How to build a non-technical team

This talk is about how to build a team. This is actually a very broad scope, but this time I mainly want to talk about non-technical factors in team building and analyze the psychological Construction Problems of especially important members in team building. First of all, we should correct everyone's misunderstanding and think that in team building, we usually only need to focus on technical construction. For example, we need to focus on what architecture, framework, specific technology, and training the team uses, focusing on performance is enough. In many cases, can we think about how to build a technical team to succeed?

In fact, it is not necessarily because the key in a good team is people, technology can be taught and learned, but if the team cannot be built on non-technical factors, the team will eventually fail. For example, let's take some common examples for analysis. You will surely encounter a team like this: 1) the team is busy all day and everyone is working hard, and there is not much communication between them. The team members feel like they are doing repetitive work every day, like code robots, writing code into a good framework does not feel a sense of accomplishment. 2) There are many cool people in the team, and only a few common members. Common members feel a sense of crisis, great pressure, and little space for development. 3) the team members are talented, but the technical manager or project manager is not necessarily the best. Therefore, the cool team is not happy, and the boss does not know how to manage the cool team. 4) the team has been in chaos, despite the hard work of the team, the teams with various objective problems are overwhelmed by the storm. 5) the team members are unstable, mobile, and resentful ...... There are many other such cases.

I personally think that, in a technical team, we should pay attention to the following aspects:

1) Goal consistency construction of team members

There are differences between people, but since a team must have a common goal, we must make it clear to the team members publicly at the beginning of the formation of the team, whether you are building a new team or taking over a team halfway. A good suggestion is that when you contact your team members for the first time, you should take out the goal or discuss it, or even reflect it in writing. Later, at the initial stage of team building, the goal of your team has been publicized many times. The goal should be simple and executable, so that the team members can feel the information and encouragement. Of course, you can also set long, medium, and short goals. In the initial stage of team building, the better you preach this goal in the team, the deeper the impression on the members, and the easier it will be to execute in the future. At the beginning of construction, some teams focus on technical issues such as various technical specifications. Even if the goal of the team is not achieved, the results will make your members develop in the future, will lose confidence and goals.

2) identify team members

This is not to say that you need to know their general personal information, team leaders, and the comprehensive situation of each member, such as personal interests, strengths and weaknesses, and expertise. This can be carried out in the way they are introduced at the beginning of team building, but in fact it is best to do some research, for example, the simplest thing is, if you take over a team halfway, you can use a spreadsheet to ask them to make a simple questionnaire, ask them to write their personal information, and write their opinions on team building, it is better to write about the problems that have occurred in the previous team and ask them to express their opinions. This is sometimes better than interview, because people are in such a bad mood, you can write it out (you can do it by name), but some people are reluctant to interview the boss. We recommend that you use the recommended method, which can be used with the company's HR to conduct more professional surveys. We recommend the 9-type personality survey, which is an internationally authoritative personality survey. In this way, you can quickly understand the characteristics of employees and facilitate future management.

3) Give team members a sense of accomplishment

After understanding the team members, you will know their personality characteristics, and you should start to manage them differently. People in a team want to be valued, promoted, and followed, so they must be satisfied. However, due to objective conditions, it is generally difficult to rely on the strength of your team to satisfy the ideas of team members. For example, if they say you want to raise a salary, but you are not the department manager, and you have to add it to them by yourself. There are many constraints, but you should think about it. At your level, what can we do for your team. For example, if you find that your subordinates are a very active learner and have a strong desire to learn new technologies, you must realize whether you can help them. Because a person's psychology is often like this. If he is interested in a certain aspect and motivated, he will improve himself with all his heart (especially for technical personnel). He will eliminate all difficulties, if he finds that the company or team cannot satisfy his desires, he will shake his mind and even consider leaving. So if you realize that, you should first communicate with him immediately to understand his situation and communicate with him more about the issues he is interested in, it makes him feel psychologically valued, appreciated, encouraged, and helped. However, your words will often give your staff great encouragement. Although you may not necessarily be interested in things, even if they are better than you, there is no such thing, for example, you can say: "Your research on this aspect should be promising in the future. I will also look at it with you when I have time to help you see what is going on and whether it can help you solve it. In addition, you can go to the bookstore to check the books written in xxxx or help you ...", In this case, the other party will think that your boss is good. There are also some things that should be known, published, and learned by your team and project as much as possible.

