My Entrepreneurship Road (2) Sharing a Team
2013 was the fastest year I've ever had!
This year is full of flavors;
This year is full of joys and sorrows;
This year has been extraordinary;
Following the opening of My Entrepreneurship Road (1) Dream last year, I will summarize last year and look forward to this year.
Last year, in "The Beginning of a Dream", I shared 4 points of experience in the early days of starting a business.
From May to September, I was the leader leading a few people to develop on-site.
At that time, I felt that the leader was not so good .
Share 1. The transition from programmer to leader
Many "programmers" expect to take the position of team leader or project manager,
I always feel that I will not be so tired that way, and I will be able to relax.
But my experience tells me that transformation without accumulation is difficult!
How to be a good leader has become a compulsory course !
Start-up small companies, the system is not very perfect. Being a team leader is actually very challenging.
Then the on-site development is more responsible, which is equivalent to giving you full authority to deal with it in a timely manner. It feels like an imperial commissioner.
Difficulty 1: Team
Two things are most important to a startup: 1. The boss's network 2. The team
I will not speak about the relationship with the boss. Just talk about the team!
As a start-up company, our team is also a start-up.
I call this stage the "passenger game" (ps: You don't know passers-by? Do you play dota? Do you play lol? Do you play Mengsan? Do you play heroes of the Three Kingdoms?
Everyone does not understand each other, the level is uneven, and the coordination is not in place.
At this time, it is necessary to test the ability of the leader and let the team play its own advantages (ps: obviously I am not qualified~)
如何协调大家的工作，保证分配合理，提高大家的职业技能,都是需要去考虑的。
否则就会出现吵架,互相看不惯,不满等等现象。导致工作很难做下去。
而且初创团队的leader你不单单是管技术,你还要管其他的。
譬如:和客户协现场开发的办公环境, 员工的情绪管理等等。
我们在做的这个项目因为项目经验的问题，导致误入了客户圈套，陷入了很难受的阶段。
客户提出的报表越来越多，越来越细化，让大家都心烦意乱。
前期对业务的不熟悉以及大家都是初次接触，进度缓慢。
这个期间面对多方的压力，我确实乱了阵脚，憋了一肚子火。
其问题总结如下:
1.沟通不够及时
我没有及时的去关注每个人的进度，去调整整个项目进度。
而组员们也是憋着问题不说, 不提。（ps:或者是隐晦的提了,我没听懂）
最后一下爆发出来。
2.任务不透明化
有一次经理问一个员工另一个员工在做哪一个模块，他说不知道。
大家的任务不够透明，就觉得自己是不是比别人任务多，
就觉得心里不平衡。
3. 只批评不表扬
这是个心理技巧,以前我也经常被骂的狗血喷头，而且也能理解。
但是现在时代不一样了。管理方式等等都不一样了。部队都提倡文明带兵了。
当他们做的报表有问题或程序有问题我就会直接指出来直奔主题。
正是因为这样,大家都开始跟我对着干，本来一个小时能做完的他也会拖到一两天。
那么好的领导应该是怎样的? 应该是哄着干!(ps：搞技术的也喜欢虚的)
比如:你的组员写了一段程序，与实际要求有差距。
通常： 你这个写的跟需求不一样! 做的都是无用功! 在好好看看需求! 赶紧改去！
好领导： xxx 做个做的还不错，结构清晰,通俗易懂。但是这块你看，是不是应该是这样这样....
那么通常来说后者大家更容易接受，起码你认可了他的工作。
4. 自恃才高
做为领导我们应该像唐僧一样，像宋江一样。
不要总是把组员的光彩遮罩住的同时，也不能让自己难受！
这点很难！
很多时候你大放异彩的时候组员对你就不满了，觉得功劳都被你抢了！
很多时候你的组员大放异彩的时候组员对你就不满了，觉得你啥都不懂!
这点很难把握，所以要自我把握好。
很显然，我自己把握不好这个临界点~
其实以前总觉得某个项目要是离了我就转不了了！
现在我真觉得是错的！
离了你照样能转，只是有可能不如你在的时候好罢了！
以上是我今年关于团队的管理上的问题，分享出来与大家共勉。