Strict: Two methods that excellent managers must master to build an efficient operation team.

This is a daily lesson.

I often joke with my friends that I have worked in human resources for a long time and have developed a skill. That is to "tell fortune" for people in the workplace and see which level he can rise to in the next five years. At first, my friends didn't believe me. After a few years, looking back, I found that it was very close.

Of course, I don't look at the eight characters and faces, nor how strong he is, but at this person's workplace and his "ability to lead the team."

This kind of person with strong ability can not only do business well, but also bring up a group of subordinates; Even if he is not in the front line of business, he can still play business; Moreover, subordinates can continue to grow, and the company certainly boldly promoted him.

But I have also observed that many managers tend to fall into two situations when leading a team:

One is that I can't assign tasks and I don't know how to choose people. This kind of manager is usually kind to people and doesn't like to offend people. The team looks harmonious, but the business can't develop;

On the other hand, managers are often very strong and know how to put pressure on their subordinates, but the turnover rate of the team is also high.

The faster the company's business develops, the higher the requirements for the team's management ability. For example, team development is like "changing tires on the highway", which means that the team's own update iteration can't affect business development, because there is not much time and space left for you.

Double-line management of "people" and "things"

To run the team efficiently, the key point is to master "two lines" management, one is "managing people by things" and the other is "managing things by people".

Let's talk about managing people through things. As a leader of a team, you must first be very clear about the key goals and tasks of the whole team.

There is a saying: "A group of people with goals are called teams, and a group of people without goals are called gangs." You should combine the company's strategy and the overall incentive mechanism to set a phased overall goal for your team.

After you have the overall goal, you should assign the tasks to everyone reasonably.

A big principle is that you should send your elite soldiers, that is, subordinates with strong ability and positive attitude, to take charge of your key tasks, key areas and key customers. This is why we should grow good food. The chances of future promotion and salary increase should also be tilted towards them accordingly.

There is no need for a bowl of water to be level here. It is unfair if subordinates have different abilities but similar work contents.

Although as a team leader, you are well aware of the working ability of each subordinate. But I still suggest that you do one thing before assigning tasks, that is, talk to each of your subordinates. The content of the conversation is:

First, tell them what the team's phased goals are;

The second is to ask them: what kind and how big a task he has to undertake under this big goal.

Give your advice after getting feedback. This kind of conversation can not only make the other party feel that they are valued, but also turn the assigned tasks into discussions together, helping your subordinates to establish a sense of overall situation and responsibility.

Decompose tasks and responsibilities into people. As a superior, what you have to do is performance tracking, business counseling and resource support when necessary. In this process, you must make your subordinates understand that it is no problem to ask you to help, but he himself is the main responsible person.

I once saw a team task disassembly table of the head of a unicorn company in China. She translated business objectives into more than 50 process indicators:

From the APP to get the reuse of new customers to old customers, there is a designated subordinate or project team behind each number, which is responsible for achieving this goal. The whole team has a clear goal and a clear division of labor.

Through this form, managers can clearly see the gap between the goal and the status quo. It is almost impossible to "play soy sauce" in her team.

Managing people through things can help you build a "result-oriented" performance culture in your team, but if only the tasks are impersonal, such a team will not go far.

This requires "managing affairs through people", because specific tasks are completed by one person. The mood and state of subordinates will directly affect the work results. Therefore, "people-oriented" is more like a "people-oriented" management thought.

How to put people first? That is, starting from the subordinates themselves, we should grasp two main problems:

First, does what subordinates do give him a sense of accomplishment?

The second is whether subordinates have a sense of belonging to this organization.

What is a sense of accomplishment? The core meaning of a sense of accomplishment refers to the exertion of personal advantages and the realization of value. A 25-year career study shows that it is easier for everyone to get a sense of accomplishment by doing what they are good at.

Therefore, as a superior, you should be able to find out what the advantages of subordinates are, and you should also be able to help subordinates find room to give play to their advantages.

Of course, the positioning of professional advantage is a big topic, and it is not the theme of this class, but you should at least know that when your subordinates have problems in their work status, what you need to think about is: Is his current job interesting and has a sense of accomplishment?

In many cases, it is not what the position designed by the company is, and subordinates can only do so; For example, in the finance department, the cashier can only manage cash, and the expense accountant is only responsible for bookkeeping.

