Thinking of a "three-no-manager"

This article in my public number of articles, the latest article please pay attention to the public number.

First, Introduction

Two or three no manager

Three or three how to manage without managers

Four or three the bitterness of no manager

V. Emotional quotient Promotion

Six, the excellent manager

First, Introduction

Leaders in the nail group sent an article "technical manager of the required course: knowledge of people and the use of the 10 essentials", after reading a long mind. Does such a leader really exist in the real world of work? Why can't you meet such a leader? Why are such leaders the leaders of other people's homes? This reminds me of the third year of work, a bitter "three without manager" experience. At that time, only want to do things well, but ignore the other factors, leading to the project in the process of progress is struggling. Although the project has achieved good results, but a central acid is no practical experience of the people can not understand. If you look at it now, then the idea is really to Yong. Fortunately, technical people's "simple and trustworthy" style of work has been retained so far.
Next, talk about the experience is not too rich of a manager's thinking, feeling, and gained. Due to the limitations of cognition, the management of the summary of the inevitable existence of inappropriate, please correct me.

Two or three no manager

Let's start by saying that the rights and responsibilities conferred by the manager of the next typical technical team include:

• Daily team management

• Project Management

• Performance assessment

• Recruit new Employees

• Advice on promotion, salary increase, dismissal, etc.

• Wait a minute

Three without a manager, and without a definite definition. But it has many characteristics:

• Be led verbally appointed as project team leader, or project team technical leader

• No rank, no evaluation right, no right to reward and punishment

• Strictly speaking, not a manager.

Three non-managers face the biggest difficulty in management is how to carry out effective management team? What measures should be taken to manage the project?

Three or three how to manage without managers

We know about team management, including downward management, upward management, foreign management, and self-management.

Manage down

Features of technical team staff

• High education, technical body

• Simple interpersonal relationship, easy to get along with

• Requires relative degrees of freedom

• Career development prospects, no development prospects, often will choose to leave

• Sensitive, high mobility

Lao Tzu thinks, "I do nothing, and the people self-, I am quiet, and the people are self-righteous, I have no matter, and the people from the rich, I have no desire, and the people from the park," and stressed that "inaction and all."
真正好的管理是“无为而治”。“无为而治”并不是什么也不做，而是不过多的干预、充分发挥万民的创造力，做到自我实现。简单来说要真正做到“关注人”，而不是“管理”。

Combining the characteristics of technical people, how to shape team members, improve team members ' participation and motivate team members ' sense of responsibility:

1. Proactive Negotiation

• Enhance the understanding and familiarity of team members by enhancing face-to-face interaction.

• Respect team members, give them a sense of accomplishment, and be able to see the way forward.

• Some decisions take the initiative to communicate with the core staff to develop practical solutions that will increase the presence and sense of belonging of the core staff of the Department.

2. Condensed Backbone Members

• A more comprehensive understanding of the personalities and abilities of different people

• The management of the core staff, not forcing them to do things, but to promote their work, attitude different things result naturally different.

1. The iron needs its own hard
   The more you understand the technology and the business, the more involved you are in the technical dialogue with the team members, the more likely they are to be respected, and the more supportive the team members will be.

2. Mission responsibility System
   Each task should be identified to ensure that a responsible person is assigned to each task to advance the task. Also check the following three questions regularly: "Are you clear about the overall objectives?" Are you aware of how your task contributes to achieving your overall goals? What do you have that is preventing you from reaching your goal in the part that you are responsible for? "。

3. Progress Management
   Often efficient team managers are often candid, allowing team members to volunteer for tasks and talk about the design or code of implementation to discuss doubts and issues.

4. Be good at praise
   High-quality praise and affirmation is the most cost-effective reward.

5. Self-Example
   Oneself everywhere the first example, effective implementation, no matter how kind of staff will slowly keep up with the rhythm.

6. Protect team members
   Learn to protect team members from the problems, controversies, and "opportunities" that are prevalent in the organization every day.

7. We think of each team member as a general, each of whom is on the team's side. In this way, the combat effectiveness of a team is comprehensive and strong.

8. If you want team members to do something, encourage and praise them, just as they have done. The power of team members to proactively maintain this image is great.

Manage up

Success is not just about what you do, what you do, but what others think about what you do, especially the direct leadership, which is often more important than real action.

Foreign management

Cross-team and departmental ties not only help you, but are also an important way to promote two-way collaboration between different departments and teams. We are not here to expand the details.

Self-management

For people of the same level, you do not have the means to do it, the advice is to find your common leadership to reflect your confusion, or through your leadership to find their leadership, by the leadership to communicate. Before communicating with leaders, we should first examine ourselves to ensure that it is not our own problem, then communication, to maintain efficient and simple communication.
When you meet the people you find difficult to get along with, you need to tell yourself, keep your professional quality, not easily be provoked by others, worry, still keep a normal heart, and strive to do their work well. "When they go low，we go high" .

