Give you a team, how are you going to take it?

Today, Xiao Zaojun wants to talk to you about a special topic.

Once on the job, many students are very concerned about how to get promoted and raised, become a general manager, become a CEO, and get married to reach the peak of their lives. . .

What we are going to talk about today is "being a leader".

This is actually a very sensitive topic. As the saying goes, "A soldier who doesn't want to be a general is not a good soldier." Many people have the idea of being a "leader", which is human nature. There is no need to hide and escape.

However, what kind of people can be promoted, how to be promoted first, and how to manage a team for you are really a problem worthy of serious consideration in advance. Especially for students who have no team leadership experience in their student days, this aspect will be even more chaotic.

Generally speaking, "leaders" are divided into three types: grassroots, middle-level and high-level. Different levels have different dry methods. And different types of companies have different promotion methods.

What Xiao Zaojun is going to talk about today is the first step of managing the team-

How to be a grassroots cadre?

Join the work after graduation. It took me about 1 year to become the technical manager, and it took me two years to become the technical director and technical director of the field project. Later, due to personal reasons, I left the front line and successfully competed for the headquarters business manager. Later, he became the director of the business line and the section chief of the administrative line (the youngest section chief in the department at that time).

Therefore, Xiao Zaojun's grassroots team management experience is still relatively rich. How to be a good grassroots cadre and bring a good grassroots business team, Xiao Zaojun has a good say.

Bringing a small team well is the premise of stepping into middle and high-level management positions. If you can't lead a small team well, don't think about being in the middle and high level. You see, in the army, an officer must be a good platoon leader and company commander before he can become a battalion commander, colonel, brigade commander, division commander and commander step by step.

To put it another way, if the grass-roots management of a large company is not good and the fighting capacity of the grass-roots team is not good, then even if the scale is large, the large company is not competitive and it is very easy to go bankrupt.

Having said that, how can we become an excellent grass-roots manager?

First of all, Xiao Zaojun thinks that the most important thing is the sense of responsibility.

When many people look at the issue of promotion, the first thing that comes to mind is honor, or "face".

When I was a child, elders often said that someone was an "official", powerful and proud of his ancestors.

-"Oh, XXX is a leader, what a beautiful scenery, and he can manage people."

In fact, in the eyes of most people, they only see the surface, and few people are willing to put themselves behind the surface.

You can see the glamour on the surface, but you can't see the responsibility and pressure behind it.

If you want to be a team leader, please think about the responsibility behind power first. The greater the power, the greater the responsibility. When you have only one ordinary employee, you just need to take care of yourself and be responsible for yourself. Once you become a leader, you should be responsible for every member of the whole team. The probability of a person making a mistake is not high, but what if there are ten people and a hundred people? For a company with tens of thousands of people, the person in charge of the company is basically walking on thin ice.

Everyone's leadership is different, and they are all constantly exercised. The great soldier Han Xin was asked, How many soldiers can you take? He replied: "Han Xin leads troops, the more the better", which is really awesome and leads endlessly (+).

Such people can't be good leaders if they try their best to take credit and avoid responsibility. Your superior leader promoted you and gave you the team. There are requirements, not for you to force. He needs you to shoulder the responsibility and complete the task. Because you can't finish this task alone, I'll give you a few people to twist into a rope to finish the task. If you choose to avoid responsibility, how can the leader entrust the team and tasks to you?

Not only your leaders, including your team members, but also count on you. The so-called one glory is all glory, and one loss is all loss. As a team, that is, in the same boat, the expected return of employees, even whether to stay or not, depends on your team leader. No one wants to follow an irresponsible leader.

In short, the first factor in choosing a team leader is whether this person dares to stand up and take responsibility.

Then maybe someone will ask, isn't business ability the most important thing to be a team leader?

According to Xiao Zaojun's experience, at least in technical posts, those who are often promoted are not the ones with the highest technical level. If it is a first-line project, business ability is actually a very broad concept, including both hard indicators such as technical level and sales performance, as well as soft indicators such as communication and coordination ability, task follow-up ability and risk control ability. The selection of cadres should not be based on a single hard index. Just because a person can do things well by himself does not mean that he can lead the team to do things well. We'll talk about this later.

However, the ability of the main business areas is very poor, and it is obviously impossible to be the person in charge, because there will be problems with prestige. It is difficult for a person whose ability is questioned to have authority in management. Even if you reluctantly turn over a new leaf for various reasons, and you still can't make achievements to prove yourself after a long time, then the final outcome will be even more embarrassing.

To put it bluntly, business ability is a threshold parameter for job promotion, not an optimization parameter.

As a leader of a team, the most important thing is that rewards and punishments are clear.

The essence of team work is to set goals, make plans, divide work, follow up and produce results. For all aspects of the whole process, the responsibility of the team leader is global control. The main means of controlling the team is reward and punishment (therefore, management empowerment usually gives reward and punishment rights).

It is fair and just to reward and encourage outstanding people and punish and criticize backward people, and there can be no bias. Only in this way can the overall combat effectiveness of the team be closer to the best. Encouraging outstanding people is equivalent to fueling the car and making it run faster. Stopping wrong behaviors and attitudes in time is to prevent rollover.

Using rewards and punishments skillfully, the team will basically manage more than half, and there will be no problems in normal operation.

When it comes to being a leader, most people may think of that strong and aggressive image.

Is it true that only the strong can be leaders?

Actually, I personally don't think so. Rather than being strong, it is that leaders must adhere to principles.

