Saturday 4 December 2021

Great way to building Project team

All team problems stem from their own managerial incompetence, regardless of the ability of subordinates.

I started with the team in 2005, when i was the development team leader, with two colleagues two years older than me.

At first, because there is no team experience, and they are older than their own, the heart is still quite shy, afraid that they do not accept themselves. as a result, i worked harder than i did before my promotion. After such a month of war, i became unsymmetrical, but the image of these two colleagues in my heart also plummeted. I even secretly tagged them in my heart, one for "stupid" and one for "stupid"lazy".

The source of "stupid" is that the colleague's ability to write code is hardly flattering, 50 lines of code can handle the function he can write hundreds of lines, and there are many bugs. I'll basically redo the code he's made up.  

The source of the "lazy" is because another colleague is going out to smoke a cigarette, and then I'm going to a convenience store to buy a bottle of water, and I can write the code in a day, and he's going to have to do it for at least three  days. So i was so tired during that time that almost one person gave up a group of, as long as i talk to people about tired work topics, i will "complain women" complain that these two people's ability is really poor and then, as i took the team to the level of improvement, i think this"complaining woman"complaints should be completely away from me.

Unexpectedly, one day last month, a friend of mine who had been the boss of a subsidiary began to complain to me that the deputy generals and directors under his staff were not capable of it and did not bother him at all.

Every time i meet to nag this, let me trance there is a feeling of re-emergence of the fact, subordinates are definitely flawed. team management is needed because everyone is flawed. 99% of leaders who complain about their subordinates' inefficiency have problems with the selection, configuration, management, or development of talent.selection, configuration, management, training these four links, in fact, is the manager with the team's essential ability framework, and i do management 14 years (from 2005 to the present) to do is just constantly improve, fill this framework.the following, mainly to talk about this framework. (if you see the end, you'll find that we have a workplace community that's free, but declines advertising and water talk).

Do a good job of "selecting people"

For the opening point, "all team problems stem from your own managerial incompetence, independent of your subordinates' abilities,"

you might question this:

if the company assigned to me people really ability is not good, is this also my management incompetence?

yes, because selecting someone is one of the most important responsibilities of leadership.

Microsoft's view is that choosing is more important to people than cultivating them. When the right people get into the team, they quickly generate value, and you spend less effort on them.

But if you don't have enough talent to choose, you need to invest more time and resources to develop them, and you have to do what they should be doing.this means that as a leader you basically fill yourself in for a while, actually delaying more important work.

If the person you choose has a personality problem, it's a disaster for the team.there is a famous "law of wine and sewage",

Said: a spoonful of wine poured into a S bucket of sewage, get a bucket of sewage;therefore, rather than spending a lot of unnecessary energy on developing the wrong person, it is better to spend more energy on choosing the right person.

Do a good job of "matching"

After selecting a good person, it does not mean that managers can rest easy and let go. because of the same group of people, under different combinations, the team performance is very different. The essence of team management is to optimize the staffing, the level of configuration reflects the level of team management.

There is a "law of not worth it" in human resources management, which says, "a person who thinks it is not worth doing will not do it well." You have to believe that the ability not to work subordinates, only misplaced people.

Misplaced, he will think that you assign things are not worth doing, naturally will not do well, in your eyes become "ability not to do."therefore, a good manager must have a deep understanding of the will, ability and personality characteristics of subordinates, and allocate their work rationally.

Love What? :

A subordinate with a high motivation for achievement arranges for   him to complete the work with certain risks   and difficulties alone or by leading; subordinates with a strong sense of attachment are more likely to participate in a team's work together; a subordinate with a strong desire for power arranges for him to act as a supervisor commensurate with his abilities, etc.

Do a good job of "management"

Choose a good person, do a good job with, a good team shelf there, it is like a "car" is made, but to let this "car" move, drive to the destination, but also need someone to "drive", that is, management.a person's management level is not high, mainly by the following six factors.

Therefore, a good leader, we must do a good job of these six factors of management.

