The author was asked a question a few days ago, do you have anything worth sharing about team management? At first listen, it is practical and thousands of words, but what I recalled afterwards feels empty and lacks dry goods. Therefore, I want to refresh my understanding of small team management by writing an essay and thinking about it. The small team size here is less than or equal to 20 people. The author has not led a team that is too large, so I dare not talk nonsense.
To lead a team well, what exactly does a manager have to do to make a living and truly bring out performance?
There are some key sentences in the author's mind, which will be explained one by one below.
1. Team managers better understand technology
The team leader is preferably promoted from a programmer or has at least five years of programming experience. A great person needs one or two hard years to help him grow, polish his character, and enhance his abilities.
Why do you say that? I often hear some programmers complain, for example:
- Directly under the leadership of the leadership does not understand technology, blind command, not only did not improve the efficiency of the team, but also severely hit the morale of the staff by 10,000 points.
- The boss randomly assigns tasks, the employees who are good at databases are debugging the code, and the Java-experienced employees are doing DBA work.
- The technical selection is all messed up, and the team has not accumulated. The new supervisor found that node.js is now a hot topic, and decisively asked the team to migrate from the familiar java technology stack to node.js.
The examples I cite here are examples of negative energy. In fact, the purpose is to explain that it is best for the team leader to be familiar with the technology stack of the entire R&D team. Then when the R&D team encounters difficulties, they can share weal and woe with the front-line R&D personnel and discuss and solve the problem.
A supervisor who can help the team analyze and solve problems at a critical time can easily win the respect of team members, and the technical prestige can also be well reflected. The cohesion of the team is easier to form. Compared with the leader who shouts slogans all day long, pours chicken soup, and only knows how to assign tasks, this kind of boss is very valuable and a huge asset for the company. Therefore, the workplace is as important as the person and the choice of direction.
Another topic is also mentioned here, that is, whether team managers should participate in front-line development. The author's suggestion here is to stand up when it is critical, and advance and retreat with front-line developers. In order to deliver the project, overtime is also divided. Things. It is not recommended for managers to be too involved in front-line development, so as not to make front-line developers have scruples in doing things. Does the boss not believe me? The boss has done all the technical difficulties, what can I do to improve myself? Are you afraid that I will quit? etc.
If the team manager has few projects, it is acceptable to participate in one or two. When there are many projects, each project has to be hands-on and exhausted. It is estimated that the atmosphere of the project team is slightly subtle and awkward.
2. Be good at coordinating and assigning work and have good execution
Being good at coordinating resources and distributing work reasonably is also an important test for team managers. This is the truth to make the best use of things and people to make the best use of their talents. There are generally no mediocrities in the team, except in extreme cases. Then a manager who can employ people is undoubtedly an excellent leader. Putting the right people in the right place is actually a great wisdom, which means that the entire team is shining in the best position, and the output of the team must continue to exceed expectations.
The author also had a similar error before, and the code specification should be said to be the most basic requirement of each R&D team. For new recruits, the first week is to read code specifications, best practices and write demos to master code specifications. But often in the follow-up work, there are very few code specifications that can completely follow, and it is very good to be able to do 70%. The work has been allocated, and the author has repeatedly emphasized, but the rules and regulations have been greatly reduced in actual practice, and there are obvious problems in execution.
Later, the author thought about how to improve this problem, and selected a person who was serious and responsible to do code specification and best practice inspection. After insisting on it for a period of time, the team's code specification execution was significantly improved, reaching an average of 95%. In fact, the original The expectation is 80%.
In this case, the person in charge of the inspection was also rewarded, the overall code standard and quality of the team also rose to a higher level, the team's tasks were reasonably allocated, and the execution was well reflected.
There is also the daily build problem of the team. The team stipulates that no matter who checks in the code and causes the development branch to fail to compile, it will give a verbal warning the first time, and the second time it will invite the entire project team to drink coffee. The purpose is definitely not to drink coffee, but to truly enforce the prohibition, and the rules and regulations can be better implemented.
Reasonable delegation of power is also necessary. Generally speaking, team managers are often able to cover all aspects and be handy when managing about 6 people. When the size of the team reaches about 12 people, it becomes a bit difficult to do everything personally, and it actually becomes difficult to manage each employee. When the scale is approaching 20 people, it is almost impossible for managers to communicate with 20 people on technology and projects every day. Therefore, managers should also be good at finding out whether there are employees in their subordinates who have career plans that follow technical management and project management routes. If there are employees, they should pay attention to giving opportunities to grow in time, so that it is easy to leave outstanding employees to grow with the company.
3. Master of Emotional Management and Stress Resilience
A good team manager is also a person who is good at controlling emotions, because his position is still in the sandwich layer, which plays a role in linking the previous and the next. It can also be said to be the middle-level or mainstay type of employees in the company.
A group of people think that the style of painting is as follows,
There are twenty or twenty brothers who follow with all their hearts and strive to be the first, lest they fall behind to improve work efficiency, and the boss above them comes to care and ask eagerly where they need help and support from time to time. The whole team is harmonious and full of vigor, like an iron army with strong combat power.
The picture above is so beautiful that I dare not look at it. It can only be said that the ideal is very full, but the reality is skinny.
