Challenges for airborne managers (original)

A while ago, I moved to a manager position and led a team of more than 10 people. Just when I joined the team, the pressure was huge and the project was getting out of control. People say that when a competent leader is in charge, it depends on whether he can serve the masses when he is in office; whether he can bear the weight when taking over his or her responsibilities; whether he can help his or her loyalty when taking over the job quickly. As soon as I took office, I was faced with a dual task of serving the masses and bearing the load. Without extraordinary talents, it is difficult to serve the masses, without a sincere ambition, and without a benevolent mind, it is difficult to help loyal. Therefore, general enterprise positions with vacancies will certainly give priority to internal promotions, there is really no candidate to airborne, so the requirements for airborne troops is very high. Without any training, you must be competent immediately. Let's talk about how I use customer service:

1. Observe and pulse

When new officers take office, do not rush to the fire. First, observe the team and organization, understand the problem, observe the stakeholder's interests, judge the fire, and find out the main problems and causes. Next, we will list the main and urgent problems, and then list 1-3 Improvement suggestions. Based on priorities, the above projects will be formulated into a change Promotion Plan (time promotion table), and the main elements such as the project objectives, strategies, implementers, inspectors, and completion time will be indicated.

One advantage of a company's airborne troops is that it can bring a new perspective. He will observe the company from a new perspective and inject new vigor into the company. Therefore, this is the unique value of airborne troops.

2. Find a trusted person and grasp the backbone

First, find the trusted people in the organization, let them 100% support you, and then get the trust of others through their support. You must obtain backbone support for things. They should take the initiative to reach an agreement with their employees, especially the elders. In addition to asking them for advice, they should also invite them to private parties or chat at their own expense.

3. Adjust rules

After obtaining the support from the backbone, we should take measures to govern those who take the initiative to fight against you. Whether wearing a pair of shoes, giving no chance, or making public criticism without naming a name, you can make him understand what the result is. For individual subordinates that are difficult to manage, they should be carefully trained, whether they are eager to learn, learn from each other, or talk about their hearts. They must be carefully tuned to find their hearts. In addition, what do you usually advocate to the team through action, or through praise and encouragement? The implication is to imply your opposition.

4. Building prestige for meetings and training

Through weekly meetings, you become the host to build your own prestige and brainwash everyone. Establish technical prestige through training and solving technical problems.

5. Extensive communication

After the arrival of the new airborne troops, they should extensively communicate with employees and leaders, eliminate their doubts and concerns, and gain their support, using social skills to build a network of acquaintances (including dining meals), lay a solid foundation for future work.

6. The leader is to give the team direction and confidence and hope to everyone.

Leaders must give directions to the team and guide the direction when everyone is confused. When everyone is not confident, they can cheer up the team and infect everyone with your enthusiasm. Provide team vision. You must have vision capabilities. You must be confident in your goals and be enthusiastic and confident. If you have a specific understanding of where you really want to lead people, you are the leader. If you are passionate about letting everyone develop in a certain direction and are willing to make others join you, you are the leader. A leader is not a constant. He must stand in the first direction to guide everyone. Vision helps his subordinates identify and support the company's vision and infect everyone with enthusiasm and confidence.

7. Find the advantages and disadvantages for me

I understand every subordinate, their family, their current living conditions, and their advantages and disadvantages.

8. be strict with yourself and set an example

Management is the power of role models. If you are not strict with yourself, it is difficult to gain prestige and leadership. When it comes to failure, your leadership will be completely lost. Therefore, the promise must be fulfilled. Whether it is work time, enthusiasm, enterprising spirit, or personal temperament, it will bring a benchmark impact to the team. This is why a lion team is brought out.

9. Establish a talent echelon to ensure the availability of the team

Establish a talent backup plan to prevent single point of failure, establish a long-term construction mechanism for the talent team, and ensure the availability of the team.

10. Motivation: find everyone's G points

Motivate subordinates, motivate their potential, and praise and encourage them in a timely manner. Basically, every management textbook is written like this. However, practical experience tells us that knowledge workers and creative workers are not so easy to motivate, and previous incentives will not always work. The incentive for innovative talents should be accurate to the gpoint, which varies from person to person. The focus is: 1. let him realize the significance of hard work 2. when he realized that he was engaged in a great career that attracted him deeply, he often devoted himself to 3. what subordinates need is not material rewards, but the "recognition" of their superiors and the "status" and "authority" of their teams ". 4. Continuous development of team members is only available for the continuous development of the team.

