introduction:
September 10, 2014 is Teacher's Day, and on this day, I also officially embarked on the management line, a day worthy of my remembrance.
It has been more than three years since graduation and entry. The previous goal was to lay a solid technical foundation in the 3-year plan, and the 5-year plan was to achieve all breakthroughs in a certain field. In the past year, several of my leaders have often asked me which direction to consider developing. My answer is always firm. I want to go in the direction of management and be a comprehensive talent. I know I'm not a tech geek, but I'm a tech-obsessed lover, I'm addicted to learning about technology, and I enjoy the sense of accomplishment that comes with solving tough problems that everyone encounters.
In this way, one day in July this year, the boss came to talk to me and told me if I had the intention to be a grass-roots manager of a certain project team. Although it was not the project team I am currently in, I still agreed. I will not. I feel scared because I am not familiar with it, but I think it is a challenge. On the other hand, it is also needed for my own development. In this way, I embarked on the road of management.
Background: This is what I learned about the positioning and thinking about the role of managers before my defense at the grassroots level. Here is a summary of my understanding of the role. This is also a beginning, and I will continue to summarize my thinking on management later. .
Topic: The role of grass-roots managers
Figure 1
The role of grassroots managers
Figure 1 shows several major directions of the basic manager's role positioning.
A technology leader
Being a grass-roots supervisor does not mean that you can be a manager without technology. On the contrary, for managers, the technical requirements are higher. How to lead such a grass-roots team to complete a project requires the manager's technical identification, guidance, and accumulation. If a supervisor has average ability, how to make the following brothers obey you and obey your task arrangement, at this time, you need to have something that you can obey, then the most basic thing is your technical ability to convince the public.
Just ask yourself:
Do you guys think that as long as you are responsible for feature development, you can achieve perfect and high-quality output?
When the brothers usually encounter technical or program problems, will they take the initiative to discuss with you, hoping to get effective help from you?
Has your brother recognized your technical abilities?
If one of the above points is not established, then it will be relatively difficult to be a grassroots manager, because the first thing to do is to need the support of the team members.
As a technology leader, you can consider from several aspects:
a) Technical Identification
As a project team, you need to identify what technical capabilities the current project team needs, such as programming languages, frameworks, open source components, development tools, programming environments, etc. Project support requires more than just knowing a certain technical development language. The team needs to identify the required technical capabilities in advance, accumulate technology in advance, and prepare for the project;
b) Technology leadership
The learning of team technology should not simply tell everyone what kind of technology we need, and everyone will complete the learning on time. How to most effectively let everyone master relevant technologies in the shortest time and most effectively is very important, and grass-roots managers need to think carefully. There are various methods, and each manager is different. As for the team I am currently in, because it is relatively mature, it has not yet been involved in this aspect.
c) Technology accumulation
I don't need to say about the accumulation of technology. When you are reading this article, you gain the knowledge I have accumulated, and I consolidate my own knowledge; you can ask questions to ask me down, and I will study and think deeply in order to answer the questions you asked. , the accumulated benefits of these technologies. But the difficulty is not in how to summarize, but in the motivation to do the summary. Without the output driven by KPI indicators, everyone may not lead you. At this time, grass-roots managers should consider how to do a good job in the technical accumulation of the team, which is a long-term arduous and necessary task. There are many methods of technology accumulation. Recently, I have learned some methods of project knowledge management, which are divided into pre-learning, learning by doing (also known as AAR), and learning after doing. Project knowledge management methods in the project process, among which AAR It is a method that I very much agree with. I have recently begun to plan to carry it out in my team, looking forward to getting good results.
The project manager
Project managers believe that many people can easily understand that as a grassroots manager, doing a good job in project planning and risk control is a link between the top and the bottom. I have seen many grassroots supervisors always think that projects are the easiest to achieve performance, so they focus on project progress and quality, while ignoring the two major directions of team building and technical leadership. Successful leaders will not stare at the brothers below and work overtime all day. of completing the task.
a) Design capabilities in key areas of the project
To be the leader of the team, this is the basic requirement, to correctly grasp the design of key areas, to avoid the key areas of the project from entering the wrong direction due to the different understanding of each person, thus bringing more problems to the follow-up project development and difficulty. Maybe this field is not designed by you, and you need to check it.
b) Project plan
No plan is a loose team. On the one hand, the progress of the project cannot be guaranteed. On the other hand, the team members feel that they have no concept of work progress, not to mention the momentum of work. Every day, they feel that they can do it until tomorrow. If the progress of the project is slow, the boss will criticize you.
A well-done project plan can mobilize the enthusiasm of the entire team and improve work efficiency. Therefore, I always think that managers need to appropriately reduce the burden of some development work, and spend more time every day to think about the project plan and progress, so as to ensure the healthy and stable development of the team's project progress.
There are many ways to plan the project, I am also in the learning process, and I will discuss it in detail later.
c) Risk identification and control
Risk is a hidden danger to the healthy development of the project. If it is not controlled in time, the final result will lead to problems in the progress of the entire project, and in serious cases, the project will not end normally. Therefore, in the process of project development, it is necessary to discover risk points in time, expose risks in advance, formulate a solution plan, and regularly check whether the risks are resolved.
3. Team Builders
Under project management, grassroots managers also play a very important role in team building. Why do some teams continue to have outstanding talents, managers, etc., and the overall performance of the team is very good, while some teams are always mediocre and have no talents Output? On the one hand, it is still related to the manager, how the manager builds the team well, how to let each member exert his ability to make high-quality output for the project, and on the other hand, he can have his own personal development. Team managers need to think carefully.
a) Performance Management
Almost everyone who works has KPIs. As long as there are KPIs, there is performance management. How to guide team members to create performance. Some members don’t understand why they work overtime and work hard, but they don’t know how to evaluate their performance. Satisfactory; some people feel that they do better than others, but end up performing worse than others, etc. These require the supervisor to think carefully, how to guide, and how to make everyone feel that you have done a fair and just performance appraisal.
b) Team atmosphere
团队氛围，一个老鼠屎会坏一锅粥，氛围也是如此，好的团队工作氛围就好比在新鲜空气下生长，是健康的；在充满勾心斗解、KPI导向的工作、消极报怨的团队只会让这个团队越来越走下坡路了。
c) 团队能力建设
管理者不容忽视团队成员个人能力的提升，一方面：项目往往需要我们每个成员尽可能的承担更多模块的能力；另一方面：个人能力的提升让员工有个人发展的满足感，很多员工进到公司来不仅仅为了赚钱，另一方面还是自己个人发展的需求。
管理者不容忽视团队成员个人能力的提升，一方面：项目往往需要我们每个成员尽可能的承担更多模块的能力；另一方面：个人能力的提升让员工有个人发展的满足感，很多员工进到公司来不仅仅为了赚钱，另一方面还是自己个人发展的需求。
总结：
管理者是团队的领头羊，是带领团队高质量完成项目目标及团队成员能力成长的领头人。
用马云曾经说过的一句话：员工离职的原因林林总总，只有两点最真实，1，钱，没给到位；2、心，委屈了。这两点也是基层管理者在平时工作中多多思考的方向。