Adhering to principles and bottom line is the key feature of being a good person in charge.

Some people like to be peacemakers and be good people. The superior leader arranges you to be the person in charge, and you represent the interests of your leader, your team, even your department and your company. You can't just give up your principles and sacrifice your interests.

For example, if your department cooperates with other departments to complete a certain work, you should clarify the responsibilities between departments on behalf of your department, strive for company resources and seek the distribution of task income. If you give up your principles at will, do a lot of things you shouldn't do, and grab a lot of interests that should belong to you, then you are an incompetent departmental interest representative. To put it bluntly, this is equivalent to taking the interests of the department and getting the personal goodwill of others (the seller seeks glory).

We often say that "the villain comes first, then the gentleman", that is to say, under the premise of principle, we should show our strength first, and then use the existing chips and room for manoeuvre to negotiate and exchange, which will not lose the interests represented, but also give the other side a step. (Kind of like negotiation skills, hehe)

Being in charge is to represent interests. The current social situation is that the weaker you are, the stronger your opponent will be. Everyone is trying to figure out each other's lines and will pick soft persimmons. Therefore, strong people will have greater advantages.

Behind strength, there must be principles and interests, not strength for strength, nor blind greed and aggression for interests. In our work, most negotiations are not zero-sum games, but win-win. If cooperation with you will not bring any benefits, and no one is willing to cooperate with you, you will become isolated. This is not a good result either.

Next, ambition.

The word ambition is regarded as a derogatory term by many people. Actually, I don't think so. Personally, I think there is nothing wrong with desire, but the ways and means to realize it must be reasonable and legal.

In fact, ambition has a lot to do with people's personality. Some people like to be aloof from the world, just want to do their job well and take the profits that should belong to them. Others want more and have a strong desire. Desire is based on pursuit, and the realm of no desire and no demand is difficult to achieve.

I still suggest that young people who have entered the society should have some ambitions and pursue them when they are young. Ambition is not necessarily a promotion and salary increase, but an ambition to improve one's ability and realize one's personal value. Didn't Master Xing also say, "If there is no dream, what is the difference between being a man and a salted fish?"

If you are the leader of a team, you must be ambitious. You are not working hard for yourself, but working hard for the team. Without ambition, you are not qualified to stand up and represent everyone's interests. You don't have desires, others do. Desire will bring motivation, and the development and progress of the team needs motivation.

Let's talk about the ability training of team members.

As a leader, you don't need to be competent for every role in the team, let alone be proficient in every job. But the person in charge must be familiar with every business and always pay attention to the ability training of team members.

At this point, Xiao Zaojun has never done well. When I first took the team, I liked to do everything myself. I would rather do more things by myself than assign tasks or delegate responsibilities. My original intention was to hope that the players could relax, but later I found that the result was that I was exhausted. Moreover, for team members, it doesn't help at all. If they don't try to do it, they will never do it. If they don't do more, they will never do it well. If you leave the team in the future, or if they leave the team, you will find that excessive protection will harm them. What you should do is more support, guidance and resource guarantee, rather than taking over.

As a person in charge, you need to put yourself in a correct position: you need to stand back when you get honor and stand up when you accept criticism. This is what a good leader should do.

Finally, I want to talk about control and obsessive-compulsive disorder.

Many people like to complain about their superiors, as if they are in charge of everything, like to tell people what to do, mail flies around like snowflakes, and treat themselves as three-year-olds

Judging from the experience of Xiaojujun, there are several possibilities for such a situation:

1 This leader is new, or this team is newly formed. Because I don't understand the relevant situation, there is no running-in between teams, so there are many things. As the person in charge, we must follow every detail very carefully in order to ensure the normal completion of the work.

2 There are problems in the workflow, the organizational structure of the team or the division of responsibilities, which leads to more situations, which leads to the team leaders being exhausted and fighting fires everywhere.

3. The team leader is deliberately active for the purpose of self-expression.

In short, this phenomenon is not normal for a stable team, an organization with smooth workflow and clear responsibilities.

It is understandable if this happens in grass-roots work, and it will be in big trouble if it happens in the middle or high level.

As our long-time employees know, what we are most afraid of is that senior leaders "stretch their hands too long" and take care of things that should not be his business. This kind of leapfrog management is very harmful to normal work. What's the story? Cover up strategic laziness with tactical diligence?

Too much interference with team members will affect their self-confidence and reduce their working space, which is not conducive to the exertion of subjective initiative and imagination. And it will affect the execution of the normal process and make the goal more vague. Even in a difficult situation, as the person in charge, we should be steady first and not show impatience. If the coach is unstable, the military will be unstable. If the morale of the army is unstable, everything will be over. Sun Tzu's Art of War said: "If there is thunder in your chest and your face is like a Pinghu, you can worship the general!"

Well, the above are some of Xiao Zaojun's views on how to be a good team leader at the grassroots level.

In fact, for most people (especially freshmen), the first thing to do is not to care about promotion, but how to do a good job in basic work and their own jobs. Just as Xiao Zaojun said to everyone before, "Be a man first, then do things, then be an official" theory, it is natural to learn to be a man first, then do things first, and be an official. Quick success and instant benefit often backfire.

However, whether you want to be a "leader" or not, even if you just want to be a "soldier", knowing some logical common sense of team management will help you put yourself in the other's shoes and do a better job as a "soldier".

I hope that Xiao Zaojun's sharing today will help everyone. See you next time! ^^