A successful leader can find out what the employee attaches importance to and adjust it so that it is consistent with the company's focus.

11. Proper Use of authorization and training

Whether to arrange tasks by hand or authorize them out depends on the specific situation and whether your subordinates and current tasks are suitable for authorizing their subordinates. Some tasks cannot be authorized, such as performance evaluation. If you authorize your subordinates, you are still responsible for the results. So you need to follow up in time to prevent out-of-control and deviation.

12. Stable and stable performance upgrades

The Team has several stages such as formation, stability, development, prompt, and decline. In the initial stage, the team is dominated by basic, rule-based, and vertical channels. After the class is ready, you have a group of famous stars to support it, the main business is stable, that is, the team is stable. The next step is to steadily upgrade. If the team is stable, it is also a problem. If there is no battlefield in peacetime, what should I do? 3-5 management highlights should be created in strategy to upgrade management performance. For example, the new innovation project opened up by the company is a new battlefield. You have taken the initiative to develop your own lives, restructure your business, and open up new battlefields. How can the leadership level be reflected if there is something wrong with it?

13. Train Management Personnel successors

The first question is who will be the successor? Of course, it is a suitable person. One premise is that, for example, a person can not only do his job well, but also find some additional useful things to do and have a certain influence in the team. The second question is how to cultivate the successor of management? The method is to learn and add band. Is it useful for him to learn PMP or MBA? Useless. Management is practice, and management is art. Management should be balanced, social, and knowledgeable... once you observe the potential successors, it will be a three-level jump, one-hop enablement, two-hop authorization, and three-hop to the title. The management guide puts these people into some practical scenarios, such as recruitment scenarios, such as performance appraisal scenarios, such as downsizing scenarios, such as budget scenarios ....... Once all this is done, wait for a job to be assigned to him. either wait for a job vacancy, or the new department should employ persons .... you need to know how worried the leaders are when they have grown up but are not where they are. On the other hand, it is a good thing that everyone has backup. Imagine that if no one can take over from him at all times, he would not be able to give him a great opportunity. Once he gave him his original job, he would not be able to afford it. In a virtuous circle, each person finds a quasi-successor for himself and then trains him. In this way, the people below have grown up, and they have more freedom to choose new growth opportunities. Managers are reducing the reliance on people, and the efforts of every professional are actually improving the dependence of the Organization on themselves. This is how they evolve the Organization while ensuring efficiency, this is a win-win situation.

14. bear the pressure and do not pass the pressure

Leaders may face various kinds of pressure, but when your KPI is poor and your boss is scolded, will you go back and scold your subordinates? Absolutely not. Do not transfer pressure to subordinates. You must give your subordinates smiling faces, enthusiasm, and confidence. As soon as you know, the project has reached a time of crisis and you have reached the most dangerous time ..... at that time, you had to pretend to be confident, smiling, enthusiastic, and hopeful, so that your subordinates could reverse the game and get positive results. Put pressure on yourself and smile on your subordinates. Taking on the pressure rather than passing on the pressure is the true leader.

15. Manage Your Boss

Why is there always a better solution for your leadership? Have you ever thought about it? Because he has more resources to transfer, but you do not. Therefore, he has a higher perspective and can systematically think about problems. If you are in trouble, why don't you ask your boss for more resources? Maybe some of your boss seems to be doing their best. It also depends on the type of the boss. If it is passive, you need to take the initiative to ask more, such as his expectations for you, his weaknesses in office, and the dict ..... if you are proactive, you can report your work in a timely manner.

16. Find your location

Wise, wise. You must find your position in an enterprise. Find out what the company lacks and what you are good at. This is exactly your starting point and gives full play to your unique value to the company. Do not rashly take actions. As a new airborne person, if you do not know the situation, you will be in a hurry. It is very likely that you will be positioned as soon as you take a shot, and it will be difficult to change after the first impression.

17. One more thing ....

Of course, we manage 10 people, 50 people, 200 people, and 20000 people... the required management capabilities and leadership are different. The leadership and leadership are different. The high-level retreat, middle-level courtesy, and bottom-layer pragmatism are another things that should be discussed in the future. This article only applies to 10 people.