CTO club afternoon tea: Things in technical team management

Abstract:"CTO afternoon tea" is an effective form of collective dialogue. Participants gather together for the purpose of sincere interaction and mutual learning to share their work experiences in a tea and chat atmosphere. The topic of this "CTO afternoon tea" is team management. The invited guest is Xie Xin, vice president of coxin technology.

On October 16, June 27, the afternoon tea activity of the CTO club was held as scheduled. The guest invited at this activity was Xie Xin, vice president of Technology of coxinnet. As a guest, he shared some things he encountered in team management as a CTO. Through these examples, he shared some practical experience in team management with everyone.

 

Xie Xin, vice president of coxin Technology

Ice-breaking games: creating the most valuable Enterprise Department

After the activity began, Xie Xin did not introduce herself to or share topics with other speakers. Instead, we guided the participants to conduct a commercial practice:

Xie Xin divided the guests into two groups, each representing a new "Technical Management Consulting Company", and each company needs to select one as the company's CEO, the CEO will set up two or three departments for the company and select the Department owner.

 

The group team is discussing the company's organizational structure.

After the company and department are set up and the owner is selected, the CEOs of the two companies will lead the Department owner to brief everyone about the company, including the company name and company slogan, and introduce the reasons for selecting the heads of various departments. The Department owner must introduce the Department name, functions, and personnel composition.

In addition, each company needs to select one person to introduce an actual team management case for its members.

Finally, all the guests will vote for the most valuable Enterprise Department Based on the CEO, department leader, and management case of the two companies.

The most valuable Enterprise Department of this activity was finally obtained by the "recruitment" department under "tiangu Management Consulting Ltd", which is composed of the second group of guests. Xie Xin, vice president of coxin technology, also presented two gifts to the winning team, namely, "CEO" and "department head ".

Ice-breaking games not only increase the enthusiasm of guests to participate in activities, but also let everyone learn about some team management content from actual cases.

Management is science, not art

Before the official sharing, Xie Xin said that all his shares should be based on the premise that management is not an art of science.

Most of the time, we are talking about management as an art. In fact, there is a problem with such a statement. Science can be learned, while Art depends on talent. For example, playing the piano is an art. If management is an art, many people should be born to be suitable for management, and others cannot do a good job of Management no matter how hard they work.

Many Western enterprises can develop well for a long time because they have established a set of scientific management systems. Therefore, modern management must be scientific rather than management.

Later, Xie Xin listed some cases and shared some of his practical experience in team management.

Case 1: Implementation of the technology sharing meeting

Each company has an internal sharing meeting. Generally, a sharer is invited to give a lecture. However, there will be a problem. The speaker may encounter various problems before the sharing meeting and asks that he cannot participate in the sharing.

There are many reasons for this problem, such as the lack of preparation by the sharer, the busy work, the inimportance of the leadership, or the absence of KPIs, this also makes sharing people less interested in such people. As a result, the speaker has made temporary adjustments and does not participate in the sharing, which has no negative impact on the speaker, so they will be unscrupulous.

Solution:Make a poster with photos and time on it and post it in advance.

 

Posters for sharing sessions

In his book "influence", CIOs mentioned the principle of "Commitment and consistency". This solution actually applies this principle. Once people make a commitment, especially as a commitment, they will be put under pressure from both the heart and the outside, so that the parties can make their words and deeds consistent with their commitments.

Xie Xin said that after using this strategy, the effect was obvious. In the past three years, only one temporary adjustment was made by the lecturer.

Case 2: Submit a weekly report

Many companies have the habit of requiring employees to write weekly reports. Through weekly reports, we can learn about the work situation of our employees for one week and make adjustments to the work in the next period.

Xie Xin said that in his previous work, employees may encounter various problems when submitting weekly reports, such as late submission, nonstandard format, and non-detailed content.

In such a situation, someone may find an excuse, such as the busy weekend and the lack of time to write. Xie Xin analyzed that since someone can write well, everyone should be able to write well under certain conditions.

Solution:The weekly report is sent to the leaders separately and sent to all colleagues in a group.

