Question: As a project manager, you feel that your technology is better than others, but your subordinates don't take you seriously, what should you do?
A:
It is very important whether the technology is strong or not. Those who engage in technology are all "serving" the technology. He is strong, "appreciates" people whose skills are similar to his, "looks down" on people who only return to bragging.
When there is a chance, it is best to quickly answer or solve a few technical problems; hold
frequent meetings to discuss technical problems;
if the project pressure is too high, you can find some ways to relieve the pressure, such as eating, drinking and playing games.
Speaking of this, I am good at it, and I can play countless tricks.
Speaking of playing, I think of the sports meeting held by the unit yesterday.
Managers must have strong organizational skills and be able to organize your team well. Even if the technology is really not strong, it doesn't matter. After all, people have psychological dependence in their bones.
B:
Clarify your own responsibilities, managers or developers.
If you're a manager, it doesn't make any sense if your skills are better than theirs.
Your responsibility is how to manage this team well, how to make this team play a greater role, and to put it bluntly, to make them oppressed by you willingly as much as possible.
C:
Do you know your subordinates? Do you know how technically capable each of them is? Know what each of them appreciates? Know what each of them likes? Know who of them likes to code, who likes to write documentation, and who likes to test?
To manage a team, the
best strategy is to make them admire you from their hearts. How to do it varies from person to
person . The middle strategy is to be close to them and manage as a friend. The
worst strategy is to implement a strict reward and punishment system. Administratively mandatory management
D:
No matter how you are, it always makes sense that you can be a project manager, which means that you always have some aspects better than others. Convince people with morality and dress people, and technical excellence often makes programmers temporarily respect you unilaterally.
E:
You have to think about them in everything and give full
play to their strengths
F:
It means that you are too bad, and your subordinates don't take you seriously.
If you came from a programmer, you should know what they think.
G:
You can do whatever you want, because you have the final say, for them, you are the boss!
But I advise you a few words:
1. No matter what you do, they are all your subordinates, and they will help you to complete the work in the future, not yourself, okay?
2. Don't think that others are not smart or always smart, sooner or later, they will understand what you have done to them? ok?
3. If you don't have to worry about everything, then well, if I'm your boss, I can take you down as a project manager. Because you a project manager does not play any role.
The above words are absolutely pointless, but please think about your attitude towards everyone in the team.
H:
First of all, it is wrong to think that your skills are better than those of your subordinates. This can be true, but if you want your subordinates in the end, you can’t always think of being better than others. Being strong is relative.
To show the majesty of a leader, 1. Have certain rights. If you do not ask the leader, for example, to replace the project team members, provide assessment scores. Don't abuse these rights, but make sure you have them, and everyone knows you have them. 2. Learn to instill some ideas into your subordinates, let them understand the role of a team leader and the attitude a team member should have. 3. Look for opportunities to show your strong ability, technical level or management. 4. Are you sure that you have the ability to be this leader? If not, please further study, or take the current depression as study, and do it in the future!
I:
———— The technology is better than them, but I don't want to show it.
This sentence is more interesting.
Taking the lead in the project and giving effective guidance to the team members are all PMs should do. Indifferent and conservative, do not convince others.
PMs don't need to present themselves, but need to proactively help every member of the team. Without the spirit of service, how to unite a team and how to be a Team Leader?
Many PMs or those who want to be PMs only see rights, not obligations and responsibilities. How can they be convincing?
In fact, look at European and American blockbusters. How to be a leader. There is nothing human, you are always alone, never the real leader.
J:
I am a Team Leader
and my technology is the worst in the Team, because I am not a technical background and I will not compare my skills with them;
but I am a good Team Leader, everyone recognizes me, hehe
because I am Knowing myself and everyone on my team
I think the most important ability of a leader in a team is to coordinate and communicate internally and externally;
do what you want to others!
K:
I was born as a programmer. The former PM was a bad person, so I had to be more forthright in the first place. As long as the project was completed, I should take more care of the people below. Being a programmer is quite hard work. The following people, if there is a problem, they will discuss it. However, most programmers take the pm with strong technology, because they can convince the program why it can't do it; if the people under you can't do it, and the project is tight, what should I do? The pm still has to be written. , so that others will obey you.
L:
I think it can be solved in this way. However, to solve these problems, we must take our time, not a matter of a day or two, and we must persist in a protracted battle.
First of all, to understand the situation, what is the reason for such a thing?
Whether you can't be a person or can't do things, you can effectively solve the problem.
Second, according to the reasons, look for the right time to find a breakthrough. If you are not satisfied with all of them, then you can find the head. In normal times, you should also properly reveal some aspects of yourself that are stronger than others.
Third, you must respect your subordinates. You can take responsibility for some things. Sometimes there are some things that you can take on and nothing to do. If you ask your subordinates to do it. Taking responsibility will put a lot of pressure on subordinates and will seriously affect their enthusiasm.
Fourth, you must be decisive in doing things, and be trustworthy. It is one thing whether the technology is strong or not. Management is more important to control the technology of your subordinates. If you use technology, it will not be worth the loss. . 5.
Don't always pretend to be the boss and point out the mistakes of the subordinates, and criticize them, and praise those who have done well. .
