CORNERSTONE recently seen in the know almost a high degree of concern of the question "How can a small company to manage a team?" Topic lists the main issues a series of more than a dozen people from a small team is currently facing nothing less than:
"How to make your team you are with one mind to do things, you make an effort to?"
"I'm away, others began to relax, and how to make employees, and you are not all the same?"
"As a leader, how to manage their employees, what he does, what not to do, how do you come to control, are themselves every day, and a racking our brains let him do this thing, or what?"
"Subordinate to things, bad if he did, how to deal with? Give him a demo? One can, more often, it seems the skin."
Of course, this problem certainly more than a few here will not see them here. In fact, these issues, whether small companies or large companies are present, conclude these problems can be summed up in three levels:
First, the company (or team) level without a clear unity of purpose, so that either the middle or the grassroots are not particularly clear what their core work, team or individual is their own way, do what they think of the company or group of good things , resulting in scattered resources company, the company (or team) is difficult to form a joint force, the team looks loose.
Second, the company (or team) targeted level, but to the implementation level would be highly problematic, whether it is the uneven division of labor or work team members to promote the initiative will be a conflict between the various departments during the internal staff or members of the team also the final task of the impact of quality and progress, so that the final outcome of greatly reduced;
Finally, the first two are doing well, however, the company (or team) is not related to the completion of the target system better team or individual motivation, enthusiasm over time, and the team members will be reduced, and finally began more than a vicious cycle. To put it plainly, we are working to put it nicely for value realization, direct point is to make money, good and bad work done there is no obvious reward system, that who has power, so incentives must be tied to goals.
For businesses, these three levels of problems forming a barrel effect, the comprehensive competitiveness of enterprises depends on the shortest piece of board. Therefore, to avoid or resolve the above problems, business or team must establish a complete closed-loop (P) → motivation (M) from the target (O) → execution.
OPM Management Act
Business or team issues (in addition to its own staff's ability to work), are nothing less than around the target, execute and inspire these three levels, the maximum solve this problem at three levels, in order to efficiently for business or team provide better operating environment.
A target
Let subordinates of one mind with you, in addition to benefits, to let team members consistent with your goals, to let them know what to do, and ultimately achieve what purpose, how to achieve results considered to achieve the goal; therefore, the team the goal of management is crucial. From Google and Intel OKR (ie, objectives and key results Act) is by far the more successful MBO.
"OKR is a rigorous framework for thinking and ongoing disciplinary requirements designed to ensure that employees work closely focused on the energy can promote tissue growth, measurable contributions." It is most people think of setting goals Based on the increase in the number of constraints, the target management more scientific, rational, easy to measure.
Target (O) to answer is "what we want to do," the problem is qualitative;
The key results (KR) to answer is "How do we know whether they reached the objectives and requirements," is quantitative;
To set a limit cycle is effectively measure the implementation period goal, after all, a lot of project work or have a strong timeliness;
Regularly updated in order to timely measure the degree of health goals, according to the progress of key results, to determine team effectiveness;
Evaluation of results is the end of the period do the things the completion of key results of scoring the goal to complete the assessment of quality, while developing references are made to target the next cycle;
Distinguish the hierarchy is to be on target different levels of distinction, is also a target alignment problem; for example: the company-level goals and department-level goals concern is certainly not the same, but departmental goals to align with company-level goals, and maintain the company pace overall consistency (Note: instead exploded aligned, as shown below).
(The picture shows CORNERSTONE goal graph)
There are objective factors that influence the results of course a lot, but if the goal is clear, the tone clear, specific standards, when we will be relatively easy to perform, they should at least know what to do what not to do.
Overall, OKR goal pragmatic style, easy landing, easy to split the project or task, easily keep track of feedback, flexible and can adapt to change.
II. Implementation
OKR执行过程也是企业或团队进行项目化管理的过程。这个过程中，项目管理作为一种管理的理论或方法，最终目的是要以最小的成本实现目标效益的最大化。
执行的第一步是创建与关键结果相对应的项目，当然，由于目标的复杂程度不同，一个关键结果可能会对应多个项目。
（图为CORNERSTONE的任务页面）
其实，很多时候我们在工作中，完成一项工作只是单纯的将其作为一件事来完成，而缺少将工作拆解分层的思维，因为没有细致的拆解所以在执行过程中会忽略很多细节问题，最终导致项目结果不理想。所以用项目化思维执行目标时，建议大家使用5W2H做工作任务分解，将任务细化、量化。在执行过程中有几点需要特别注意：
（图为CORNERSTONE思维导图5W2H原则页面）
工作分解到不能再分
项目执行过程中，为了方便评估风险，最大限度减少不可控因素，需要对项目进行逐级拆解，要将所有任务分解到不能再分，让每个任务的粒度足够小，然后再根据任务优先级进行排期。
任务责任到人
用WBS将每个项目中的工作逐层分解，从项目目标（可能是关键结果）开始由上至下逐级拆解，直至每项工作都能估算工期和成本，然后为任务设置唯一负责人（之所以强调唯一是为了防止个别员工消极怠工）。
如果有的工作暂时没有想清楚或者没办法分配给唯一负责人可以选择暂时分解到可以估算的程度并为这项工作确定一个团队意识或领导能力较好的主导人员，确保工作可以有序推进。
规定截止时间
在项目推进过程中，我们一般情况下只会规定整个项目的完成时间，或者最多规定几个里程碑式的关键节点，只是项目执行过程错综复杂，项目延期情况严重，所以，为了最大限度规避项目延期风险，在执行过程中，为每项任务设定确定的截止时间。
这样，一方面可以随时了解项目进度，评估项目风险；另一方面，对于一些无法确定完成时间的任务可以重点关注推进，集中精力解决不可控的任务，避免项目延期。
三. 激励
"Horse race again, but also horse can not eat," this sentence on some leaders or managers who are fit, of course, most bosses certainly want at the lowest cost to get the maximum benefit, but, low cost is to have limits, for the employees, appropriate incentives necessary.
Particularly in relation to target incentives, if only there is no incentive target, the target is to complete or not complete or objective quality is good or bad does not matter with the staff, the majority of employees only care about their own interests associated with the completion of the job or task, therefore incentive for vital goals.
Developed from the target to the implementation of the project and then to motivate members, three independent but influence each other, and ultimately ensure the healthy operation of the company or team. CORNERSTONE offer including task / demand / test management, iteration planning, defect tracking, reports, statistics, teamwork, WIKI, share files and calendar function modules, the following team of 20 people is free, you can register for free click CORNERSTONE .
