) How to manage the technical team

I often see people asking programmers if they are suitable for management, or if some cool people are better than me in their hands, or lament that management is difficult. At the same time, a considerable number of programmers dream of taking the so-called expert route-not because they are particularly interested in technology or think they are particularly suitable for taking the technical route, the real reason is the fear of management, and I feel that I am not sure. Is it really difficult to do management? programmers are not suitable for management, so I can tell you: it's not difficult! Suitable!

The above answer is obviously not completely correct. However, what we are talking about today is not the management of a country, it's not about managing a company or half a company. Most programmers and comrades will not have such an opportunity in a short time. This topic is completely beyond my knowledge. Today, we are only talking about basic and simple management, as small as a group of several people, as large as a team of dozens or even 20 people. We are not talking about anything as big as it is, but only in the software industry. All grandfathers have come from their grandsons, and management is also growing from 1.1 points in small management.

 

First Topic: what if there are cool people in the team?

There are a lot of questions about this, but in fact, it is easier to manage a team to encounter the problem of "What should we do if there are no good guys in the team ", therefore, we should look at this issue with gratitude in popular words. A cool person means that you can leave the heavy development or design work to put more time on "idle" jobs such as management and decision-making, it means that you can complete more challenging projects, and that your team may create more benefits to make your management work "look better", and so on. This is a benefit for cool people.

However, it may be a bit cool and difficult to manage. However, it is difficult to determine how much it is because of the question of the ox, and the extent of the question that managers have to figure out. Many people think that it may be psychological because they are not confident enough. Although they are managers, they feel that they are too short to be unique, or, from self-confidence to self-confidence in your own field of expertise, fight revenge, and so on. After a few times, the authority of managers is gone, and the management work will never be good.

There is no big difference between managing cool people and managing common employees, but you must be more careful and understand the balance and skills. Because the cool people usually have a great influence in the team, the management of cool people's work has been successful for more than half. The following are some important points and others can be added as needed:

• The most important thing is to maintain self-confidence. Since we can do this, we must find and make full use of them;
• Relying on but not relying on the ox, and letting the ox know this;
• Note that it is the most dangerous thing to cultivate a new employee. The soldiers they bring are the most reliable;

The second topic: Taoism and surgery

Many people talk about management like to talk about "Tao" and "techniques", especially the half-hanging managers prefer to talk about "Tao". It seems that "Tao" is always a higher level than "skill. For example, many people will jump out and yell when they see our discussion on the previous topic. You only talk about the level of "skill" and also consider the level of "Tao". Others will say, this is to play with the power, no, management depends on the "heart", in a heart-to-heart.

It is naive to say "heart-to-heart". People who have been in the community for several years should know that this article is not always true, even if we prefer to believe it is true. Of course, we must treat others with sincerity and enthusiasm, but this does not constitute a sufficient condition for good management, A leader who is always confused in the strategic direction, even a good person, will lead to a loss of security for his subordinates and will not be willing to follow.

In essence, the relationship between the Tao and the technique is a relationship between the guiding ideology and specific means. It is also the relationship between the mind and the trick. Although it is easy to go out of the way of the mind, however, there has never been a way to stand above all moves and be independent from moves. Therefore, the so-called "Tao" is not very profound and mysterious. It only provides an overall direction for our management work. All the specific work is centered in this direction. I have summarized several aspects of managing a team that must be well done and can barely be called "Tao" as follows:

• Maintain the team's sense of direction, let team members know what they are doing and what they will do in the future, and feel their value;
• Maintain the team's sense of progress and make team members feel that they can learn new things at regular intervals, which is worth your efforts;
• Ensure the sense of belonging and pride of team members, so that the team can be cohesive.

 

Third topic: It's a nonsense to manage without doing anything.

The first emperor in Hero said, "the highest realm of using a sword is not killing." This sentence directly leads to the loss of his sword. Some people like to apply this to management-"the highest level of management is no matter." What I want to say is never be fooled by this, never hide yourself in this way.

Although the realm of "governance without failure" is high, it is not something that can be achieved by other people. Moreover, it has a premise: "It is wise, wise, and strong, it often makes people ignorant and heartless. However, we don't bring our team to eat, drink, play, and play "strong and mentally retarded". This is what Obama is going to do. We have to work so hard to write code to create surplus value for the capitalists, therefore, we still need to implement management.

Do nothing but conceal your incompetence on the pretext of "do nothing. Some unqualified managers may be afraid of or too lazy to worry about it. If they are unwilling to do so, they may use an excuse like this to deceive themselves, after a long time, I even believed that I was a revolutionary, just like Q. For example, when a subordinate is working at work, he does not care if he or she makes a mistake, does not criticize or correct him or herself, or even closes one eye for his/her private work during work hours, then it is not easy to cheat yourself and say that everyone is working. If you want to do something, you can do something better. The boss is a capitalist. It seems to have broken through the red dust, and it's just a breeze. I don't know if such a mentality will cut off my management career, and it's no good for my subordinates, A few years later (if the team has not been dispersed), there will be no progress or Proud memories between yourself and your team. This is a real sorrow.

 

Topic 4: How influence is made

The road to technical leadership tells a story: A team handles a technical problem together. member A actively organizes discussions, but has failed many attempts, member B thought and successfully solved the problem. Finally, when asked the Team members most influential, they chose.

It can be seen that the influence is not only determined by the technical knowledge, the ability to solve the problem, and the number of problems that can be solved. The key to influence lies in the word "influence". Each of your actions that can affect others gradually forms an influence. It is easy to judge the influence. whether others are willing to ask for your opinion or believe in your opinion reflects the size of your influence, it is easier to judge whether you have "younger brother" and how many "younger brother" in your team ". If more than half of your team members are your younger siblings, it is hard to manage them.

There are many sources of influence: age, position, technical ability, personality, education, and so on will affect your influence, but none of them are decisive. So what gives you a little bit of relief is that the talents under you may not have enough influence, however, you must worry that although you are a leader, you may not have an influence commensurate with your position in the team, if one of your ambitious employees is more influential than you are, you need to be careful. If you do not reverse the situation early, you may soon be replaced.

Observe the people who have the most influence on yourself, and see how they affect you. Then, they will learn how to cultivate their influence. Believe me, the biggest headache for all bosses is that there are too few qualified managers in the company, and the most important thing all superiors pay attention to is who has the potential to cultivate managers in their subordinates. So if you are gold, there will soon be a chance to shine. Before that, all you have to do is to cultivate yourself into gold.

 

I have very limited experience in managing myself and limited to basic team management and project management. However, my mom never counted me as an official employee, and all people who know me think it is "especially suitable for technology", introverted and deeply humble. for example, what can be taken to a management position without losing to other colleagues has proved that management is not a daunting task. Although it is not easy, it is no more difficult than technology. Do not believe in things like "it is not suitable for management to do technology". The people who say this are either afraid that you may turn to management to take the lead, either the company feared the loss of technical staff and no one was working. It is not suitable for management. It only has something to do with yourself and has nothing to do with your birth.

Address: http://www.buzhiqiu.com/2011/11/about-technical-management.html