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foreword
No one is born to manage. Excellent managers grow up in the process of integrating knowledge and action. They need both systematic management knowledge and management practice. Some scholars have found through observation and research that the painful transformation experienced by novice managers will play a vital role in future development if they can form correct thinking and behavior habits. As long as you can hold on, you're often off to a good start.
想要成为优秀的管理需要哪些能力？
需要3项底层能力：【业务管理能力】、【团队管理能力】和【自我管理能力】
The management problems encountered by everyone can be summed up into two categories, one is the problem of "things" and the other is the problem of "people". To solve "things", you need business management capabilities, and to solve "people" problems, you need team management capabilities. It should be noted that we are not completely separating "leading people" and "making things happen". In daily work, they are two aspects of the same problem and complement each other. The distinction here is to allow you to find the focus that you need to improve the most at present, so that you can focus enough to solve the problem.
For example, if a project manager accepts an excessively high goal, does not request resources, and does not track the process well, it is likely to step on a pit in business management.
In fact, business management ability is usually something that managers can quickly improve. If we grasp the key links, we can quickly upgrade our personal execution ability to team execution ability!业务管理有哪些关键环节?
这3个关键环节分别是【制定计划】、【过程监控】和【复盘改进】
Having trouble making a plan?
The selection and formulation of goals and plans directly affect the work effectiveness of the entire team, so managers need to have clear thinking and wise judgments.
What will happen if this link is not done well?
If the rationality of the target is not evaluated when receiving the specific task target, then when the manager needs to disassemble the target, the problem will be exposed, and it will be found that the target cannot be achieved, and the resource support cannot keep up. This is making a plan And the target is not done well.
Problems encountered in process monitoring?
It is indeed more uncontrollable if the same work is done by others than by the manager himself, but if the process can be reasonably monitored, good results will definitely be achieved. If you trust your subordinates too much and fail to do a good job in process monitoring, you can only "fight the fire" yourself in the end.
Problems encountered in review and improvement?
Managers can't stay at the level of only solving a problem when they encounter a problem, but need to help the team sum up experience, refine working methods and rules, so as to improve the overall work efficiency of the team.
Solving business management problems through the PDCA cycle
The PDCA cycle was proposed by Deming (W, E, Deming), a famous American quality management expert. He believed that "doing one thing well" can be disassembled into 4 steps: Plan (Plan), Execution (Do), Check (Check). ) and processing (Action). In quality management, PDCA cycle has been widely used and achieved good results. In fact, these 4 steps are inseparable if you want to carry out any work effectively, and the same is true for leading a team to do things.
Making a plan means analyzing the status quo, dismantling the goal and making a reasonable plan. This process requires the manager to constantly sum up experience and consciously exercise himself according to the method shown in the figure below.
Process monitoring is to describe the progress (daily, weekly, regular meeting or daily stand-up meeting), assess risks, adjust the plan, and record and summarize the content worth recording into the knowledge base (organizational process assets).
The review and improvement link includes inspection (Check) and processing (Action). Check (Check) is during or after the implementation of the plan to check the implementation to see if the expected results have been achieved. Action (Action) is to standardize the successful experience as much as possible through review based on the results of the inspection, and to see the deficiencies, find the cause, and prevent the problem from recurring. The remaining problems are transferred to the next PDCA cycle to be solved.
Summarize
Managers are not as glamorous as imagined. Not only do they have to worry several times, they have responsibilities that must be shouldered, and they also encounter many difficulties. You may be wondering: Is being a manager really worth it? With this question in mind, I also interviewed people at various management levels and asked them if they regretted becoming a manager. Most people answered: "Pain and happiness", they can see the growth and changes brought about by management experience, and think that becoming a manager is still a goal worth pursuing.
Management is "leading people to success", "success" requires [business management ability], and "leading people" requires selecting, educating, employing, and retaining people, that is, [team management ability ] .