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To Ali more than two years, from one person to now lead the team more than 50 people, have gone through a difficult course with a team full of changes, summarized here under their own the past two years with 15 people, 50 people with different management methods. 1 personal time, Han also mention, what are their own doing, whether it is to write code, architecture design, business communication, coordination, had their own hands.
Soon, three months later, I was the first to recruit a soldier, so I handed over to him the code to work, I responsible for architecture, communication and coordination. Nine months later, I have recruited seven people, with a small force, so I started to really research and development management. Shortly after my team number increased to 15 people, and team members across the Hangzhou and Shenzhen, remote management problems arise. My approach is the need to establish a Leader in Shenzhen, the Leader often need to Hangzhou and Hangzhou team interaction, and then he put some work in the headquarters of Hangzhou, Shenzhen team culture back to the team. Of course, we will from time to time in Shenzhen, Hangzhou, or open a large team meetings, 15 students together to create a better future. At this stage, because the team was still very young, leadership style should be more on the brothers with me. The following are some of my management actions at this stage:
First, open weekly, weekly open what?
1, do not report running account, the water gushing introduce their work, but need to say some of the technical risk of attention, we understand the need for new technology, project case, industry information, or require a concerted work.
2, the technical team to share, you can do your own work abstract refining summed up, to share technological dry goods, independence Lele, Better Together. Generally 15 minutes to share more appropriate, not too long. Details can be shared out by precipitation ATA technical articles.
3, occasional criticism & self-criticism, team members can point out each other's deficiencies in some of the work, to remind each other to help improve this by creating a frank and transparent team atmosphere.
Second, the guiding employee
Because a lot of detail work to the front-line staff, so the manager may not be able to understand every technical detail, and therefore require frequent communication technology and front-line staff, for their work to give guidance, but the emphasis here is to guide, rather than command and arrangements . Now the mental and physical labor is very different, where the staff's initiative is very important, so if employees have a lot of ideas, even if some are not particularly optimistic about being in charge, we have to encourage them to follow their own ideas to try, and so that employees do not blindly follow their own ideas. Of course, competent though not directly opposed to the idea of employees, but can tell employees based on their work experience where there is risk, they avoid major mistakes, affecting the progress of the project.
Third, coordination of resources
A lot of work across the team, this time in charge and other teams need to interact, to help coordinate work. In addition, the staff ran into resource bottlenecks, executives also need to coordinate resources.
Fourth, identify project risks
As a director, one important job is to review progress of the project at any time, according to their richer experience, to think ahead and identification of the risk in the project, and to coordinate R & D resources into the project in a timely manner to eliminate technical risks.
Still later, my team quickly increased to more than 50 the number of people, this time working locations across Hangzhou, Shenzhen, Shanghai, Beijing. Remote management challenge even greater. This stage leadership style is not just brothers with me on, need to do more formations. I did two things:
The first thing out of the original work, from the overall perspective of the business sector to understand the current scenario, technology stack, core work processes and work content, familiar with the team as soon as possible.
The second thing to understand and become familiar with each team engineers how their ability to work? What good terms? What personality traits, how the initiative and so on. Everyone understand the actual team also lay the foundation for future formations, the right people in the right place, Yinrenchengshi. If a team has a strong cohesion, unity of purpose, each person has a high motivation to work, play to their strengths and potential, have a sense of responsibility for the results of the work, have to play, it would make good achievements in this team. Therefore, based on the build team cohesion consideration, I made the following management action.
Fifth, the establishment of the Technical Committee
As the team more than 50 people, more and more involved in the technical side, different Leader master different technical fields, each other may not be familiar with each other technical fields, so I decided to set up technical committee (about 10 people) from different groups the leader participated, through this conference, exchanges, you could say, brainstorming, team work. Meanwhile, the meeting also regularly invited two outstanding front-line staff to attend, that is, it is an affirmation of their usual hard work, but also allow them to experience the culture of our management team. In addition, the technical committee members will organize technical articles written ATA, will be released every six months a team of ATA summary of the article, then share them with everyone to build a team of technical influence, but also improve the technical ability to share for everyone.
Sixth, the establishment of a common knowledge base
As the number of teams too, through word of mouth, or the training is not enough to quickly share knowledge, so we have established a knowledge base in language AIOT bird, everyone put their knowledge to precipitate a common platform, such as a manager can keep abreast technical details and projects, make up the macro-thinking loopholes, of course, but also conducive to the students of knowledge transfer and sharing.
Seven, regularly listen to the voice line
Quick Start team managers understand the method: one to one communication. Listen to the voice line on a regular basis, it can be more comprehensive Man, look at things. In particular, through regular interviews, you can learn more about the advantages and disadvantages of some of the students, prepare for the future formations.
In the communication, you can put the team in the four-quadrant students were classified, subsequent management may be targeted by one break.
