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In the past few days, among the readers, everyone has heatedly discussed management issues, such as what are the responsibilities of the technical director, how to manage subordinates, and how to deal with the unreasonable needs of the boss.
Today I will talk to you about my understanding of management.
Managers are also hierarchical, such as manager, director, senior director, general manager of the business department, vice president, CXO, and CEO. This is considered an advanced management echelon, and some larger companies, such as BAT, will have more levels.
I think managers at any level can be summarized in these three sentences: self-improvement, upward management, and downward responsibility. Please remember these three sentences firmly! (Knocking on the blackboard)
Three points about "self-improvement":
1. Lead by example
This is the most important point in management, there is no one!
Many people naively think that a manager is to manage the team and others, not to mention moisturizing. wrong! A truly good manager is to manage himself first and set an example in his work! First look at the picture:
Which manager do you like? I think that a good manager is by no means a superior boss, but a person who leads everyone to team growth with a sense of mission.
Your words, deeds, and actions are all educating, demonstrative, and influential to employees, and they play a subtle and subtle role.
Quite simply, if you ask the team not to be late, then don't be late yourself. If you want the team to fight hard to kill the enemy, then you have to rush ahead, not brothers working overtime every day and you are on vacation every day.
One more thing: Leading by example is the only way to convey corporate values!
2. Improve leadership skills
Develop the competencies required for the new position.
Lack of leadership skills is the biggest obstacle for many business backbones after being promoted to junior managers, and even many people have been unable to make breakthroughs in leadership skills throughout their management careers.
A business backbone, if the communication is good, it is easy to be promoted to manager in the team. At this time, the role has crossed from individual contributor to team contributor. The first consideration is the effectiveness of the team, rather than individual contributions.
Leap in leadership skills:
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The manager level needs to realize the leap from managing oneself to managing others. To overcome their own impulse to tackle tough problems, managers at this level need to start serving as professional coaches for ordinary employees
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The director level needs to realize the leap from managing others to managing managers. This level of managers must start to have a broader vision, have a deeper understanding of the business, and shoulder the responsibility of training and coaching front-line managers
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The senior director/general manager of the division needs to realize the leap from management managers to management functions. Managers at this level should start to pay attention to business/business/finance and develop the ability to formulate long-term strategies
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VP/CXO needs to have excellent cross-departmental communication and integration skills, excellent strategic insights and deep understanding of business/business/finance
Common leadership skills of managers include:
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Full authorization and inspection of key nodes
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Can serve as a subordinate professional coach
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Ability to make team plans
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Management by objectives
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Excellent communication and coordination skills
Don't have management misalignment !
For example, the manager is doing the work of the backbone, working hard every day, leaving the backbone with no work to do. The director directly manages everyone, making the manager unable to grow. VP brought a group of managers, making the director at a loss.
A friend of my CEO, the company has hundreds of people. All approvals, assessments, goal setting, and recruitment decisions were all done by one person, and even drawing prototypes every day. This led to the continuous loss of outstanding talents in the team. Every time he met with him, he would complain to me that he was too tired to start a business, and none of the employees were reliable!
Come on, buddy, review yourself.
3. Learn time management
The new time allocation structure determines how to work.
Let me just say: If the leadership skills that correspond to the needs of the management level are not cultivated, then the manager's time allocation must have serious problems.
Time allocation of each management level:
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The manager level needs to devote more time to managers to help others complete their tasks. Individual contributions can be made at this stage, but a lot of time cannot be allocated
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Director level needs to spend most of the time on managing, communicating, and coordinating resources. At the same time, it takes time to deeply understand the business and start to learn more new knowledge
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The senior director/general manager of the division needs to spend more time analyzing, thinking, balancing long-term goals and short-term goals, and start to have certain strategic planning capabilities
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VP/CXO needs to spend a lot of time communicating with members of the business department, spending a lot of time learning new areas, planning new businesses, and participating in the formulation of company strategies
Five points about "upward management":
1. Upward management should influence the boss instead of obeying the boss
The prerequisite for influencing the boss is to understand the business and understand the boss's intentions. Don’t just obey the boss’s instructions. It’s okay if only the grassroots employees obey the boss absolutely, but if you become a manager and obey blindly, your team’s performance will never be good.
You must be closer to the gunfire than your boss, and it is easier to make correct judgments about your team.
The second meaning of affecting the boss is to gain the trust of the boss, communicate more and report to make the information transparent.
2. Upward management must first manage the boss’s expectations
What we can do, we promise. Do not brag about things that cannot be done. There is only one way out of bragging!
