[Cultivation 7] team building-respect

Knowledge workers can inspire their work enthusiasm only when they are recognized and respected. The supervision-based management method of manufacturing plants. The absolute quantitative assessment indicators will become invalid in the management of knowledge-based teams, which is a challenge for managers, drucker also made a clear distinction between managers and such supervisors in "effective managers". The opinion is that supervisors are superiors, but not managers. A positive, conscientious, and conscientious employee with a career mentality does not have to list all the research results here. Respect is the cornerstone of building a culture of encouragement. If there is no respect, encouragement is a castle in the air or a short passion. This document focuses on how to give employees sufficient respect in the project management process. 1. Significance of the project A sense of accomplishment is the best incentive solution for the team to move forward. The establishment of any project is meaningful, if the entire project team can clearly recognize that they are doing another thing that is significant to the department or the company at all times, they will often be able to regain the strong combat power of the team. If you are concerned, you will be given a sense of value, and you will feel more responsibility for the matter. Recommendation strategy: 1) when the project is started, senior leaders will mobilize and publicize the significance of the project. 2) in the middle of the project, the planning owner/project manager should be able to regularly send out the expectations of some marketing personnel/customers for the project. 3) after the project is over, the senior leadership should be able to report the project's achievements. 2. Project Time EstimationThe estimation method I personally highly recommend is bottom-up estimation (For details, refer to the previous article: three-step time estimation ), the bottom-up estimation can give the project team members a certain say and sense of ownership, and mobilize everyone's sense of responsibility. Generally, everyone is willing to take responsibility for their own decisions, however, if the tasks directly under the leadership are especially urgent, there is usually a conflict. Of course, experts are required to provide guidance and checks on bottom-up estimation, including estimation of missed items and routine time consumption in the project team, we also need to discuss and reach an agreement on the time for the opening of the lions. Under the project plan made by this estimation method, if a problem occurs at the end of the project, although the project manager has to take direct responsibilities, the project team members are usually relatively independent and willing to share the difficulties with the team. This is because decisions are made by everyone. Recommendation strategy: we recommend that you use the bottom-up + expert guidance method for estimation. If there are personnel in place or there are restrictions on the estimation cycle, at least ensure the participation of key personnel, use the top-down estimation method with caution. 3. Make good use of overtime CultureIt is natural for an IT company to work overtime. If a company does not work overtime, it may feel abnormal. As a project manager, we should first understand that overtime is a common phenomenon in IT companies, but it is true that the team members have made extra contributions to the project and they have sacrificed their time to reunite with their families, it sacrifices the rest time and even affects the health. This kind of behavior deserves our respect and we must be careful when using this power. 1) Don't throw a phrase, such as "if this is not the case today, it will be solved by hitting the ground". Such remarks are a serious indifference to the extra dedication of employees, and with a strong personal will 2) ensure the transparency of project progress from time to time, can be released in the form of weekly meetings, daily reports. When the team encounters a rush hour, it is difficult to explain to the parties the difficulties the team is facing. In short, overtime is a difficult decision for the performance of the entire team, not the personal wishes of the Project Manager. 3) project managers should take the lead whenever possible during overtime 4) in some public places, especially when there are superior leaders, publicly praise those who have made many extra contributions to the Team 5) performance appraisal must be result-oriented, and should not be about the number of heroes who work overtime. However, we need to take other measures to comfort the hardest-performing recommendation strategy: overtime is a kind of dedication, and we should be careful when using it, take it seriously. You cannot simply use it as a manager's power. Otherwise, you will be asked to compress it for a long time. 4. Open communication team atmospherePeople want to have a say and influence the things they care about. From election of national leaders to daily work and life. If the right to speak has been suppressed for a long time, it will lead to suppression and rebellion. Therefore, it is important to build an open communication team atmosphere. After being enlightened, the Project Manager can always get a lot of better solutions than expected in some discussions. A powerful manager is easy to execute to a certain extent, but easy to be defeated by his own blind spots. An enlightened manager can often use the collective wisdom to gain followers, making it more likely to gain prestige. Recommendation strategy: 1) when formulating key strategies such as the Project sandbox, all projects should be involved in the discussion. 2) the project manager encourages you to discover and ask questions. Good measures can be implemented. 5. Responsible households vs big pot mealsFrom the beginning to the end, responsibility assignment should be the most ideal way of assigning work. In this way, team members have their own land, I usually want to spend more time and energy working hard (for example, a brand new Module). If this module is another aspect that he has been trying, it will be more perfect, we have reason to believe that he will be passionate here. However, there is always no perfect solution and a general solution in the world. Although responsibility-based ownership is so good, we cannot achieve this expectation in some projects. The two versions I have personally experienced have encountered such a situation. The commonality between the two versions is that the coverage of a large system is very large, and there are many small changes (for example, replacing all UI systems ), however, based on the complexity and history of the old system, the project may encounter many bugs in various ways. It is difficult to determine who changes the problem or who is responsible before the bug is found, in this case, the ownership system becomes invalid. In the face of so many bugs in the system, the Project Manager can easily think of a way: "That is, allocate bugs to everyone, set the metrics, and solve 3-4 bugs for each person every day ". During the two project experiences, the project manager did come up with this method. The difference is that the former has been implemented, and the latter has been blocked by me. The reasons are as follows: 1) team members are prone to be unrespected and regarded as machines for solving the problem. 2) Collaboration between teams is difficult and this indicator is overly emphasized, for example, if you don't fix or change the number of bugs every day, you have to work overtime until, which will lead some team members to get the chance and compete for bugs that are easy to handle every day. 3) You cannot take the initiative of others, if the goal of the team is different from the individual goal, the mechanism of the big pot seems to be more appropriate. If the team does not reach the goal, it is necessary to work together or work overtime to solve the problem, instead of blaming someone. Recommendation strategy.