1. What is knowing people and making good use of them?
Knowing people and making good use of them refers to how the technology leader can use the right people? Use good people? The core is how to arrange the right people for things? How to arrange suitable things for people? Among them, "people" and "things" complement each other. If things are arranged for the right people, not only will good results be achieved, but people can also grow more.
Of course, many leaders who have just taken over the team have no concept of management, and think that "management" is a sequential mapping: whoever has the time and who has similar abilities will be arranged to do it. It may not be targeted to think about how well everything matches everyone.
But when you have a period of management experience, with the gradual awakening of "management awareness", you must consider knowing people and making good use of them. Among them, finding the right people, cultivating people, and cultivating people are the key points to know people and make good use of them. You need to think around these three points and learn to make management move closer to the direction of "cultivating people by borrowing things and making things happen by borrowing people".
2. The key point of knowing people and making good use of them
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find the right person (find)
Ask yourself this question: Do you know the members of the team? And clearly state their qualities (characteristics)?
According to my observation, many technical leaders do not take the initiative to observe and analyze team members during the management process. They generally rely on daily feelings, for example: Zhang San seems to be more active in doing things, and Li Si's quality of completing tasks is relatively high. However, the establishment of this feeling is often random, scattered and irregular, and often does not fully represent the judgment and understanding of a person.
The so-called finding the right person means: You have to consciously observe team members and look for different characteristics, which are often some shining points . For example, Zhang San is very willing to communicate with others and can explain complicated things very simply; Li Si's code is of high quality, and he can handle complex logic clearly. These different characteristics mean that they are better at some things, and it is easier to achieve good results.
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train people (cultivate)
After finding the right people, you need to train people. Cultivating people refers to: while finding matching candidates for the job, we also arrange specific jobs for students with good qualities, so as to cultivate people by taking advantage of them.
For example, after a new classmate joins the job, you find that he is serious and hardworking, and has a desire for growth. He is willing to try tasks that other people are usually unwilling to take over. At this time, you have to provide targeted help to him based on your own environment and the resources you can get to make up for his shortcomings.
Assuming that the technology related to the new classmate database is relatively weak, although it can cope with daily development, but its limited ability cannot lead some projects (such as projects with high technical complexity), for this kind of deficiency, you can arrange a specific project for it , and let the members of the team with strong skills cooperate with it, and you can also assist from the side. In this way, when the project is over, the shortcomings of new students will also be improved.
If your communication skills are poor, you can also look for opportunities to exercise his communication skills and help new students make up for their communication shortcomings.
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Cultivate an adult (teacher)
There is an old saying that "the blue comes from the blue and is better than the blue." If you want to raise a man, your requirements and expectations for him must exceed your own. In essence, nurturing a person is a process of mutual improvement: you want him to be better than his past self; you will also be better than your past self. In this way, both parties will have a better result.
Don't be influenced by "human nature" and think that if I cultivate a person, he must be inferior to me. If there is such an idea, the result will easily be: the people you lead are not as good as you, and you will not grow.
Generally speaking, "finding the right person - cultivating people - cultivating people" is a process: you must first find out high-quality members through observation and understanding, and train them in a targeted manner (whether it is character, or soft skills, Or hard skills) and finally achieve the purpose of mutual improvement by cultivating people. It sounds like this process is very simple and easy to understand, but it requires extra care in actual operation, and not all team managers have a clear understanding of this aspect.
Find the right person, create opportunities for him to grow, give him help and at the same time raise his own requirements, and let people continue to grow and improve in the process of doing things. It can be said that this is also a process of continuous growth for managers themselves. If you regard this as a whole as one thing, then this is also "using things to cultivate others" for the managers themselves.
Of course, the three key points for knowing people and making good use of them are mainly steps and ideas. In this process, you need to take some actions to implement these actions.