Repeatedly confirm with your boss what he expects of you and reach a consensus. Consensus is very important, and consensus is productivity!
As a manager, I think we should reach an "expected consensus" with the boss before entering the job, otherwise "expected deviations" are prone to occur.
I have a very good boss friend, but he failed miserably in his last job. The reason is that he didn't understand the expectations of a good boss before landing in that company. After entering the company, he found that the boss's expectations were completely beyond his ability. And he is a very strong person, and this process did not recalibrate expectations with the boss. In the end, the boss thought he was not performing well and had to leave sadly!
3. Upward management must only provide constructive opinions
When the idea is inconsistent with the boss, only provide constructive opinions. Don't simply oppose it. No one likes just opposing and not giving a plan.
Provide solutions, not just talk about difficulties. When you encounter problems, you need to come up with practical solutions and turn the essay questions at work into true or false or multiple choice questions for the boss to decide. Only talking about the difficulties encountered without providing solutions will reflect the lack of ability in the work process and the tendency of negative thinking.
4. Upward management should be timely feedback
Give full play to subjective initiative. Do what you can do well, pave the way for things that can be prepared, and push the boss to accomplish the goal. Don’t worry that the submitted version is not perfect. What’s more, there is no feedback for a long time.
Another point is that those who can use data as feedback must bring data. This is very important, the data will not deceive people and the most objective feedback.
5. Upward management must try our best to obtain resources
Resources include people, money, time, etc. A manager without resources can hardly move. Money is the budget, people are the heads, and time is the opportunity cost. In some cases, the boss’s own time is also a resource.
At 360, our VP was the boss's time killer. Later, Zhou Hongyi would be invited to endorse the department's products, and later he would find Qi Xiangdong to promote the platform.
One of the things I did the most as the general manager of the dadababy business department in Dada was to fight for various resources with the boss. The boss doesn’t give the money, OK, can we use the company’s dolls? The company’s dolls had a lot of inventory for a while, so I hurried to apply and stock up a large number of them for use.
If the boss doesn't add HC, I can't get it. OK, then I can borrow someone from other departments. It is an excellent solution by always using without occupying HC.
The crying child has milk to eat, this sentence is absolutely true!
" Responsible to the next " four more points:
1. Be responsible for the growth of subordinates
Growth is the most important thing for subordinates. Managers who cannot bring growth to subordinates are weak!
Managers must have more resources and vision than subordinates. If managers are not responsible for the growth of subordinates, it is difficult for subordinates to achieve performance and breakthroughs.
Strictly require subordinates, serve as their coaches, find their shortcomings and find ways to improve, and encourage them when they make breakthroughs. These are very important. Without the improvement of subordinates' capabilities, there will be no team performance and team growth.
Especially in startup companies, everyone works hard and it is difficult to gain fame and fortune. At this time, growth is even more important.
2. Responsible for the results of subordinates
Must not be the shopkeeper. After the task was divided, the bosses were not indifferent, and there were a lot of bosses who directly took the subordinates to do the surgery.
It is very important for subordinates to check the process, order key nodes, and coordinate resources. At the same time, pay attention to whether the output of your subordinates is consistent with your expectations. If there is inconsistency, you need to do up and down alignment.
Subordinates are responsible for the achievements. Don't push all the pot to the subordinates in order to protect yourself in the event of an accident. First reflect on your own team management, and then establish mechanisms and measures to avoid similar things next time.
3. Be responsible for the team's goals
The manager should provide the team with clear goals and direction for efforts. Teams with no clear goals or the wrong goals are destined to not get things done.
After clarifying the team’s goals, managers also need to constantly check whether the team is firmly moving toward the goal. Once there is a deviation, the manager must intervene to reverse it. Ensure that the team achieves its goals.
4. Be responsible for the team culture
Responsible for building and maintaining the team’s culture. Integrity and integrity need not be said, the team that has problems here will be rotten. I prefer to create a transparent, open, inclusive, and learning organization. This kind of team is easier to fight tough battles and attack the top of the mountain.
Ceremonial celebrations are very necessary. The small results obtained are announced to everyone and celebrated together will make team members full of trust and interdependence.
Organize regular internal sharing and sharing with external experts to let everyone develop the habit of learning and growth. This has nothing to do with the company or the size of the team. Small teams can be organized.
Team members are not a cold working relationship, but also a relationship of comrades-in-arms and good friends. Even pay attention to changes in everyone's mood and mentality. When appropriate, it is very necessary to have a heart-to-heart talk and understand the situation of subordinates.
HUAWEI’s awesome sentence: win a toast to celebrate, if you lose, you desperately save!
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