Many founders are from product managers or technical engineers

Start-up or start-up of the Internet companies, because many founders are product managers or technical engineers born, so, for how to manage the team instead of a big headache, the following from the Netizen Linan answer, these 10 rules can give entrepreneurs a certain reference and learning.

1 Clear Framework

The most important thing to take over any department is to clarify or readjust the organizational structure. The key of architecture is: who is in what position, what content is responsible for, must be clear.

The so-called "clear" means:

Two people are not allowed to cross the charge

We don't allow collective leadership.

No vague areas allowed

Out of the question, we all know who should come out and take responsibility. The achievements, the credit is very clear.

2 Clear Goals

The leader is not the man who decides how to climb the ladder: He is the man who decides to put the ladder on the wall.

So he must clearly point out this direction and convey it to all the staff. If this is not done well, then the excellent team will not come up with good results.

3 no power, no responsibility

The horse did not let the horses run, and the horse did not eat grass things.

You explicitly entrust your request with a clear mandate and resources. Otherwise, the responsibility for the problem is not his, but yours.

An important duty of the boss is to solve the problem that their subordinates can't solve. And what you can provide is actually power and resources. Use them well.

4 visualization

The biggest problem with a big team is that you don't see the problem.

Even if the team is small, it is necessary to assemble a visual combination of tools and processes. Then your team will have enough scalability.

Like what

GitHub allows you to see every commit by every programmer.

Issues allows you to see the problem solving process.

Pivotal Tracker's Burndown chart allows you to see the efficiency of the entire team.

Micro-trust allows you to communicate in real time.

Wiki based documentation and reporting gives everyone a clear picture of the project

You don't really have to follow these, but you need to have the ability to see them. In order to master first-hand materials in case of problems. And team members know that his or her things are "likely to be seen", and that the efficiency and quality of the execution will also improve.

Visualization also means "symmetry of information". All of the above tools and processes will ensure that team members understand the "new project" at the lowest cost. Ensure fast and accurate response.

5 flat

Do things, do not set too many levels. Make sure that whoever is in charge of anything can directly find the person who can make the decision.

6 Partitioning and appropriate intermediate result checks

Dividing a large project into multiple points of time for inspection can effectively manage risk.

Make sure that the results you check are not imaginary. must be visible, preferably a touch-sensitive product. Import some agile management methods to ensure this.

7 Advance Request Promise

One thing that is often overlooked in management is the lack of commitment to team members in advance. A "task arranged above" is often not done well. And a "up commitment will do a good project" is different. Though probably the same thing.

8 Don't try to change a person

People are not immutable, but often the cost of a company is not appropriate.

If a person does not do well in his post (not in the process of rising), the best way is to put him in a more appropriate place.

The so-called "potential", "slowly improve" and so on are often wishful thinking.

9 results, no excuses.

There are only two things at work: it's done, or it's not done.

If it's not done, what do I want to hear about the loss? Is there any way to fix it?

As for why you screwed up, what kind of dog blood is in the middle? Don't report it to me. It doesn't make any sense to report these things afterwards.

10 Continuous improvement

"Improvement" is one of the core methods of Toyota management. The world is changing at a rapid pace, and today's effective methods may fail tomorrow. Observe the team, find the problem, and keep improving.