The goal must be absolutely clear if the goal is not clear, the subordinate will not have the direction of effort, the ability will not be able to focus, the results of the work can not be displayed.there are two main manifestations of unclear goals:

The goal must be absolutely clear if the goal is not clear, the subordinate will not have the direction of effort, the ability will not be able to focus, the results of the work can not be displayed.there are two main manifestations of unclear goals:

S stands for clarity (Specific),i.e. the goal must be specific, not general; M for measurable (Measurable),i.e. the goal must be quantitative or behavioral; A for achievability ( Attainable),i.e. goals can be achieved with effort, avoiding setting goals that are too high or too low; R for relevance (Relevant),i.e. goals must be relevant to the overall work; T for time limits ( Time-bound),that is, the goal must be clear deadline.

This goal also needs to be clear to subordinates, and you can make a reasonable breakdown of the goal according to the different circumstances of the subordinate, so that each person assigned to the sub-goal, is a jump enough.

Plan, managers are best able to provide direction for their work

With goals, but no plan or a plan that doesn't work, subordinates will still be unable to particular, multi-person collaborative work, without a plan to start work, the result can only be a mess, the individual ability of the staff will become what you see as "incompetent" subordinates.therefore, as a leader, you must have a plan that allows your subordinates to follow their work.

Only mention the goal, do not give the process and method, you can only be disappointed again and again

Each subordinate's level of competence is different, and someone may give you the ultimate result if you give direction, but such a subordinate is definitely less than 20% of your team. For the vast majority of subordinates, you can't just ask for or give goals, not methods, otherwise you can only be disappointed in their "incompetence" over and over again.

Therefore, you need to solidify the team's excellent experience into processes and templates that both give your subordinates methodological guidance and ensure the overall level of work of your team in situations where the level of work is uneven.

Don't forget to build instant communication mechanism

Many times, a subordinate's "inadequate ability" in your eyes is not really a failure of ability, but the team's communication is inadequate, resulting in his understanding of the direction of work or effort and you expect to deviate. Therefore, it is important to establish a sufficient communication mechanism, such as the arrangement of daily meetings and weekly meetings.

In addition to these formal communication mechanisms, you can also create a fully communicated team atmosphere, so that the goals of the entire team are more consistent and people who have problems are more likely to find someone to turn to for help.

Check the adjustment, at any time to find and correct the deviation

No matter how good the goals, plans, processes, and methods, no matter how capable subordinates are, there must be deviations in the actual implementation of the task. Many times, these deviations are not found and corrected in a timely manner, so the final subordinate presented to you the result is unqualified.

So, be sure to have a closed loop check the adjustment mechanism。tasks cannot be laid out lightly, but not on task scheck the node or there is a check node, but there is no reward and penalty system or reward and punishment system the implementation is not strict, do a good job of doing bad all kind.

Leadership: will lead by example, will authorize

The last thing that affects your management level is your own leadership.if your own character or ability is not recognized by subordinates, you lack example, or you do not effectively authorize yourself, then you are absolutely all "incompetent" people. Therefore, as a manager, they must first have the ability to pass the customs, do a good job of example, and learn to give subordinates a reasonable authorization. Do the above six points, you will magically find that those "incompetent" subordinates suddenly have the ability to suddenly burst into.

Do a good job of "cultivating"

As we said earlier, choosing is more important than developing people, but that doesn't mean you don't need to train subordinates, and the reason why training is needed, is not only the subordinate's current job output and work needs between the gap. A person's job output is influenced by both attitude and personal ability.

  • Attitude. The attitude of subordinates, through your leadership and motivation, can change quickly and do short-term maintenance. therefore, the attitude of subordinates is not the key point for short-cycle work.but if you want to develop a "cornerstone"-type subordinate, attitude is the most critical consideration.the so-called "moral talent, virtue first", for the attitude of improper subordinates, if each time to rely on short-term incentives to correct, it must not be used as the core of the team to cultivate.
  • Ability. With regard to the abilities of team members, it is natural to arrange training and create practical opportunities to help subordinates improve. but don't get caught up in this myth: everyone's abilities can be improved through training. this is true in principle, but it ignores the need to increase actual management, you'll find that subordinates tend to get faster than they do. Therefore, as a manager should pay attention to the first choice of talent, the right candidate, training can do more with less.

No comments:

Post a Comment