Note: As a team manager, we always hope that every member of the team can have full self-management capabilities and have some expertise in one aspect. As a team member, they all hope that their superiors can give them full authorization, allow them to do their jobs, and allow them to enjoy full autonomy in programming. At first glance, it seems that the two goals are completely the same and should be well matched. What about the facts? The fact is that many managers do not dare to fully authorize their subordinates, because they are always worried that they will not be able to give their own explanations, are afraid that the project will be delayed, and thus affect their position in the company; as a subordinate, it is also common to complain that there is no development autonomy, and that the boss is too fine-tuned. It takes a long time for a function interface to get stuck with you, it makes programming a very creative thing a task that only uses code words. Well, what I want to say is: there is no way to do this. When you and your team are not growing and mature, every team and project will inevitably go through this stage, the key is how each project and team can trust each other, so that their superiors are willing to authorize and their subordinates can be independent. This is a team sentiment on "Authorization and self-management". The core idea it wants to express is: in the world, there is no trust without reason, and there is no authorization without reason, as a team member, the completion of each job should be as much better as possible than the hope of the boss. We must constantly strive to prove that we have the ability to manage ourselves with our own achievements, in this way, full authorization can be obtained. As a team manager, when the team members are not yet fully mature, they should be guided to develop good working methods, work attitudes and work habits in a correct and positive way, to help them enter roles as quickly as possible and complete their self-growth and evolution as quickly as possible, do not take full advantage of everything. If you feel that your subordinates are not doing well, they will be put on the horse. You should try your best to cultivate their work abilities. Otherwise, your products and your team will never grow bigger. In addition, it makes sense to mention some specific measures to enhance the self-management of team members. Introducing the topic ---- A team with powerful combat capabilities has an important feature: Team members can actively and fully exert their talents and abilities in their respective positions. At any time, I am willing to think about the entire team, rather than focusing on my current three-acre location. in other words, we need to give our team members a sense of "ownership" that we have been repeatedly instilled in a few hours ago.
So how can we make team members feel that they are doing something for themselves and taking products as their own products? First, of course, it is necessary to give incentives to team members after the product gains, but in addition, it should also give the team members a full sense of self-fulfillment. in particular, when a small company is in the initial stage of a business, due to limited venture capital, the treatment is generally not high. In this case, it is indeed an important way for companies to retain people if they can provide sufficient and free space for development and a sense of self-fulfillment.
Both aspects of "Trust and authorization" depend on the individual experience and vision of decision makers. Only with full experience in life can we truly achieve the following: "Trust a trusted person and authorize the person to be authorized ". because not everyone is trustworthy, and not everyone is worthy of authorization. It is lucky to meet a group of such people, it is even more valuable.
However, on the other hand, a leader is more likely to gather such a group of people that are trustworthy and can be authorized only when the leader is no problem. therefore, in this sense, recruiting, retaining, and cultivating members by the team is ultimately a matter of personal manipulation by the leaders. this is what we call "group by group, group by group.
For ordinary team members, under the condition of "Trust and authorization", it is emphasized that team members have the following basic qualities: Good self-management ability, know how to plan your time and energy properly.
In other words, only members with such capabilities are trustworthy and authorized, and they are able to do things with peace of mind. if you don't even know what to do today and have no clue, how can you expect the team to give you the important things and trust you?
Although IT professionals are a group of people with high knowledge and culture skills, I think IT circle management is very naive and immature in many cases.
Let's take a very small example: in Chengdu, we often see that employees in a hotel are concentrated before one day's work starts in the morning. The foreman will introduce the work schedule for today, occasionally, you may even shout slogans to boost your spirits and motivate your morale. don't underestimate a morning meeting every day. It will at least make the team members have a very targeted day and clearly define what they should do today, they also know what others should do and what cooperation they need.
What about our IT team management?
After a so-called development milestone is developed, we do not track the quality and progress of efficiency in the process of intermediate development, which leads to extremely low development efficiency, the morale of developers is very drop. why don't we learn from traditional industries?
If team members lack self-management skills, we should gradually cultivate them to learn to manage themselves;
If team members cannot reasonably arrange their time and energy, we should teach them to manage their time and energy.
Take our development team as an example. Every morning there will be a morning meeting. At this morning meeting, every team member will speak. The main content of the speech is three:
1. What have you done yesterday;
2. What are you going to do today;
3. Yesterday's experience and who needs to work today (optional ).
As a team leader, we only focus on the results we have made and do not focus on the specific (Program writing) process, let the implementers of each of our systems have full autonomy in writing code, so that we can freely use our imagination and creativity. who is responsible for the process? It is up to us to manage it.
The three aspects mentioned above are clear self-management content, which emphasizes two words: "complete ".
That is to say, we must emphasize what the results are like, because for products, we only focus on the results, so no matter what stage you complete, you must clearly inform you of the stage and content you have completed. in addition, it is a type of reverse encouragement after we talk about the content in front of everyone. If you do not do well or do not finish the work, you will feel embarrassed, in the next day, we will inspire ourselves to work harder. this is a good way to encourage team members to develop their self-management capabilities.
The team leader has the responsibility and obligation to help the team members learn to grow and develop good self-management skills in constant self-learning.
When most or a considerable number of people in the team have the ability to manage themselves, the overall combat capability of the Team will surely take another step. however, a team that lacks the ability to manage itself and always needs to do everything by the leader and urge itself, the combat power of the Team will inevitably be low, and the fighting spirit will not be high.
A team of leaders must be close to each other, and a team that gives full play to the enthusiasm of most people will have a greater chance of success.
