How to be an excellent team leader

a team leader's understanding of management

This should start with the concept of management. Generally speaking, management refers to the process of coordinating the use of human, material, financial and information resources to achieve the ultimate goal of the enterprise through management functions such as planning, organizing, directing, coordinating and controlling.

From another angle, we can also understand it this way:

Management is composed of "bamboo" and "official", which means that management needs to be spurred and rights are needed. Reason, in an enterprise, refers to "law, reason and emotion". Law represents the company's system, operating procedures and operating standards, reason represents rationality and truth, and emotion represents feelings or attitudes.

Integrated management means using our rights, according to the company's reasonable system and employees' attitude, and appropriately urging our subordinates to achieve the enterprise's goals.

the role cognition of the second team leader

As can be seen from the previous section, the final function of management is to achieve the enterprise's goals. So what are the ultimate goals of our production enterprise? We can do decomposition from QCDSM.

Q(Quality): quality is the life of an enterprise. Without quality, there will be no future for the enterprise. Team leaders should lead employees to produce high-quality products on time and in quantity.

C(Cost) cost: managers should strive to reduce costs under the premise of satisfying product quality, including saving raw materials, saving energy and reducing labor costs, so as to facilitate better competition in the market.

D(Delivery) delivery: it includes efficiency, continuously improves efficiency, shortens delivery cycle, and meets customers' fast delivery expectations.

S(Delivery) safety: it is the responsibility of our enterprise managers. It is not only our corporate responsibility, but also our social responsibility to ensure the life, health and safety of employees and the property safety of enterprises.

M(Delivery) morale: staff morale is the basis of the above QCDS, and the level of staff morale directly affects the achievement of our ultimate goal.

our team leader must unswervingly carry out specific work around these goals. These specific tasks have different specific requirements according to the nature of the company. In fact, it is what we often use as a team leader.

To sum up, a team leader has nine roles: leading his subordinates, braving the wind and waves, overcoming all difficulties and achieving corporate goals.

1. Supervisor: supervise and assess the work of subordinates appropriately.

2. Communicator: The upper level information is given, and the lower level information is reached, so that the upper and lower levels can know the necessary information at any time.

3. Coordinator: Coordinate the work and tasks among colleagues and subordinates.

4. Trainer: Give necessary training and guidance to subordinates.

5. Executor: Strong goal orientation and action, not only to finish the work, but also to do it well.

6. Supporters: support the work of superiors and give spiritual encouragement to subordinates.

7. model: set an example, show personal charm and influence subordinates correctly.

III. Management Principles of Team Leaders

Everything is standardized, and team management is no exception. The management of the team leader is carried out according to the following 24 principles, and you will not fall into the misunderstanding of management.

1. Principle of self-reflection: Set aside some time for self-reflection every day, and review your daily behavior. What needs further efforts and correction, what can't be done in the future, and what needs to be strengthened if you do well, so that you can clearly understand yourself, learn from each other's strong points and learn from each other's strong points, and be able to by going up one flight of stairs in future work.

2. Principle of non-complaining: Complaining refers to evading responsibility by complaining about being given reasons. Complaining will not bring anything constructive, but only reduce the possibility of solving problems, thus making us more and more mediocre.

3. Don't say no easily: when we say no, opportunities usually pass you by. Opportunities never appear in the form of brilliance, but usually pretend to be misfortune or failure when they come.

4. Principle of innovation and improvement: Most people are willing to maintain the status quo rather than change. Without change, there will be no innovation and improvement, and there will be no progress, whether it is people or things!

5. Principle of taking responsibility: When we pass the responsibility on to others, we usually give away our higher position and salary. Remember, the ball landed at your feet, don't kick it out again, you are the one who caught it.

6. Strong goal-oriented principle: When we have a clear goal and start to act, you are not far from success. First of all, we must have a clear goal, and then we must take action around this goal, otherwise the goal will be just empty talk. The strong goal orientation illustrates a state of mind. He losers make excuses, and winners find ways.

7. principle of being positive and not exceeding authority: being positive but not adding chaos, being active but not exceeding authority, being in place but not exceeding authority. Be proactive in your work, dare to speak out, and be good at putting forward your own opinions. You should not be passive to Nuo Nuo, and be steady. When dealing with the relationship with your superiors, you should overcome three kinds of misconceptions. First, you should do whatever your superiors say, and you have no responsibility for good or bad. Instead, he kept silent when he knew that there was something wrong with the superior's decision-making, and only waited for Zhuge and embarrassment afterwards. Third, he thinks highly of himself, and does not study, perfect, or implement the ideas of his superiors, or even make another set. Of course, the initiative and bold responsibility of the team leader must consider maintaining the authority of the superior and maintaining the unity of the team. We must not show off, steal the camera and fight for personal authority, and we must not go beyond our own authority in some work!