People are competing in the team. Everyone wants to learn what they want and their opinions should not be adopted in the team. In this case, employees will feel that they have a position in the team, competitive. But as you know, this is often difficult to fully implement. All are subject to various conditions. For example, if your team uses framework A, but many of your Members start to learn about framework B, you can think about whether they can be in some internal, small, irrelevant projects, let them show their skills? If they can't, can they use what they have learned to rewrite some old small applications? For example, if your member has learned UML, but your company's documents never use UML, you can consider asking him to try to draw a UML diagram in his own documents, this is actually a good method, and it does not affect your overall situation. In short, the solution is definitely there. You need to brainstorm. A good way is to use the regular knowledge sharing model, for example, you can set up an electronic blog or knowledge base to regularly ask team members to submit their learned knowledge, or at regular meetings on a weekly or monthly basis to require team members to share their recent knowledge, this shows them a stage. Although it is not necessarily a big project, it is enough to make the team members feel satisfied and can make them feel, they are not actually "code robots". If they are feasible, they are even defined as a performance appraisal standard, which will encourage everyone to form a positive learning atmosphere.

4) fully humanistic care for your members

It is a word of fatigue. It is indeed a fact. It is not a fact that your team can lead, such as working overtime. However, sometimes you can focus more on your members in terms of your abilities. For example, in the case of overtime, it is best not to make your team members think that you are a leader who advocates overtime at the early stage of team building, because I believe no one likes to work overtime. Never mention it in a cold tone: If you can't finish it, work overtime. This will give employees a bad impression. To be honest, if you are a responsible employee, you will consciously work overtime and do not need to remind you. We should give employees an impression that they advocate to work hard to solve the problem as much as possible and do not advocate overtime (although in fact, your company may need to work overtime frequently, but never say it out of your mouth ).

There is also more to care about them from some small matters, such as trying not to arrange for female employees to work overtime too late, arrange for compensatory leave, and strive for relevant benefits for employees; usually, you need to organize some cultural activities in private with your members, such as playing sports, singing K, and having a meal, instead of pushing these activities to the company's HR, in this way, you can become a close friend of your team members.

Take care of the interests and needs of employees as much as possible. For example, some employees may like to listen to music and play games when they work overtime, in fact, you must be sure that, without violating the company's system, you must combine your project work arrangements with your staff's feelings and interests, because your team members are "people" first. If you reject all the requirements they need, they will not feel warm to your team members.

5) communicate with your members on a regular basis

This is actually a good method. Single-to-single communication can be done through email, QQ, interview, etc. Sometimes it does not need to be too formal, but it will give members a feeling of oppression and tension, you should chat in a relaxed atmosphere. You can regularly understand what every Member thinks and thinks. Sometimes it is up to you to remember your mind, when talking to your members in the conference room, the family will first guard against you. Chat topics can be about work and life. The focus is to find out the difficulties encountered by the other party. Some of the other party's topics may only dare to talk to you separately. So, we should talk to your members regularly for a good chat next day. I guess this will play a great role.

6) integration with agile XP

This is actually a very proud practice, and it does have some results. For example, in the daily meeting of XP scrum, you can consider hosting by different people in your team every day, this will give them the opportunity to exercise and give them a sense of accomplishment.

7) Give team members a sense of ownership

A good way is to ask team members to submit reasonable suggestions on a regular basis every month. Then, they can read their opinions one by one at the meeting and discuss whether there are any good solutions, if you can solve the problem by the department, you can submit it to the company. The advantage is that it makes your members psychologically aware that they are fair in the team. Everyone has the right to speak, and everyone will pay attention to them, this will inspire their initiative.

8) Encourage more Members

More encouragement should be given to the products of team members. Even if the team members make mistakes, they should also point out in a WAN-to-box manner. Don't say, "How do you do it, screw it up ." Such words, especially in department meetings, should be used with caution for employees who make mistakes. The characteristics of the other party should be taken into account; otherwise, it would be very troublesome. Another good suggestion is to make your encouragement, praise, and full use of the entire team. For example, simply write "good" in the case card on the XP whiteboard ", the entire Whiteboard will see a lot of good red, will make your members feel happy and exciting, QQ, MSN on a simple message to encourage them, will make them feel warm. In addition, at each meeting, it is recommended that you give everyone a certain amount of time to praise each other. This will make the members feel psychologically valued and successful, and then point out the shortcomings, do not start with their shortcomings.