7 years of combat experience! How does a good front-end supervisor lead?

Today, the valuable experience of the past, the author has more than 7 years of technical management experience, most times with 80+ people, now in this is the experience of years of work summed up, definitely not chicken soup >>>

The author of this article @ ten years, without the authorization of the author Please hand Mercy, first thanked:)

Calculate up to do 7 years of technical management, from with 7, 8 people's front-line front-end team to the most 80+ people, under a number of technical director of the team. Dare not say how successful you have done, because it is also stumbling, always feel that they are better at focusing on technology, because management and technology are different, more trivial things, if the write code to my happiness more than trouble, then technology management is just the opposite. But we live not just for pleasure, but sometimes we think, in the role of technical experts I can also be more than technical management to the front end of the contribution more, the reason told me not necessarily, a person's strength is limited, in this era, the front is obviously not lack of cattle, many times we do not rely on a person to fight ...

OK, so many complaints in front of you, start to say something practical.

What is the difference between the two roles of technology and management?

Aside from the skill level of things aside, I think to become an excellent technical staff, the most important thing is to know and be good at exerting their strengths, many excellent technical cattle are well-known and good at this way, so the cow people often have personality, because their characteristics and strong points. And as a qualified manager? The most important thing is not to play their own strengths and promote their own personality, but to see their own shortcomings, to sharpen their own, on this, to know and be good at playing the strengths of others, to tolerate others short. From this point of view, it can be seen that technology and management are not the same dimension, and that many good technicians have the opportunity to become management roles, why there is a difficult period-because the mind can not be converted, so that the skill point is not added.

  Empathy fish?

Do you remember the fable about the pony crossing the river? The squirrel felt the water depth, the old cow feel shallow, who is the right? The common mistake of technical managers is to feel like they are taking on a team member's feelings.

"Why is it so simple, ' he ' is not good?" I'll do it myself. “

"These things are so cumbersome, I do not want to do, not to trouble the brothers below, or I do it myself." ”

The above two cases, whether you do management of the students have met? Just as every family's parents think they know everything about their children, but you really do not understand that what you see is far from the truth. A lot of times a member is going to go and you talk to him before you know that your expectations and judgments are far from his own expectations and judgments. Who is negligent in this situation?

Living space: What you can do, want to do, and need to do

Whether it's doing technical research, platform tools, or doing projects, a technician and a team are growing up in the environment and need to match three concepts, "What I can Do", "What I want to do", "What I need to do".

I can do + I want to do + need me = core value

I can do + I want to do + do not need me = potential value

I can do + I don't want to do + need me = routine work

I can do + I don't want to do + don't need me = Backup

I can't do + I want to do + need me = grow space

I can't do + I want to do + don't need me = self pursuit

I can not do + I do not want to do + need me = not competent

I can't do + I don't want to do + don't need me = no attention

Good managers pay special attention to the "potential value" and "Growth space" of members.

 Team Development: Dependence and Reliance

There is no white trust relationship, there is no white to the right of speech. Many managers hope that the company or the boss "pay attention to the front", but in fact, want to have a "pay attention to the front" environment, should strive for their own. What kind of team has the right to speak? Very simple, dependent team. I am currently with a group of service companies, many of the business in the front-end more than a word, not to say that the business or the entire company how much attention to the front-end, but through a long and smooth cooperation, so that the business side to understand and recognize that the front-end team is irreplaceable. A lot of business before the front-end, front-end work by the back-end students bear, and some of the business before have their own independent team, but in the end they have no exception to our team have full trust, we have a great voice in the business team.

What is this for? Because they rely on our efficient, professional and responsible work.

 What did the manager sacrifice?

As mentioned above, the establishment of trust is a process, people and teams are security needs, unless there is no choice, the normal environment is always inclined to maintain the status quo, and as managers often need to drive the wagon to break the inertia to maintain the status quo, how to do this? In fact, it's easy to put it bluntly, is to break their sense of security in exchange for the development of the team space. There are many excuses for maintaining a sense of security, such as "salary is not up to me", "don't/Don't want to trouble superiors", "don't/don't want to offend co-workers", "don't/don't want to deal with a nasty person/team", "please superiors, please colleagues, blindly agree with others"

1th, the problem of salary, a lot of technical staff are thin, even their own pay benefits are not willing to strive for, they do the manager, accustomed to more than one thing less.

2nd, the fucking manager always suppresses his team's appeal, blindly please the superior, seems to think the superior most like the subordinate.

3rd, Nice, long live harmony.

4th, refuse to communicate with other teams, spread negative messages from other teams in their own teams, or protect bastard mentality.

5th, cannot stop the demand, cannot carry the pressure

Above, is essentially the team managers are unwilling to sacrifice their sense of security (shameless enough) in exchange for the team's growth space, in fact this is often not deliberate, is the character and ability problem. So sometimes we feel that poor managers are targeting themselves or suppressing the team, but in fact, often he doesn't realize or intentionally.

  Team Development II: space for Growth

As a technology research and development, to have a satisfactory salary on it. And as a manager, sometimes you "everytime" not for yourself, but for the team's growth space (there are reasons for their own pay rise, digging haha). As managers need to know, their skills, management level, salary is likely to become the ceiling of the team growth. So what do we do? Technical managers have a more sense of crisis in technology, and if they do not, find someone who is more skilled than himself to help themselves. The management level needs to temper slowly not to say. Salary, try to strive for high, really can't fight, just recruit a salary higher than oneself a lot of people (such as the previous said that the technical cow), so that members of the team have a pay rise space. There are a lot of managers like egalitarianism, always leveling the salaries of team members, which is not really desirable.

  Why do managers pay attention to weekday details?

Managers need to pay attention to details, such as caring for employees. Because managers have the hands of performance and other incentives, including positive and negative incentives. It's easier for everyone to be happy. Negative incentives or stress to employees, many managers are difficult to deal with, sometimes we will blame the company to KPI-oriented, but actually think carefully, in the hands of good managers, KPI is just a tool, whether it is s, a or C, D are incentives, C, D is not hot potato (many managers think so), It's a handy tool, if you're going to be gracious and have authority in your team and be loved by team members. Managers who know rewards are 60 points and have 90 points to punish (effectively punishing employees for growing up without resentment).

  Dilemma: To be responsible or responsible?

My eldest brother said to me, your job is to serve subordinates, not service superiors, my service is good, I do not think how to your team members to serve the good, is what I want to see.

Not all the bosses are like my boss so good, but there is a reason to understand, who is trying to make things? Superior or subordinate?