In the virtual world, the Bone King is worried about his sleepless, loyal and dedicated subordinates, but in the real world, managers have to worry about how to improve the team's combat effectiveness and increase the output rate of results. When you are lucky enough to step over the ladder of engineers and project managers and come to the door of department managers, a new world opens up.
The mainstay of the enterprise
According to Amazon's organizational principles, the reasonable size of a team should be controlled to be able to share a pizza equally. For many small and medium-sized enterprises, once there are more than two tables (the kind of round tables common in private rooms in restaurants) used by all employees of the company for dinner, it is likely that someone will take on the role of middle-level managers. After the scale of the company gradually expands, no matter what kind of organizational structure, it is generally in the shape of a pyramid. If there are fewer layers, it is called a flat organizational structure, and if there are more layers, it is called a cone-shaped organizational structure. Most of the base layer and the remaining middle layer.
A stable middle-level is the mainstay of an enterprise, and no enterprise can survive frequent changes in middle-level managers (the problem of frequent changes in top management is even more serious). Middle-level managers are responsible to the top and bottom, and the transmission of responsibilities, obligations, problems, and pressure is consistent. Compared with project managers who tend to be technical managers at the grassroots level, middle-level managers are faced with multiple parallel projects of the entire department from the perspective of projects or products, that is, the management of project groups. He is unlikely to go deep To be in charge of specific affairs in a certain project should not only be considered from the perspective of a certain project; from the perspective of team members, he may face many different groups and small teams, and he may be able to directly command his subordinates A member of a small team, but it is probably not appropriate to do so. He can not only see the short-term achievements of the entire department but also figure out the development direction of the team.
In general, the role of middle-level managers is more like a "general" on the ancient battlefield, who is under the command of the "handsome" and controls the "soldiers" (the project manager mentioned above is more like a senior soldier). To borrow military terminology, the high-level is located at the "strategic" level, responsible for strategizing and dispatching troops; the middle-level is located at the "battle" level, where troops are deployed to attack cities; Middle-level managers must have a certain depth and breadth of vision, have basic professional capabilities, be able to see opportunities in crises, and foresee hidden dangers in achievements.
Thinking of middle managers
If it is possible, most managers may not like their current positions. In many cases, it is not an exaggeration to describe their thoughts as exhausted and exhausted. However, "life is like sailing against the current, if you don't advance, you will retreat", the benefits and gains brought by continuous advancement cannot be realized at the grassroots level. Take advantage of the trend to bring some personal insights in the work process.
"Rule of law" is form, "rule of man" is god
When the team size is small, you can sit down at a table. The temperament and characteristics of each member are clear, and the recent work situation can be clearly seen in your mind with your eyes closed. The communication cost is extremely low. If you have any questions, please let me know. just fine. However, when the size of the team expands, one person’s energy is no longer enough, and a pair of eyes can’t pay attention to everyone. Someone is bound to help share the burden. Next, we will divide into groups and teams, and choose reliable and capable people to serve as team leaders, team leaders, and project leaders. For managers, the simplest hierarchical structure has already appeared, the cost of communication has risen, and it is even more impossible for management to preach verbally as in the past. At this time, we must formulate rules for the team and rely on the system to manage, which is the "rule of law". However, we must not rely entirely on the system just to rely on the system for management. It should not be overcorrected, but should still embody the "humane temperature", that is, "rule by man".
Don't "Change Orders Every Day"
There is nothing wrong with relying on systems for management, but the problem is that the management systems of many teams are not established overnight, and many systems are constantly improved and expanded with the development of the team. The perfect adjustment of the system should go through full research and careful consideration, and should be combined with its own actual situation. It is not advisable to copy and use other enterprise systems when they see that they are well implemented. The most taboo among them is the frequent adjustment of the system. If it is announced today and revised tomorrow, the system itself does not have credibility and constraints, and the authority of the managers will be greatly reduced. Not to mention that the system is only popular for five minutes after it is released, and there is a lack of supervision and implementation. If no one cares about it over time, the system will become a piece of waste paper.
Don't suffer from scarcity but from inequality
Everyone has a steelyard in their hearts to evaluate themselves and others. Grassroots technicians not only care about the absolute remuneration they get from their own efforts, but also care about the relationship between their own remuneration and the remuneration of others. If he feels that his income deviates from the expected income, he may be able to accept it reluctantly, but if his income is far from that of others, the scale in his heart will be strongly unbalanced, the seeds of resentment will be planted, and hidden dangers for the team will arise. . "The less I get may be because I am not capable or do not do enough, I can accept this, but he is not as capable as me, nor does I do as much, but he gets more than me, why?". Middle-level managers should pay attention to this deviation and try to figure out the cause of this imbalance as much as possible. Perhaps it is indeed uneven distribution, or it may be that he has too high acquaintance with his own ability level, and readjust the distribution according to specific reasons. Whether you communicate alone or communicate alone, try to minimize this deviation.
Do not engage in "one-word teaching", do not hold "group discussion meetings"
Never make a decision on a whim or a sudden whim, and don't make a decision by "slapping your thigh" or "slapping your head", and don't use the name of "brainstorming" to call team members to unilaterally announce your decision. Don’t make decisions on your own by asking for opinions from team members when you’re indecisive, and don’t convene team members to make democratic decisions because you don’t want to take on the risks and responsibilities of decision-making. . Middle-level managers must not only be able to listen to everyone's opinions with an open mind, fully foresee risks and loopholes, but also be able to stand up to all opinions and make firm decisions after mature thinking.
unflappable
Humans are not machines, and it is impossible to keep running like an engine with full fuel. Team members need motivation and guidance from managers. Managers should realize that the employment relationship between a person and an enterprise cannot last forever. The first purpose of many people entering an enterprise to participate in labor is to obtain remuneration. The purpose is simple and pure, so many people only talk about "future" to managers. Don't talk about the "money way" method of drawing big cakes. Managers must have a little bit of ability to make big pies, but what they need in the end is the ability to "make big pies" and "divide big pies". The best way is to combine personal interests with the development of the team, so that team members realize that their interests can be maximized in the process of team development, and this internal driving force will become the best incentive.
Leading by example and teaching by example are good for managers, but if you don’t tell the team members the vision and goals in the distance, you will make yourself the most tiring one if you keep your head down and rush forward.
Attached is the leadership theory in the management textbook
How a leader organizes a team
The best investment in a person's life is investing in himself.