How does the Airborne Corps work?

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<h1> Write on the front </h1>
Recently, a friend asked me to build a test team from scratch and airborne to a test team , What are the routines for carrying out the work. I happen to have both experiences, and I just like to summarize and share, so I can tell this friend about my experiences and feelings. My self-definition is a first glimpse of the management approach, so there are inevitably immature points in my views. You can ask more experienced people for advice.

I talked about <span style="text-decoration: underline;"><span style="color: #0066cc;"> "How to build a test team from scratch?" ", </span></span> to talk about the airborne troops today.

<h1>What is the strategy for being a successful airborne force? </h1>
How to burn the three fires when the new official takes office?

My experience is simple: use static braking, first stand and then break. When it comes to things, it is urgent, and when it comes to others, it is slow.

<h2>Staying the brakes</h2>
Many people tend to get restless when they first move into higher management positions. "The spring breeze is proud of horseshoe disease", and I have a desire to "see all Chang'an flowers in one day", and I can't wait to make some achievements. The time when people are most proud is also the time when they are most likely to make mistakes. At this time, calm is the most important thing. When you are calm, you can find clues about potential problems, and then collect information and understand the situation based on this clue. Only by doing this, can we see the essence behind through the complicated superficial phenomena. Only then can we be sure to take the correct measures to solve the problem.

Don't do things for the sake of doing things, have clear goals, and wait until you have a firm grasp of achieving your goals before taking action. There is a saying in Sun Tzu's Art of War - Combat Chapter, "Victorious soldiers win first and then go to war, and defeated soldiers go to war first and then go to victory", which is exactly the truth. Our goal is to win, not to fight. But the certainty of winning is obviously not something you have right away when you arrive at the company, it is something you need to calm down and look for patiently. The trick to working after airborne is getting the mechanics right and getting support from across the company. These are all things that need to be calmed down to study and take time to resolve. If you do not calm down, it will be difficult to truly understand the objective situation. If you do not understand the objective situation and act rashly, you will violate the principle of "win first and then seek battle", and you will easily fall into the quagmire of hard battles, and then you will not be far from failure.

<h2>Build first and then break</h2>
Many people think that the principle of doing things is to not break and not to stand. I am very disgusted with this sentence. I even think a lot of the confusion stems from the misleading nature of this sentence. The original wish of this sentence is good, and I feel that only by breaking the old order can a new order be established. But in fact, in many cases, the old order is destroyed, but the new order that needs to be determined has not been established. However, the chaos and loss caused by the destruction is difficult to recover.

Breaking and standing are actually means, and who comes first should depend on our goals. The goal of our management is not to break the rules and ideas, but to achieve the results of management, and the results of management can only come from effective rules and ideas, so our focus is to establish correct management rules and ideas, not to break the past. Unreasonable management rules and ideas. There is another reason for emphasizing on establishing first and then breaking, which is that the risk of implementation is smaller, the reform cost is lower, it is easier to be accepted by all parties, and it is more suitable for the operation of airborne troops.

There is a sentence in The Analects, "The foundation is established and the Tao is born", which means that if the correct foundation is established, many things will naturally go smoothly. In fact, business management is also the truth. If you determine the correct management model, many things will naturally go smoothly. There is no need to spend any more time to break down some unreasonable phenomena and rules in detail.

<h2>In a hurry</h2>
Faced with problems, some people will tell their leaders not to worry, because it will take a long time to resolve these matters.

From the point of view of doing things, this is no problem, but from the point of view of marketing, it is wrong. You say it like other bosses say to you, don’t worry about making money when you come to our company, you are familiar with the company, and slowly Once you have achieved results, the money will naturally increase. Are you happy to hear that?

The boss recruits you because he hopes you can solve his problems, and he depends on how well you solve the problem to determine whether you can safely pass the probationary period and whether you can continue to work. Therefore, the company's affairs must be resolved as soon as possible.