The x-axis is set to such work motivation, ability to work in the axis y. The first quadrant motivated, good ability, such people are the backbone of the staff team, the second quadrant are not enthusiastic, good ability, management will show some pride by holding only, unfriendly reaction. The third quadrant is not the ability, motivation does not work. The fourth quadrant is a highly motivated, ability is not very good. Subsequent management actions need to do is is to give people more space for the first quadrant, the second and fourth quadrants efforts to convert people to the first quadrant.
Eight quarter Q & A will
There are a lot of engineers, usually busy writing code, there was little time to think and learn and grow. As a manager, in the mode of thinking, thinking angle has more advanced. Expand through each quarter and frontline staff will be Q & A cases, you can quickly put their proven methodology, mode of thinking, perspectives on heritage to the students, so the flesh and blood of the case will be Q & A, somatosensory and more effective than mere preaching. At the operational level, I will collect everyone's problem cases (desensitization), such as a quarter to collect 12 cases (about the intensity of the work done on the value of non-priority projects, about leapfrog report ,,,), I was in a meeting a published my views on these things, that through such an issue they care about, immediately get a new perspective of the problem, but also to create transparent team culture.
Nine, the annual State of the Union
In fact, the first-line engineers also hope to hear from team leader to predict the future of technology, so I engage in an annual State of the Union conference, each leader to do a Roadmap on their own technical fields, aggregated into a big team Roadmap, and so that each leader came to share their view of technology, and interactive Q & a front-line students, while the students will give these first-line scoring leader, to promote the growth of each other.
Ten, the annual Code Red strawberries rotten strawberries
Since we are R & D team, the code is doing good, if the code style uniform, a direct impact on productivity. There are documents do good, but also affected the efficiency of collaboration. So we held annually rotten strawberries red strawberries General Assembly, we take a selection of the best contributors. Of course, executives will share their views on the code, passing team to what kind of code, not what kind of code.
Eleven, LOT plan
Since our team is knowledge-intensive, and therefore create a continuous learning team is critical, LOT (Learning Organization Training) program is one such management actions, including LOT-T (technology), LOT-M (management), LOT-E ( English), LOT-B (business) four training programs, the general arrangements for Tuesdays, Thursdays and 19:30 pm, through this training, the students not only get the growth, but also stimulate interest in learning.
Twelve, OKR management
OKR management refers Objectives and Key Results. Explore KPI + management OKR combination, KPI is the general direction, OKR is process management. Process-oriented management, every two months, the students need to Review OKR, timely feedback to adjust to the students, and the sun through the results, let the students themselves and others achievements are expected to be aware of the time in the annual KPI assessment, no Suprising, you can also promote what is certainly the team and what is not recognized.
XIII private Board
In fact, everyone has the heart of progress, but many times, do not know where the problem? How to improve, and the lack of supervisors. Private Board is a very good student feedback to improve the direction of wherever he goes. Every one or two students can be arranged as the main case, and then we follow the flow of private Board's main problem definition to the case, analyze and solve problems. By private Board, students are screaming stimulation, we want to be the main case, after all, looking so tall Dan students to diagnose their own problems, this opportunity is too precious.
Fourth, with regard to the construction group
Team members are familiar with each other through group built the background, experience, interests, and his style of doing things. Well, sometimes some small knock a small touch, it will be able to understand each other up. And there we are busy working, not even in a city work, then the group is to build a good gathering place to increase awareness of each other. So do not just eat and drink group built, but also need each other to narrow the distance between colleagues, such as the people together, make the most personal story to share a perception of the game, draw closer through each statement.
Postscript: A lot of people promoted from front-line engineers to managers, and front-line engineers always like to grab a job, such as not directing staff to solve the problem, but often stroked their sleeves themselves personally pitched his psychological drama is this, if not dry good management, but also you can come back to do the front-line engineers. In fact, many times, leaving leeway for ourselves but do not work (management). Also, if you do not learn to let go, not to learn other new capabilities (new technology directions, forward-looking technology, technical breadth), then you just do a job (technology) to do a better Diudiu, but you will soon become the team's ceiling, and finally, the so-called burning our bridges, in fact, do not study, do not grow lazy performance, which is a fixed thinking, rather than encourage the growth of our thinking! Sometimes the "Last Stand" is the best encouragement for managers.
author information:
Gushan Germany in 2005, graduated from Zhejiang University with a master's degree in Circuits and Systems, after joining Huawei, engaged in the development of 2G and 3G base stations of. In 2006 he joined the Shanghai SIM Technology, responsible for feature phones, smart phones and M2M communications module (2G / 3G Module), a leading design GPS tracker, tablet PCs and other intelligent hardware. 2012 founded the Shanghai while information technology, focusing on Bluetooth BLE intelligent hardware, dominant design smart anti-lost, smart wallet, intelligent luggage tag and so on more than 30 products, the cumulative submitted more than 20 Internet of Things patent, Bluetooth BLE & mesh aspects senior experts. 2017 joined Alibaba Artificial Intelligence Laboratory, responsible for AIoT overall architecture design, Bluetooth mesh from the person in charge of 0-1 floor Lynx wizard open platform, a set of precipitation IoTConnect Kit enabling industrial chain.
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