This method uses people's social identity psychology. Everyone wants to do better than others, at least not worse than others. When you see what others do, you may feel that you should follow others' standards to complete your tasks.

Xie Xin said that the quality of weekly reports was greatly improved after the group was sent.

Case 3: execution of "secondary Project"

There are priorities, as are the projects that the technical team faces. There are major projects under the leadership, and of course there are some relatively "secondary projects ". The major projects that leaders focus on are easy to get attention and enjoy the advantage of priority. Can the "secondary project" be implemented?

Currently, it is not uncommon for technical teams of various companies to work overtime. Therefore, many companies obviously do not want these "secondary projects" to consume the energy of their employees.

Xie Xin analyzed that not all developers are busy and cannot do anything. As long as you are interested, you can squeeze out time to do what you like. This is an analysis conducted by team members, that is, to guide their interests and make them willing to participate in "secondary projects ".

In addition, it is the support at the company level. The company's attitude towards "secondary projects" is not warm because it is worried that staff participation in "secondary projects" will affect important work. Therefore, when executing these secondary projects, you need to avoid the impact on the company's work.

Solution:Rewards program.

This solution involves two aspects: individuals and companies. One is to guide employees to be interested in material rewards, commendation, and commitment from participants. On the company side, participants are required to ensure that important projects of the company are not affected; otherwise, they are not allowed to participate.

In effect, Xie Xin said that the final implementation was good, the success rate was also high, and the cost-effectiveness was relatively high.

The development of internal "secondary projects" should first be based on developers' interests. On the one hand, this is to complete secondary projects, and on the other hand, it can improve developers' skill levels. Developers can use these secondary projects to exercise their abilities in addition to their daily work.

Case 4: Team building in team management

Team building is the most common project for many teams to manage. Generally, team building projects are limited to eating and singing. This kind of team building has great limitations on the effect of team management.

Xie Xin believes that the effect of team building depends on the importance of the organizer and the level of competence of the organizer.

Therefore, Xie Xin has established a series of systems, such as the manager's turn responsibility system. Xie Xin listed some new projects that emerged after the establishment of the system, such as karting cars, Water Cube, crosstalk, drama, bowling and escape from the Chamber.

Case 5: build an internal technical exchange platform

Many technical teams in many companies have their own technical blogs to share their problems and experiences at work. Then, how can we establish a similar internal technical exchange platform and continue to establish a technology leaders' concerns.

• If you build a blog, can you continue writing it voluntarily?
• Can I send internal emails to facilitate sorting and Viewing History?
• How can I reduce the diving rate by setting up an internal forum?

Xie Xin provided his own solutions to these problems.

First of all, for everyone to continue, we strictly set the time for sharing the content, which requires a fixed time every Wednesday to send the shared content, and the last content sharer will remind the specified next sharer.

Content, determine the title format, such as "coxun Technology Newsletter #3 Technical blog: article topic", where #3 is the blog number, which will be added in sequence later. In addition, a template is provided for the content, and the content length is specified. The content can be original or reposted without any objection.

From the later results, Xie Xin's method worked very well. After the establishment of the system, the Internal sharing mechanism has been able to run independently.

For details about team management methods, refer to documents that cannot be copied.

According to Xie Xin's several cases, the focus of team management is "management" rather than "management ". In the management process, Xie Xin makes full use of the unique human psychology, that is, the human nature, to guide employees to form a benign way of work and ultimately form independent management.

Of course, the several cases mentioned in the sharing also have the characteristics of Xie Xin's team, which can be referenced but cannot be completely copied. As in the sharing process, some other guests pointed out that their team's weekly reports were also sent to the group, but the effect was still poor. Each team has its own unique characteristics. To really manage the team well, you also need to carefully observe the characteristics of your team and members and specify a specific policy system.

The above cases are only part of Xie Xin's sharing. For more information about Xie Xin's case study, visit the PPT he shared in the CTO afternoon tea at csdnshare.

For more highlights and the next offline activities of the csdn CTO club, please stay tuned to the csdn CTO club.