The principle of urgency in case of trouble is not in conflict with the principle of static braking. Stopping statically is like sharpening an axe, and being anxious is like chopping wood. No wood was cut when sharpening the axe, and it seemed that there was no success, as if the axe sharpener was not in a hurry. But you can't chop wood really fast without sharpening your axe! If the axe has been sharpened, just hurry up and chop wood, otherwise the task will not be completed!

When there is an emergency, it is to quickly solve the problems that the boss is concerned about. These problems are often sudden and urgent problems, and they can often be solved immediately. At least it is a problem that can be initially solved by taking a palliative approach. As for those frozen three-foot-deep problems, the boss may be used to it, or simply can't see it, so there is no need to rush to solve it. For example, if the version is not released in time, it may affect the test progress, which in turn affects the test acceptance. This may be due to unreasonable company processes, unclear rights and responsibilities, or insufficient staff ability. If you want to fundamentally solve it, it may not be fast enough. But it might be simple if only the symptoms are treated first. It is completely possible to arrange for someone to help and issue a version as soon as possible, which is urgent. You have to solve the problem, let the boss see the hope of change, and let him have the confidence to let you do it.

If you put your experience in the construction of deep-level systems and processes, or even in the construction of corporate culture, you will not pay attention to the problems in front of you, and you will always feel that the big problems are solved and the small problems are easily solved. That would be dangerous.

<h2>If you meet people, you will be slow</h2>
If you meet people, then you should be slow. When encountering people-related problems, you should read more and understand more about the situation. Don't rush to conclusions, and don't take measures immediately.

Taking history as a mirror can know the future. Chongzhen, the last emperor of the Ming Dynasty, ruined the Ming Dynasty in his own hands. In fact, he was not an obscure emperor who only pursued personal enjoyment and did not want to govern the country. On the contrary, he was a very diligent emperor and wanted to govern the country well. . However, the Ming Dynasty at that time was already on the verge of collapse, the corruption was at its extreme, and various problems were intertwined. He slashed and slaughtered without understanding the situation, without any kindness at all. And under that kind of system: firstly, it is difficult to be alone, and everyone will inevitably have some problems; secondly, the situation is so chaotic that everyone will inevitably make mistakes. Therefore, his draconian policy put everyone at risk, but as a result, those traitors joined forces and joined forces to deceive him. A truly honest and upright person is not willing to form a party, but is always falsely accused by a traitor, and often ends up wrongly killed by his sword. That's why dealing with people's problems is a little slower.

Another reason is that although you are the manager and have a higher position than the people below, after all, you have never cooperated with the boss, trust has not been established, and you are an airborne soldier. At present, your subordinates do not have any trust in you. Building trust requires a process. Although you are the boss of the department, there may be some employees under you who are more trusted by the boss. In this case, if you deal with them rashly, it may cause the boss to worry or even object. If other employees also express opposition at this time, it is difficult for the boss to express support for a newcomer who is opposed by many people. Then your future work will be difficult to carry out. Therefore, you have to wait patiently for opportunities, and wait until you gradually build up trust in the hearts of bosses and subordinates. With the trust of bosses and subordinates, you can handle these people-related work easily.

For people's problems, the well-organized solution is to let the boss understand the actual situation and make his own decisions. This avoids your risk! After the boss's trust in you is deepened, you have a full understanding of the actual situation, and you have a grasp of the boss's way of dealing with problems, and then you can deal with these difficult things.

Issues involving people are often very complex, and sometimes what you know is not necessarily the truth. Seeking more evidence and treating talents with kindness and kindness is the best way to convince your subordinates! This rush to slow down may seem unreasonable, but it is indeed a very effective means of airborne in the early days of a new company.

<h1>Summary</h1>
Peace is in winning people, and danger is in failure. In terms of people, we must understand the situation, go deep into the grassroots, and stabilize people's hearts. Establish a new work order and let employees find their own positions and play their roles under the new order. In terms of things, we should find out the problems that the company cares about most and can solve under the existing conditions to promote solutions. With the support of people and things done, the airborne will be a success.

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