In short, management is a very deep knowledge. .
A:
It is very important whether the technology is strong or not. Those who engage in technology are all "serving" the technology. He is strong, "appreciates" people whose skills are similar to his, "looks down" on people who only return to bragging.
When there is a chance, it is best to quickly answer or solve a few technical problems; hold
frequent meetings to discuss technical problems;
if the project pressure is too high, you can find some ways to relieve the pressure, such as eating, drinking and playing games.
Speaking of this, I am good at it, and I can play countless tricks.
Speaking of playing, I think of the sports meeting held by the unit yesterday.
Managers must have strong organizational skills and be able to organize your team well. Even if the technology is really not strong, it doesn't matter. After all, people have psychological dependence in their bones.
B:
Clarify your own responsibilities, managers or developers.
If you're a manager, it doesn't make any sense if your skills are better than theirs.
Your responsibility is how to manage this team well, how to make this team play a greater role, and to put it bluntly, to make them oppressed by you willingly as much as possible.
C:
Do you know your subordinates? Do you know how technically capable each of them is? Know what each of them appreciates? Know what each of them likes? Know who of them likes to code, who likes to write documentation, and who likes to test?
To manage a team, the
best strategy is to make them admire you from their hearts. How to do it varies from person to
person . The middle strategy is to be close to them and manage as a friend. The
worst strategy is to implement a strict reward and punishment system. Administratively mandatory management
D:
No matter how you are, it always makes sense that you can be a project manager, which means that you always have some aspects better than others. Convince people with morality and dress people, and technical excellence often makes programmers temporarily respect you unilaterally.
E:
You have to think about them in everything and give full
play to their strengths
F:
It means that you are too bad, and your subordinates don't take you seriously.
If you came from a programmer, you should know what they think.
G:
You can do whatever you want, because you have the final say, for them, you are the boss!
But I advise you a few words:
1. No matter what you do, they are all your subordinates, and they will help you to complete the work in the future, not yourself, okay?
2. Don't think that others are not smart or always smart, sooner or later, they will understand what you have done to them? ok?
3. If you don't have to worry about everything, then well, if I'm your boss, I can take you down as a project manager. Because you a project manager does not play any role.
The above words are absolutely pointless, but please think about your attitude towards everyone in the team.
H:
First of all, it is wrong to think that your skills are better than those of your subordinates. This can be true, but if you want your subordinates in the end, you can’t always think of being better than others. Being strong is relative.
To show the majesty of a leader, 1. Have certain rights. If you do not ask the leader, for example, to replace the project team members, provide assessment scores. Don't abuse these rights, but make sure you have them, and everyone knows you have them. 2. Learn to instill some ideas into your subordinates, let them understand the role of a team leader and the attitude a team member should have. 3. Look for opportunities to show your strong ability, technical level or management. 4. Are you sure that you have the ability to be this leader? If not, please further study, or take the current depression as study, and do it in the future!
I:
———— The technology is better than them, but I don't want to show it.
This sentence is more interesting.
Taking the lead in the project and giving effective guidance to the team members are all PMs should do. Indifferent and conservative, do not convince others.
PMs don't need to present themselves, but need to proactively help every member of the team. Without the spirit of service, how to unite a team and how to be a Team Leader?
Many PMs or those who want to be PMs only see rights, not obligations and responsibilities. How can they be convincing?
In fact, look at European and American blockbusters. How to be a leader. There is nothing human, you are always alone, never the real leader.
J:
I am a Team Leader
and my technology is the worst in the Team, because I am not a technical background and I will not compare my skills with them;
but I am a good Team Leader, everyone recognizes me, hehe
because I am Knowing myself and everyone on my team
I think the most important ability of a leader in a team is to coordinate and communicate internally and externally;
do what you want to others!
K:
I was born as a programmer. The former PM was a bad person, so I had to be more forthright in the first place. As long as the project was completed, I should take more care of the people below. Being a programmer is quite hard work. The following people, if there is a problem, they will discuss it. However, most programmers take the pm with strong technology, because they can convince the program why it can't do it; if the people under you can't do it, and the project is tight, what should I do? The pm still has to be written. , so that others will obey you.
L:
I think it can be solved in this way. However, to solve these problems, we must take our time, not a matter of a day or two, and we must persist in a protracted battle.
First of all, to understand the situation, what is the reason for such a thing?
Whether you can't be a person or can't do things, you can effectively solve the problem.
Second, according to the reasons, look for the right time to find a breakthrough. If you are not satisfied with all of them, then you can find the head. In normal times, you should also properly reveal some aspects of yourself that are stronger than others.
Third, you must respect your subordinates. You can take responsibility for some things. Sometimes there are some things that you can take on and nothing to do. If you ask your subordinates to do it. Taking responsibility will put a lot of pressure on subordinates and will seriously affect their enthusiasm.
Fourth, you must be decisive in doing things, and be trustworthy. It is one thing whether the technology is strong or not. Management is more important to control the technology of your subordinates. If you use technology, it will not be worth the loss. . 5.
Don't always pretend to be the boss and point out the mistakes of the subordinates, and criticize them, and praise those who have done well. .
In short, management is a very deep knowledge. .