing that immediately came to mind ...

But how big temptation inflate your lips and strain arrogantly through your teeth: “I didn’t think you were capable of such a thing! (and thereby amuse their pride). I'm good!"

So if you're so good, why are they doing something like this to you? Why do you live and communicate with these people, in this society? Why didn't you leave this city, this country?

The fact of the matter is that you can’t get away from it, you can’t leave ...

The reason is not in the people around, the reason is in yourself!

And “if you want to change the world, start with yourself!”

By my deep conviction, it is from the adoption of this provision (as practical guide throughout his life) the most successful and great People. People who are able to take responsibility for results in your own life. “Whatever happens in my life - I created it all! And I am responsible for this to myself and to other people! I like these results or not, whether I made efforts to create them or not, whether I avoided them or not, whether I wanted them or not - if they happened to me, then these are my results, and all a responsibility lies behind them only on me!”

I think the last paragraph needs no comment. Remember anyone for real successful person from your life or any you like great personality…

A responsibility - cornerstone of success! Responsibility for their promises, actions, results. I - there is my word!

As much as I am responsible for making sure that what I say is true (or, if it is a promise, becomes true), so much will other people take me seriously! That is how much they will trust me, that much they will deal with me, that much I will be respected by people. The level of significance (scale) of my word is the level of responsibility that I voluntarily take on.

If I am responsible only for myself - people will be friends with me, women will love me: I will have many friends and mistresses, but no more.

If my word can be meaningful with high level responsibility for me and my loved one - I am able to create a family, have a long-term close relationship.

If my word is so significant that I can take responsibility for groups of people (own teams), then I am a good leader, I have success in companies, I can have my own firm, be successful in business and become rich.

If my word is significant for large masses of people, if they trust my word - I am the leader of this community, and it depends only on my desire who I will become in this community: whether the president of the country, or a financial tycoon, or a spiritual teacher, or all this together.

In a word, the more responsibility I take on, the higher the social, economic and spiritual position I occupy in society.

But let's go back to existence . It is most optimal for yourself and others to be in the balance of all four groups. This does not mean that in different life situations we cannot go to extremes. For example, in extreme situations when quick and responsible decision-making is needed, when decisive action and desired results are needed, controller - irreplaceable person. And if, by chance, there was no such person, the situation gets out of control and any undesirable consequences are possible. In the case of receiving guests, creating companies, maintaining daily relations with neighbors or in a team, the role of people from support.

And who told you that one and the same person cannot do all this? Maybe! Easily! Remember, you have experienced something similar in your life. So why don't we become controllers in extreme situations and at the same time create wonderful relationships with our neighbors. and colleagues? Why analyzers are helpless when it comes to making decisions quickly, and motors at are irresponsible with all their vigor and speed of reaction and make a lot of mistakes?

Why do talented people ruin their talent by drowning it in their own ambitions? Why are smart scientists sitting without a salary if they are so smart? Why do EMTs go on strike and patients die without them? Why do schools and institutions teach so badly? Why, finally, is it better to take a significant part of the products manufactured in Russia from the store to the trash? Why?

I believe, dear reader, you noticed a long time ago that my version of achieving the desired results lacks a very important element, which answers the above questions: CIRCUMSTANCES!!!

I'd love to, BUT! Circumstances are above me. I cannot take responsibility for other people. I am a victim of force majeure… What could I do? Nothing!

Ouch! Something familiar! Again the question: "What to do?" We quickly, quickly turn over the book to the first page - “There is no answer!” - Correctly! Couldn't do ANYTHING!

Stop! It's nonsense! So, are the circumstances the inventions of irresponsible people?

In my opinion, this is the most ingenious systematization of behavioral types that I have seen (the main thing is that it is really applicable in practice). The author, unfortunately, is unknown to me.

Gladly refreshed in memory -

BEHAVIOR MATRIX

It remains to be added that the matrix should not be taken literally - there are practically no "pure" types in nature. But, nevertheless, people are characterized by manifestations of some of these types to a greater extent, some to a lesser extent.
The matrix can be represented as a circle divided into 4 sectors, each of which is one of the traits (say, if we start with the Controllers, they will be followed by the Analyzers, then the Supports and the Motors will close this circle. Thus, in opposite sectors there are Controllers and Support, Analyzers and Motors Representatives of each type often have manifestations of adjacent sectors and almost never opposite ones. next to Analyzers.

The ideal that one should strive for in this scheme, in order to come to harmony with oneself and others, is EXIT TO THE CENTER OF THE MATRIX, i.e. to a harmonious combination of the advantages of each of the types.

I remembered .. Something rolled up .. :)