What should be the relationship between the technical lead and team members? Can it only be the relationship between the ordinary leader and the led? If you were a front-line technical director, how would you manage the team?
Today we try to empathize, assuming that we are the technical director, and invert how team members do things in order to achieve better growth.
If I were a front-line technical director, then I might have the strongest overall strength of the team, I might be dictated by time and can no longer write code every day, and the team is full of various challenges.
If I were a front-line technical director, I still have to write a weekly report every week, every year I want to write performance, I want to be promoted, I want to raise my salary, I want to top my life, and so on.
If I were a front-line technical director, it would be okay when the team had only five or six people. If it was a team of more than a dozen people, I would hope that someone could stand up and help me.
If I were a technical director, I would prefer:
Do not complain
If I were a first-line technical director, I would not like the team with classmates who like to complain:
The supervisor is also very busy every day, listening to complaints is time-consuming.
Someone on the team complained, indicating that the team naturally has a problem, it takes a certain amount of time to sort out the problem, it needs to give a solution in time, and even calm the emotions of the other party.
A person who likes to complain will affect the morale of the entire team.
In fact, most developers complain about similar work content. Team members don't cooperate in doing things, and PD raises unreasonable demands.
During the big promotion, our back-end supervisor said something well-understood: "I am very excited to see so many problems with the big promotion. This situation is very good.
The more questions, the greater the opportunities. If they are all stable and robust systems, complete processes, and well-cooperative teams, then what should we do to promote PM? "
If problems are opportunities, there is no need to complain. However, if there is a problem, can't we say it?
Upward management
It is difficult for a team leader who manages more than a dozen people to have the energy to be comprehensive, to understand the details of everyone, to find the right direction and opportunity for everyone, and even to read everyone’s weekly report in an afternoon, which is difficult to do When you have a good idea, the supervisor will have time to talk to you.
If I were a front-line supervisor, I would even like the teammates to take the initiative to talk to me. As a supervisor, you have to deal with a large amount of front-line information every day, lead the team to make correct decisions, take care of every member of the team, and make a healthy echelon construction plan. Most people do not have this energy.
When we first started working, we misunderstood that the relationship between the supervisor and the subordinate is the relationship between the leader and the led, but in fact, the supervisor also needs to be managed by the subordinates. This is the origin of "upward management". Simply put, the supervisor needs the assistance of the subordinate And push.
Supervisors are very busy most of the time. This requires subordinates to pay special attention to efficient and quality communication when managing upwards. If I am a first-line supervisor, I would prefer that the way the team communicate with me is to let me do multiple choice questions and true or false questions. , Rather than essay questions, thinking questions.
Many chicken soup articles mentioned that the boss scolded the executives: I asked you not to tell me why it is not possible, but to tell me how to realize my vision.
When the supervisor does not make a decision based on his mind, the difficulty must have been thought about, and I hope to get help from the subordinates.
If I were a first-line supervisor, I would like my subordinates to help me like this:
Take the initiative to take on the challenges faced by the team and provide reasonable solutions.
Give me timely feedback on the sorted information and data, even conclusions, to assist in decision-making.
Take the initiative to care for colleagues, organize learning, and help everyone (including me) progress and grow.
In addition to face-to-face communication, the most opportunity for communication with supervisors may be the weekly report, which is an important way for upward management. However, many students regard the weekly report as a burden and write extremely perfunctorily. The time of the recipient.
No one on the team will carefully read everyone's weekly report. Whoever reads depends on the quality of the weekly report. I have a habit of browsing the weekly reports of everyone in the group (how important are the weekly reports), and sticking to a few weeks can identify some weekly reports that need attention.
Then, mail rules will be set up for these people’s weekly reports. You must read them carefully. If you don’t understand, you have to ask questions. Other people’s weekly reports will be automatically filtered out.
This is true for an ordinary employee, not to mention the first-line supervisor. It can be seen that writing this weekly report may inadvertently waste many opportunities for upward management.
What to do with the busy business every day
There is also a complaining voice: I work very hard every day, and I want to make some technical things, build wheels, etc. after I finish my business desperately, but I have not finished one demand, and the other demand is arranged.
If I were a first-line supervisor, I would classify the problems faced by the team into the following levels:
Important & urgent, if it cannot be completed on time, it will all fail.
It is not urgent, it is a good opportunity.
Technical ideas are a good point for leveraging business.
Analysis alone is just a business requirement, and there is no obvious excitement.
The team members may also have several characteristics:
Strong ability and an expert in a certain field.
The ability is average, there is potential, but very motivated.
能力一般，主动性一般。
其实不用特意说明就知道大部分主管分配任务的思路：
重要&紧急的事情只能交给能力强的人去做，意愿上如果有问题，也要说服对方去做，因人成事，可见能力强有多重要。
重要不紧急的事情就可以借事修人，如果做得好，这个人以后就有信心了，团队多了一员干将，做不好也有能力强的人给保底，不会造成业务问题。
技术想法也可以交给有积极性的人做，这必然占用一些时间，那么这个人手头上无关痛痒的事情只好交给能力一般，主动性一般的人来做。
实际上按照这个向上管理的思路，需要主管去分配任务的时候，你就已经输了，甚至主管来找你问进度的时候也已经输了。
当然每个合格的主管都需要发现、解决团队人才培养的问题，不可能放任问题发生。
什么样的人有积极性
能力强的人很好识别，那什么样的人才是有积极性的，看过一个 AE 快速升 P8 的同学写的文章，他有个很好的习惯：无论大小难易，永远不满足于做出来指定的事情，一定要给人惊喜。
如果我是一线主管，我不会凭空把一件重要的事情交给某个人去做，我会更期望：
团队同学来教育我某件事情很重要，想去尝试。
在很多微不足道的小事情上做出了惊喜，有理由相信这件更大的事情也可能做出惊喜。
我被分配了纯业务事情怎么办？
上面也提到了简单分析只是业务需求，近五年在阿里看见了太多事在人为的案例，每个人身边肯定也有不少这样的案例。
我们以为自己在做业务，很多时候是因为两个误区：
这不是技术项目：没有什么所谓的技术项目，所有的技术项目除非是显而易见的项目，否则肯定脱胎于业务。
只有业务一线的同学才可以抽象出来，做业务需求不是坏事情，拿着完成任务的心态做业务才是最要命的。
没目标：所有做的事情都要契合自己的目标，而自己的目标大部分时候应该和团队目标 Match。
Today, let me develop a front-end component. What I want to see is that this demand reflects the lack of a certain classification ability in my marketing system. The demand is summarized in the goal of perfecting my marketing visualization system. In an environment with abundant talents like Ali People with unclear goals are no different from salted fish.
What is the person in charge of business
Many small partners are already actual business leaders and work with three or four small partners to solve problems in specific business areas.
But the embarrassing thing is that the level is the same, and I feel embarrassed when assigning tasks. I feel that the other party also has his own "technical project" to do. I have to ask him to do this business requirement.
This kind of business person is not actually regarded as a real business person. If the business person is just assigning tasks, then anyone can do it with hard work.
The core characteristic of the person in charge of the business should be to understand the development of the business and guide the personal goals of the relevant people.
In this way, business requirements can be transformed into a part of everyone's goal, which is the same as the above-mentioned idea of doing things by yourself, except that the person who writes the code is not himself.
In fact, even the supervisor cannot order the team members to do something, and the team will disband sooner or later by the way of ordering.
Finally, if I am a front-line technical director, I hope the business person in charge of the team always reminds himself in two aspects: measurable and systematic.