The role change from technician to management (Part I)

The former refers to the change in the role of technical personnel to management, first of all need to achieve from work to control the change of people. Secondly, we need to realize the change from the fear of communication to the willingness to communicate with others. In addition, there are several other role shifts that need to be implemented.

The third shift: from persistence " I was right. " to learn to compromise

Let us first look at a case: due to the size of the parts returned from the precision is not enough, the prototype assembly difficulties, performance is not standard, the project Manager organization structure engineer Zeng and the procurement engineer to discuss the solution, the process of structural engineers and procurement engineers each, the two sides of the dispute, the following is the dialogue between the two sides.

Structural Engineer: Drawing I have carefully examined again, there is no problem, it should be the supplier that processing technology can not meet our requirements.

Purchasing Engineer: After these two days and the supplier's mail, telephone communication, the drawings still have problems, the supplier that the drawings did not consider machinability, the width of the folded edge 4mm, can not do, the low pass rate is normal. Moreover, the company is not the first time to do this kind of processing parts, such as before, the width of the folded edge is generally more than 5mm, or even larger, so there is no problem processing. This time the requirements are indeed high, and raw materials are more rigid than before, so the size deviation is larger.

Structural Engineer: The drawings absolutely no problem, this is the design specification, you see. Said to take out the company's design specifications out to everyone to see, to prove that their design is in line with the design norms.

Purchasing Engineer: You are right, but design, need to consider the actual situation of the supplier, now the supplier is our company's long-term partner, is through several departments of the company certified together. If you want to find a new supplier, time and cost are too late, so it is better to change the design drawings.

Structural Engineer: Drawings No problem why change? Suppliers do not, that is your purchase problem, you should change, why do not you find processing capacity of the factory? Instead of what the supplier can do, what kind of drawings we have, if the supplier later said that the edge of the 10mm can not be done, it is not our structural designers also to change the drawings to 10mm folding edge?

......

Similar cases are happening every day, and the notion of "I am right", like Zeng, is very common among technicians. From the truth, Zeng is indeed right, in the long run, to improve product performance and quality, the company needs to introduce more processing capacity of suppliers, but to solve the immediate problem, modify the design is likely to be the most feasible solution, which requires Zeng to make concessions.

As with the above case, many times, insisting that "I am right" does not help to solve the problem, can not effectively promote the work. Solving the problem requires finding a solution in the imperfect reality, often requiring a "reasonable" side to make a temporary compromise. As a manager, the most important thing is to solve the problem quickly, to promote the work, not to determine who is right and who is wrong.

"Compromise", Huawei's president, said in the "grayscale of Management", is a consensus reached between the parties or in a number of situations, and it is not the best way to solve the problem, but it is the best way to do it before there is no better way, because it has many benefits. ...... 。 "Compromise" is a means to achieve the goal, when the target direction is clear, if blocked, we compromise, around a bend, always better than the time, why do we have to hit the south wall?

Therefore, when the "Zeng" go to management positions, it is necessary to carry out an important role change, that is: from the insistence that "I am right" change to learn to compromise.

change of four: from being a jolly fellow to daring to do " Wicked " .

Case: Zhang Yide's distress. Zhang Yide was raised to work as a hardware team leader with 12 hardware engineers. 6, 7 months later, Zhang Yide found that the work carried out very not smooth, rather distressed.

Hardware group workload heavy, but in the allocation of work, when the subordinates put too much work, hoping to lighten the load, Zhang Yide always feel embarrassed to subordinate "excessive requirements", had to do more than their own. In addition, in order to live up to the leadership of the trust and expectations, Zhang Yide in mind, "I am responsible for the work of the hardware team must be well done, can not problem", some important work to subordinates are not at ease, have to do their own. In this way, I do more and more things in person, all day long, still have a lot of tasks can not be completed in time. Commitment to superiors and other departments can not be achieved, not only affect their performance indicators, but also dragged the relevant departments of the hind legs. Zhang Yide was troubled by this.

Work, subordinates a sense of responsibility is not enough, there are some mistakes that should not appear, Zhang Yide want to criticize some, but also bad sense said too heavy, afraid to hurt subordinates self-esteem, subordinates will be unbearable. Results each time is just an understatement to remind subordinates to seriously, and finally found that subordinates did not recognize the seriousness of their problems, work has not changed, Zhang Yide so quite distressed.

A succession of two quarterly performance assessment, due to the overall performance of the hardware group, according to the company's mandatory distribution of the provisions, hardware group quarterly has a check for D (D-To be improved, is the company's worst level). Zhang Yide worry to the D of the quota controversy is too big, performance interview face on, had to take a few performance General Staff turn d of practice. Even so, the first two subordinates of D are not satisfied. Zhang Yide was troubled by this.

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Similar to the troubles of Zhang Yide many technical personnel to the process of management have met. In the final analysis, Zhang Yide is still a "jolly" mentality, afraid to do "villains". As a manager, Zhang Yide must realize that to be a qualified manager, he must have the courage to do "wicked". To dare to the strict requirements of staff, the co-creation of the advisory opinion, the staff is not strict in fact, the employees have been injured, delayed the growth of employees, employees in the future career in the lack of competitiveness. As long as this concept changes, Zhang Yide will find that it is not a difficult thing to be strict with employees. We should be brave and realistic to evaluate the staff, point out the deficiencies in the work of employees, and give staff suggestions for improvement to help them grow. As long as from this point of view, Zhang Yide will find that in fact, to the staff a bad evaluation is not so difficult. Specific skills see co-creation other consultant articles-how do performance interviews go from "dissections" to "going smooth"?

Therefore, when the "Zhang Yide" go to management positions, it is necessary to carry out an important role change, that is: from doing "old" to Dare to do "villains."

Co-create the force that the above two aspects of the management of the technical personnel, is also crucial, the success of the transformation is also to a large extent affecting its ability to grow into excellent managers.

The role change from technician to management (Part I)