The real scene is like this,
- The team's output, work efficiency, and delivery quality have always been quite satisfactory, and there is a downward trend.
- The project is in full swing, and suddenly some key employees are leaving.
- The cohesion of the team has declined recently, and the military spirit has been unstable after the resignation of Jin Sanyinsi.
- Many members are reluctant to learn new technologies, their work enthusiasm is getting worse and worse, and they are more and more frequent in the circle of friends and Weibo during work hours.
- The technical experts in the team insist on their own opinions, the sense of cooperation is not strong, and the project has the risk of delay in delivery.
- When a subordinate makes a mistake, the boss who only focuses on results will call you over for a heart-to-heart talk. You are also full of grievances. In the face of the boss's scolding, dozens of alpacas are floating in your mind, and you want to let go of yourself and be a man with a true temperament for a moment. Considering that the mid-life crisis has arrived, and there is still a mortgage next month, my daughter's education fund is far from enough. How should you handle yourself at this time?
In many cases, team managers survive in the cracks. It is not bad to describe the use of interception before and after the pursuit . Then managers must be guided by results without understanding, recognition, encouragement, and only great pressure, and can only move forward without retreating.
In addition, when there is a disagreement with the subordinate, when there is a disagreement with the boss's proposal, it is a test of the manager's wisdom of emotional control. The author's suggestion here is to speak with facts, communicate politely and politely in a situation where things are not right, and finally give a feasible solution.
For example, if the subordinate insists on his solution, the manager is more inclined to the solution recommended by most people that has been successfully verified. At this time, the manager should not be in a hurry to force the subordinate to give up his idea, but finally let the subordinate give up his idea. He took out sufficient evidence and tests, and finally compared the data with the data, and the answer became very clear.
4. Able to have a heart-to-heart with subordinates
Excellent managers can often become good friends and brothers with their subordinates. Of course, a degree must be grasped here. From the author's experience, it is not good to go too close or too far. It's too close, and it's easy for subordinates to forget that you're the boss, and it doesn't matter if you make mistakes at will. It is too far away, and it is difficult to detect some recent psychological changes and work status of subordinates. So grasping a moderate distance and the frequency of conversation is very meaningful for team building and management.
Outstanding managers should be good at judging the situation, and still need to show a certain majesty in their daily work, and have strict requirements on the work of their subordinates. At the same time, actively pay attention to the work and living conditions of each employee. If any subordinates encounter difficulties in work or life, they must take the initiative to understand and care. People’s hearts are all fleshy. Managers take the initiative to care about their subordinates’ living conditions and help solve technical problems. The subordinates must be grateful from the bottom of their hearts. This is also easy to exchange for in-depth communication with subordinates and fully understand the true heart of subordinates. ideas and questions.
5. Influence is better than executive order
The power of example is infinite. If a manager can lead by example, then that kind of crazy truth can be said less. The author has also heard a lot of truth, but at this stage it is still not good.
I have seen a front-end Daniel from an Internet company say that no matter what company he is in, he always arrives at 7:30 in the morning, and when other colleagues arrive at the company around 9:30, he is exhausted by coding. No matter which company they are in, this kind of employee is a technical benchmark and can generate full of positive energy.
The author has also observed similar real scenes in his own workplace experience. When the team encounters difficulties, excellent managers can always make the mountain collapse in front without changing their color, and then stabilize the military's morale, boost morale, and rush in. Go ahead and analyze the problem and solve it. Such leadership can undoubtedly bring a clear stream of positive energy to the team.
6. Develop team culture
The author believes that every company has its own system and cultural construction. Like the well-known wolf culture in the industry, it represents a wild fighting spirit. This is also a culture that many startups hold as a standard. The reason is very simple. If you don’t grow wildly, you will die.
The author once chatted with a friend. He is currently working in a domestic first-line Internet company. According to him, each project team inside is not a fuel-efficient lamp. The atmosphere and atmosphere of entrepreneurship are shrouded in the entire company. Each project team is like an independent entrepreneur. Like the company, all employees are like Saburo, full of energy and vigor every day. It is true that this is determined by the general environment of the company. The top-down culture and the spirit of hard work flow freely throughout the organization.
The author's own company culture feels a bit too high-end, and it is not easy to implement. Then I still have some requirements for my team. I share a little bit, which is laughable and generous.
- All problems are attitude problems in the end
- Be proactive in finding things to do, don't wait for things to come to you
- Dare to use technical frameworks and models that are unfamiliar but have been widely used and popular in the industry
- Communication and prevention is far better than fighting fire afterwards
- Put an end to the old white rabbit mentality, resolutely step out of the comfort zone, and make your daily work as uncomfortable as possible.
The author will not mention too many here, I believe that other teams also have similar rules and regulations and cultural construction.
Management is, of course, a university question. The author here is just to analyze some of my own thoughts and ideas, and to share with my colleagues. The management style that the author recognizes is still strong. This is the principle of kindness and no troops. There are clear rewards and punishments, but more humanistic care and team spirit.
Regardless of the method or routine, the ultimate goal should be the same, to create a high-quality team with high efficiency, high output and sustainable development. The only constant in this world is that the world is changing all the time. Excellent managers should also constantly update themselves, and constantly learn more management strategies is the way to break through.