In fact, there will be many public affairs in the department, and smart superiors will turn these public affairs into small projects, so that suitable employees can assume certain roles, such as external coordinators and audit project docking people. This can also help subordinates to better explore themselves and find tasks and project opportunities that suit them.

Speaking of belonging, "team building" is essential, yes, it is what everyone usually calls team building. Don't think team building sounds corny, it is absolutely necessary.

In team building, if you do well, you will get 90 points, and if you don't do well, you will get 60 points, but if you don't do it, it will definitely be zero. Don't expect you to do nothing, the team will automatically form a cohesive atmosphere. You may find that employees in the same company and different departments have different spirits, which reflects the team building ability of different team leaders.

No matter what your leadership style is, I suggest you put "team building" on your to-do list, for example, find an opportunity to praise or reward a subordinate in public every week; Create an opportunity for everyone to "play together" once a month and celebrate the milestone of the team once a quarter.

"Play together" is very important. I strongly recommend finding a project that most team members are interested in and playing it once a month. I once took my entrepreneurial team to play football and persisted for three years. The turnover rate of employees participating in the team is half lower than the average.

You can also consider building your team into a learning exchange platform. You can establish a learning community and share learning resources; You can also fix a study time, such as half an hour after the weekly meeting, and arrange for the team members to share the theme in turn.

According to my own experience for so many years, a very good way to make the team run efficiently and have the ability of self-iteration is to establish a culture of "everyone is an organization developer" and assign the responsibility for organizational development to everyone.

For example, let subordinates attend company job fairs and presentations and encourage them to recommend candidates for the company; Let subordinates develop training courses and bring new people.

Involving subordinates in these things can enhance their loyalty. They will feel that they have the opportunity to participate in such things, because the company does not treat themselves as outsiders; Moreover, let some relatively senior subordinates help, they feel that they are cultivated and full of natural motivation, and you will not be alone.

Prepare your "policy address"

Just now I shared my experience in building an efficient team. Many managers were parachuted into a company or a new department. In the face of "newcomers" leading the old team, it will be very important to establish prestige at the beginning.

If this is your situation, I suggest you prepare a "policy address" carefully.

The so-called "policy address" is your first formal self-introduction and sharing in this new company and team.

You need to spend time preparing this speech, and you don't need to rush to do it in your new position. You can spend two weeks or more first, and fully contact with every stakeholder, including your superiors, important subordinates, brother departments and key customers, to understand the situation. Then prepare the content in a targeted manner.

Generally speaking, this lecture will include the core contents of three parts:

The first part is about your personal professional experience and life introduction. ?

The purpose is to build trust through understanding. This part doesn't need to be taken too seriously. You can share interesting stories in your career, and you can also put more photos in your life to narrow the distance with your subordinates.

The second part is your management style.

I suggest that you tell your subordinates frankly the way you want to work, the qualities you admire most, and the bottom line of values that you absolutely cannot tolerate, that is, the rules, which is equivalent to telling the truth first. All this is to reduce the communication cost between you and your subordinates, and don't let them spend their time and energy speculating on your thoughts.

The third part is your work direction.

How do you plan to lead the team? In particular, tell everyone what are the same and different practices between you and your predecessor.

Need to remind you that when the rules are set, they must be implemented. We know that every team also has inertia. If you want to do better than your predecessor, you must adjust the original way of working. Of course, I don't suggest that you "fire up a new official" as soon as you come up, which will easily lead to the rebound of your subordinates.

However, I also remind gentle managers that if the behavior of subordinates violates your rules, it is necessary for you to "kill the chicken to show the monkey", criticize and educate, or impose punishment within the scope of your authority, especially at the beginning, you need to show your determination to the team.

Finally, let me summarize with you.

In this lecture, I shared with you two management routes: managing affairs and managing people:

"Manage people by things" and establish a "result-oriented" performance culture in the team;

"Managing affairs by people" pays attention to each member's sense of accomplishment and belonging.

Finally, if you parachuted into a new team, please prepare your policy address carefully.

If you have more ways to improve team members' sense of accomplishment and belonging, please share them in the message area.

Let's call it a day. Congratulations on learning another team management method.

I'm Wen Shu. See you tomorrow.