Four or three the bitterness of no manager

First introduce the situation of the original team:

The team is about 8 people (not including TL), 1 people have worked in the company for 6 years, 1 have worked for 5 years, 3 have worked 3 years, 3 have just joined the work.
The project is a traditional moving project.
I have been in this team for less than a year. Why did the leader choose me to take charge of this matter, originally still naïve thought is the leadership to train me, to the leadership vote heart must be the leadership arrangement of things done.

Seek support

Leaders in the meeting, verbally appointed me as the project team leader (of course privately also and I ditch through). I hope the team members support my work a lot.
After the meeting, I also find the team members to communicate, to get their hearts, active support. Especially the two long-working colleagues.

Task Assignment

Because there is no rank, but also the new team, did not take the assignment to everyone. Instead of taking everyone's initiative to get the task, I was embarrassed that the rest of the task is basically dirty, had to bite the bullet. In this way, the task is assigned, and the responsible person is clearly defined. However, the daily overtime also began, the other team members are gone, I still hard to work overtime.

Progress control

Do everyone in the team have clear goals every day?
Is it possible to control the implementation process?
Are employees "willing" to do it?
Does the employee have the correct working methods?

Every morning meeting and weekly week meeting, synchronizing everyone's progress "like begging". Finally there is no way, when the leader has time, bring the leader in the meeting. Because it is the first time responsible for the project, the pressure of the heart is huge, afraid to screw up the project.

• Report the progress of the project to the leader every two days.

• Problems encountered in the project, can not be negotiated with the team members to resolve, and actively communicate with the leadership to seek advice, support.

Results

The project was postponed as expected, but was successfully launched one weeks after the extension.

After hindsight, the leader thought the team was too comfortable, loose, to find a catfish to achieve the "catfish effect", and I am the "catfish." after two months of running-in, overtime, and team members to build up trust, influence. After the arrival of the new technology manager, those hard work, and that a little bit of results are no longer meaningful, only the face of bitterness. Some things are not to be told, and many people have experienced these things.
正是由于“无职级、无考核评价权、更无奖惩权”往往决定了三无管理者的结局。想必很多人也猜得出我在团队中最终结局。

V. Emotional quotient Promotion

• Good mood Management

• Develop a good mindset

• Learning the intelligence of intelligence quotient

• Frustration boosts emotional quotient

Six, the excellent manager

Tomasz Tunguz is a red dot venture investor, he shares some questions in the text, can be used to judge whether he is a good manager, I hope you answer these questions, the answer is "yes."
I ' ve been reading Fred Kofman ' s book, conscious business. Written in 2006, the book summarizes Kofman ' s experiences as a management consultant to some of the great leaders in Techn Ology and other industries. In the book, Kofman lists-questions Gallup used to identify great managers in one of the largest management con Ducted.
Recently, I was reading a book by Fred Kofman, conscious Business, which was written in 2006, summarizing some of Kofman's experience in managing consulting for the best leaders in the field of technology or other fields, which lists 12 questions, Used to identify good managers in large-scale management surveys.
As I read this list of th questions, I started answering them for each of the different roles I ' ve had. When I worked for great managers and answered the questions, I found I answered yes to almost all of them. The converse is also true.
When I see these 12 questions, I try to answer these questions with the different roles I have ever experienced. When I work with good managers, I find that most of the answers to these questions are yes, and vice versa.
This list incorporates questions about communication clarity, mission, shared values, respect, community and teamwork.
These issues include communication, mission, shared values, community, teamwork, and more:
do I know what's expected of me at work?
• Do I know what is expected of me during this job?
do I has the materials and equipment I need to do my work right?
• Do I have the ability and resources to do this work?
at work, does I have the opportunity-do-you-do-every day?
• Do I have the opportunity to play my advantage every day at work?
Combinatorial the last seven days, has I received recognition or praise for doing good work?
• Have I received any recognition or praise from others for my work in the last week?
does my supervisor, or someone at work, seem to care about me as a person?
• Do my leaders or colleagues care about me from a humanistic perspective?
is there someone at work who encourages my development?
• Do people encourage me to make progress at work?
at work, does my opinions seem to count?
• Will my opinion be taken seriously at work?
does the mission/purpose of my company do me feel my job is important?
• Does the company's mission/objectives make me feel that my work is being taken seriously?
are my co-workers committed to doing high-quality work?
• Do all my colleagues do their best to do their jobs?
do I had a best friend at work?
• Do I have good friends at work?
Combinatorial the last six months, have someone at work talked to me about my progress?
• Has anyone told me about my progress in the last six months?
this last year, with I had opportunities at work to learn and grow?
• Last year, I had the opportunity to continue to learn and grow at work?
Running through this list as a manager with each of the might be a great the to structure a one-on-one, especially those D Eeper conversations about career progression, employee satisfaction and a person's place within an organization.
The manager can answer these 12 questions and then form a report, which is a good way to engage in a deep conversation with yourself, letting managers know about their career development and employee satisfaction, and be prepared to judge the individual's position in the company.

Reference

Http://36kr.com/p/5081658.html
Http://news.51cto.com/art/201808/580628.htm

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