Team handover: how to land safely and avoid thunder?

What is the beach rush period? When you first take office, there will be many "mines" waiting for you to step on. Even if you have been in middle management for a while, your team performance is not good, your life is difficult, and you are still in the beach-rushing period. At this time, don't think about living well. Just like the special forces rushing to the beach, the first priority is to survive smoothly.

What do you mean, survive? If there is a thunderstorm accident in the team, you will be "dead" directly, and the most dense minefield is handover. In this lecture, I will tell you how the team manager can achieve a safe landing from the handover.

1. The essence of handover is not file handover, but risk investigation.

The essence of handover is not as simple as file handover, but risk investigation.

What your predecessor did badly, if you didn't find it in time during the handover, or after you took over, the original normal team trajectory was disrupted, which may lead the company to question your ability. The biggest problem in the handover process is that we can't find out exactly how many messes left by our predecessors, including unclear business progress, unstable team, excessive financial budget, illegality and so on.

2. Give you a mine-clearing artifact-"Special Handover Sheet"

The general handover is to check the daily work documents, but the problems are often hidden behind the documents. For example, did you hand in your predecessor's work plan? Has the interpersonal relationship been handed over? Did you pay the risk? Among your subordinates, who is doing well and who is not doing well, all these need to be handed over to * * * to clarify the situation face to face.

This special handover list is specially designed for middle managers. I listed nine checkpoints in three categories that need special attention during the handover process. These three categories are business plan, risk assessment and relationship handover.

You can ask the handover person to rate the handover when handing over yourself or your subordinates, with 0-2 points, 0 indicating dissatisfaction, 1 indicating satisfaction, and 2 indicating very satisfaction.

If the scores add up to less than 6, you should be careful, indicating that the quality of this handover is very poor. At this time, you need to get involved. Please hand in the description of the project with a score below 1: Why is the score high? Why is the score low? Don't talk about feelings, talk about facts and evidence.

At this time, this special handover list becomes the handover communication interface between you and your predecessors and subordinates. Middle managers can do a good job of handover according to this list, and can quickly find important problems that affect their business. Even after you take over the team for a long time, you can make a self-inventory according to this list.

3. How to use the "special handover list" for mine clearance?

So, is there any standard for this score? Of course, starting from these three categories, I will tell you what to pay attention to in each part.

First, let's look at the first part: business schedule. You have to hand over your business plan, resources and status gap with your predecessor. In most cases, I don't encourage you to push down your predecessor's plan as soon as you come up. On the one hand, you are unfamiliar with the business and easy to misjudge; On the other hand, learning from predecessors' experience, fostering strengths and avoiding weaknesses, and continuous improvement can also help you get twice the result with half the effort when getting started, while avoiding team instability.

So I strongly suggest that you listen to your predecessor's work plan and implementation status with an open mind. You can try asking these questions:

? First, if we follow this plan, what will be the ultimate goal?

? 2. What are the key projects and nodes in the plan that you must not miss?

? Third, what are the current plans that your predecessor evaluated and may need to be adjusted in the future?

? Fourth, how are the resources such as "people, money and things" given to you by the company at present?

Then, let's look at the second part of the special handover list, risk assessment. The risks that middle managers need to guard against include business risks, organizational risks and legal risks. To check business risks, first of all, look at whether there are minefields in your business that affect sustainable operation.

In operation, we should not only pay attention to sustainable operation, but also pay attention to production safety.

The third part of the special handover list is relationship handover, including external customer relationship, internal superior-subordinate relationship and inter-departmental relationship.

Please note that the handover of a relationship is more than just greeting people. You have just arrived at a new management position, which is an excellent opportunity to improve the internal and external relations of the company. Harmonious partners will not be cold because of changing managers; If the relationship is tense, because the predecessor has left, there is also a chance to improve.

focus

1. The essence of handover is not file handover, but risk investigation.

2. Use the special handover list to check the hidden problems behind the handover documents, pay special attention to mastering the business plan, check the risks of business, organization and legal affairs, and take over interpersonal relationships one by one.