3. How to implement it?
The final implementation of knowing people and making good use of them will be reflected in the specific work arrangements and the help you provide to team members. In addition to specifically assigning tasks and arranging work, you must also consciously do the following things:
Team inventory
Many companies will do a talent inventory (such as ability, potential, values, etc.) when doing year-end assessments. In fact, you can often do team inventory yourself (similar to the company's talent inventory). Define the ability dimensions that you think are mainly related to the work results, and then make different matches with the team members based on your observations, and finally visualize the inventory results as some basis for your future judgments. When a specific job appears, it can be judged based on the inventory results whether the current job of the team member matches its ability and whether it is helpful for its growth, so as to decide to make corresponding adjustments. This can effectively improve your ability to employ and recognize people, gain a deep understanding of the strengths and weaknesses of team members, and help you find the right people.
inspire will
Motivating willingness refers to: Many students have good abilities, but their willingness to invest is insufficient, which affects the final result. In other words, many students do not recognize the content of the job they are doing, the position they hold, etc. At this time, the Leader should take the initiative to communicate with him, confirm with him what he wants, what state or role he wants to become, what capabilities he has, and actively clarify the role and impact of the current work on his goal achievement, and let him think in his heart. The passion to do it is sparked.
Improvement Program
Many times I may feel that the improvement plan is aimed at some students who perform poorly in the improvement plan, but from my past experience, most improvement plans are often more helpful to some students who perform well, and they will make up for their shortcomings in a targeted manner. Some short boards. On the contrary, for some students with poor performance, the improvement plan is almost useless. So you can focus on a classmate's growth and improvement points, combine specific work content, and formulate an improvement plan with him, from the stimulation of his inner will to the help you give, and gradually improve.
Of course, there are not only the above-mentioned things that can be done, but you can also dynamically adjust according to your own ideas. The core is to let the students in the team grow and improve through the understanding and help of all aspects.
Then, after explaining the theoretical knowledge, next, I will combine a small case to explain some of my own experience in knowing people and making good use of them. I hope it will be helpful to you.
Some experience (tips)
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Don’t be afraid of having no shortcomings, but be afraid of not having characteristics: When you borrow someone to make things happen, you can’t just focus on his shortcomings, but look for his characteristics and make use of his strengths. It’s not scary to have shortcomings, but to be afraid of not having characteristics.
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Newcomers do old things, old people do new things: If the old people keep doing old things and newcomers do new things in the team, then there will be no new improvement for the old people, and many unknown difficulties for the newcomers; Vitality also gives newcomers something to learn from.
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Don’t overdo it, and do everything yourself: In the process of employing people, there will be situations of “doing things wrong”. Once you find such a situation, don’t go directly to help him correct it. This will not help the team members grow, and the team members will only act When he makes a mistake, he is waiting for you to help him solve it. A good leader must know that there is a pit ahead (this pit must be under your control), and let the team members step on it once, so that they have the opportunity to try and make mistakes, so that every mistake can be rewarded. worth it.
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While giving opportunities, give pressure and help: In many cases, pressure is the catalyst for growth. With pressure, there will be 120% motivation. Therefore, when assigning a task or responsibility to a classmate, appropriate pressure should also be given Pass it on and let him feel the importance of the matter. At the same time, always pay attention, the help that should be given must be given, and we cannot ignore it.
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Dare to admit mistakes, but also allow others to make mistakes: It is impossible for a person to grow up without letting him make mistakes. Sometimes some controllable mistakes may be the biggest gain in hindsight. At the same time, don't assume that your previous actions are all right, and realize that even if you have done it successfully before, it does not mean that you must be 100% correct. When a good leader trains team members, he must not only let the team not be afraid of making mistakes (dare to do things), but also dare to admit their own shortcomings and improve.
After understanding these five points, let's look at a specific case:
Just after the Spring Festival, your company is going to launch a new business across teams. This business is technically difficult and time-consuming, and requires the coordination of resources and strength of many teams. Your supervisor hopes that you can start from the team you are currently managing. Select a few students to form a new team to take charge of this business. At this time, which students would you recommend to be the person in charge of the new team?
Of course, in addition to the four options A, B, C, and D, you can also be the project leader yourself, but I do not recommend this approach, because for a new team and new business, the biggest role is to exercise human. From this point of view, D, as a new student, is more suitable to start with the old business; A has strong ability, but there are problems in judgment; B is not very good at dealing with cross-team problems; relatively speaking, C will be more suitable.