Article source: Official Account-Intelligent IT System.
We may be more or less transformed in our work, or more or less transformed by others. You may often hear something like this:
Your technology is very good, but your business ability is not good. Recently, I arranged for you to do more business support things.
Your business development ability is very good, but the underlying technology is too poor. I want you to do the work of building an underlying data frame and hone it.
Recently, this technology is very popular, and we also want to use it. Your work performance is the best in the team. You should turn in this direction as soon as possible.
This may reflect that managers want subordinates to have some major improvements in some aspects. Especially for some airborne managers, this situation occurs more often. But many times, managers neglect a very important premise, and in the end, for the team's work output and the improvement of subordinates' abilities, the effect is counterproductive.
There was an article before this official account, "Sense of Responsibility, Internal or External? ", which mentioned a point of view: the shortcomings have two sides. To be more precise, the characteristics have two sides. One case is mentioned: Zhuge Liang's biggest characteristic is being cautious, but if it hadn't been for this characteristic, Sima Yi would not have been so easy to fall for. Zhuge Liang's shrewdness here is not to correct its "shortcomings", but to make use of its characteristics .
What does this case have to do with the subject of the article? The same is true of a team. Except for the basic work ability and responsibility, any member must have some good or bad skills, especially in a growing team. A mature manager, first of all, is not to let team members be good at all aspects, but to find out what each person is good at, and make good use of each person's characteristics for the challenges of the team. Then let subordinates continue to improve their abilities in what they are good at doing.
A person's ability needs to be considered in many aspects, but development must be focused . No one is perfect, this is the unchanging truth. The same is true in the technology industry. It is difficult to find talents. Those who can specialize in 100% improvement in business and technology, as well as other aspects, will definitely be biased. Tencent's career development channels are divided into more than ten directions, including application development, technical talents for business development, focusing on formulating perfect solutions for business needs; there are also back-end development, for those who are proficient in back-end technology, can put The technology of controlling the bottom layer; there are more subdivisions. This is not unreasonable.
Therefore, when a wise manager takes over a project, he first considers the difficulty of the project, and then assigns it to the right person, so that the team will be more engaged and efficient. There are many, many cases in real work. At the beginning, the manager did not put in the energy to understand the subordinates. Later, the subordinates’ work became worse and worse, and the manager became more and more annoying. Everyone was puzzled.
Of course, it is possible that the team we are responsible for does not have such a good foundation, and this imposition is not so easy to spell. then what should we do? The first is to consider whether you really know everyone enough, and secondly, to reflect on why you have not built a good team, and then fill in or adjust the crossover or backup candidates as soon as possible. If it really can't be turned around, let the team members make some adjustments.
Not only managers, everyone needs to dig themselves out with their hearts and think more about their own work. Many highly motivated colleagues hope to become all-round talents, and of course there are such talents, especially in start-up companies. However, even such talents are not achieved in one step, and must be developed in stages with some emphasis. In many cases, managers or individuals, on the premise that they have not found what they are good at doing, need the so-called comprehensive development, which often ends in tragedy. The necessary premise for comprehensive development is to have sufficient understanding and to be very mature in a certain aspect .
Many people in the IT industry will be very confused when they work for two to three years. Why? It is because during this period of time that I have not found what I am good at, and I have too many choices in front of me, but I just feel that work and school are really different. So many people seem to be mediocre in the back. People who often find their preferences and have clear goals may have a completely different mentality .
一般一个毕业生，小编的做法是尽可能让其去尝试各类型的工作，然后慢慢观察哪些是其擅长的，再有方向的去引导和安排。不要觉得这样会浪费时间，每个人做自己擅长的事情，长久来看团队一定更高效。
技术行业发展方向众多，能在一个方向上做的精通，那就会相当有影响力了。
当然，最后小编还是要说一下，这个行业的变化很快，能够了解多一些东西，也是很不错的。现在小编的团队就经常搞一些不同类型的技术分享，智能化IT系统这个公众号有一些文章也是团队的成员写的。所以能让下属多有一些新的尝试，也是很好的事情，管理者把控住这个程度就好了，引导为主，避免强迫。
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