As a manager of a technical team, what do you need to know about your own problems?
For example, if you are the owner of a thing, then all the problems in the matter are your problems.
As a manager, all problems on your team are your problem.
We have a system with limited personnel, so we wanted them to work less shifts, but we were stopped. Because your system has many problems, it requires more energy to be on duty. This is your problem, and you need to think about how to solve it.
As the person in charge, you should solve the problem instead of leaving the core of solving the problem to others. Some people cannot take responsibility for the things they are responsible for. In fact, he doesn't have a picture of a responsible person in his mind. He rushes to put things on the shelf, and he doesn't look like a responsible person at all.
We often say: When encountering a problem, you must first find the cause within yourself.
It’s not that others don’t have any problems at all, but that you can do too little to interfere with the external situation. The other party’s boss is unreliable. Can you replace him? The company's processes are complex, can you change them at your own convenience?
First look for the reasons within yourself, so that you can do things that you can decide, make decisions and optimize.
If you finish your review and find that you have nothing to change, that’s fine. If there aren’t too many problems, don’t review it too much.
We often say that the value of R&D mainly revolves around cost, efficiency, quality, and risk.
But will business care? Code quality and slow delivery efficiency are all problems of your own development.
For example, a salesperson said to a DingTalk customer: I also think DingTalk is terrible and I want to help change it, but I’m afraid I can’t do it myself. 9 life insights from a 32-year-old PHP programmer, technical expert and manager in Shanghai on his 12-year career
Ye Jun forwarded this sentence within the company. He said: How can you give up in front of customers? When you say you can't push, do you mean there's nothing wrong with you? These are all other people’s problems. Are you a DingTalk employee? As a member of DingTalk, all problems on DingTalk are your problems, and you have the responsibility to push for solutions.
Ye Jun once recommended a book "Serve Like a Gentleman and Lady". I hope everyone can do it. Customers' problems should be addressed to you and don't shirk them. If you have a problem, you can bring it back to find support. If you can't find anyone, you can go to the CEO.
Don't forget that it's your job to solve the problem, others only provide support.
A more mature manager needs to continue to cultivate the team's sense in business and service.
Many times, it is easier to reach a consensus when people squat down, rather than having too big an ego.
The consensus when making products is to return to user value, deepen value, and anchor customers' core needs.
You also need to learn how to deal with customers and serve them well.
I think the middle office department must have an assessment indicator, which is customer satisfaction.
If the middle office cannot provide good services (customer satisfaction is not high), it will reduce the delivery efficiency of many projects and fail to achieve the purpose of reducing costs and increasing efficiency.
And if there are complaints about the front-office business and you do it yourself, and there is no need for the middle-office business, there is a high probability that you will need to reduce costs and increase efficiency (layoffs).
Thinking from a higher dimension, each link should be interwoven into a network. The value of the organization is to improve the efficiency of the entire network. The end-to-end link ensures that the node where each link meets does not become a stuck point in the flow of network data.