8. Return principle: In addition to reporting to superiors, more attention should be paid to return. The reward here refers to what our superiors have told us. We should promptly return our plans, progress or abnormality in the implementation process and the results of the implementation, paying special attention to whether the result of this matter is success or failure.

9. Communication principle: communication means communication, and only communication can dispel doubts, not speculation.

1. Flexibility principle: "The system is dead or alive, depending on whether people are dead or alive". We should be flexible outside the principle according to the actual situation. After all, many companies' regulations are not perfect, so we can make changes in the interests of the company. Of course, the most important thing about this kind of flexibility is to have flexible ideas. In fact, we can still try to get the permission of our superiors in advance when implementing it. In addition, flexible management also reminds us that managers should leave some room when making any system, plan and other matters to avoid being too rigid.

11. The principle of three stooges: three stooges are better than one Zhuge Liang. Imagine, how many things can we do after team discussion? Moreover, the biggest advantage of team discussion is that it can improve the enthusiasm of members, because with his participation, he will think that this matter is closely related to himself and will work harder on it.

12. Principle of fact: Grasp the facts, base everything on implementation, and reject conjectures and vague concepts. Speak with facts, speak with numbers, and let the words "like, maybe, probably, maybe" disappear in our language.

13. principle of information transmission: always keep communication with subordinates, so that superiors and subordinates can keep a summary of the situation. The following table (Table 2) is a list that the team leader of XX Company needs to report to the superior. It is a good case worth learning.

14. the principle of taking precautions: one of the reasons why team leaders often put out fires is that they don't make good plans and preparations before doing things, which leads to chaos in production, especially in some abnormal production, which is not as good as rework, trial production and trial use of new equipment, resulting in a lot of waste of manpower and material resources and even directly affecting the quality of products.

15. principle of timely correction: if you make a mistake, the first thing you should think of is to correct and solve the problem in time, rather than trying to argue who is responsible first.

16. training principle: subordinates are well trained because we don't teach them well, which means that all problems of subordinates are, in the final analysis, caused by our lack of training for them. Training front-line employees is a very important task for our team leaders, but the fact is the opposite. Many of our team leaders not only rarely train their subordinates, but also don't know how to train them, and often they can't achieve real results after training.

17. The principle of caring for subordinates: In my management, I once said to my subordinates: "Even if my workshop stops production, as long as employees take time off due to illness, it will not be approved." Of course, in fact, there is no such sentence that has caused the suspension of production. On the contrary, it makes them more willing to work hard with superiors who care about their subordinates. Humanized management and iron discipline are considered to be contradictory in the eyes of many people, but they are not. Any management regulations of the company should be both legal and reasonable. Only by truly achieving humanized management can we do a good job in iron discipline.

18. Principle of Silence: Nowadays, people are fast-paced, impatient when things happen, and easy to act rashly. It is precisely because of this that there is no careful plan that accidents often occur in the implementation process. Silence is not only a method that needs to be maintained at work, but also the embodiment of modern people's temperament.

19. Politeness principle: Politeness is the first step in communication and interpersonal relationship. Some people always think that it is right for others to do things for me, and that is his job. It is wrong to think so simply. Although it is a business exchange, saying thank you will make others more willing to do things for you at heart. In fact, we need to be polite to our colleagues, bosses and subordinates.

2. Objectivity principle: Objectivity means that the starting point of your thinking is not self-centered. If you have a wide horizon of thinking, you will think about the problem from various standpoints, so that you can analyze and solve the problem more maturely and comprehensively.

21. Incentive principle: both subordinates and themselves need incentives, both material and spiritual. Managers often encourage people to do things they don't want to do, things they don't want to do, things they dare not do, and things they can't do.

22. principle of justice: our team leader has the right, whether it is the right of position or the right of reward and punishment, and its application effect largely depends on whether you are fair or not.

23. execution principle: enterprises in China generally have poor execution. Poor execution is also the biggest problem in team management. What are the reasons? Is it a subordinate's problem or its own? The author believes that the most fundamental reason for poor execution lies in our team leader. The discussion of this problem will be introduced in detail in the following content.

24. learning principle: if you are too busy at work, you still have time to study! This is often an excuse for the team leader not to participate in training and learning. Because of this, the team leader will be busier because it lacks the most basic management methods. Therefore, strengthening study is the only way for team leaders to improve their management skills.