Yang Zheng management practices log-customer first, Team second, and individual third

Yang Zheng management practices log-customer first, Team second, and personal third

Author: Yang Zheng

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Web: http://blog.csdn.net/yzhz/archive/2009/06/29/4306861.aspx

Here, "customer first, Team second, and individual third" does not refer to "individualism, collectivism", but to the goal.

We often take goal determination as the first step for us to do things, but I don't think the first step is goal determination. The real first step is what we should do to determine our goal? This is very important because the guiding principles for setting goals are incorrect or inappropriate, that is, the goals are achieved, and the results may not be what we want.

In many cases, we set goals based on individuals. For example, if I want to become the best developer, I want to become the best supervisor, and so on, I want to set goals with my own expertise.
However, my experience is:When setting personal goals, we should not be based on the individual, but should grasp the principles of customer first, Team second, and personal third. That is, we should set our goal to what we can contribute to our customers and teams.

For example, if I want to become the most valuable developer to my customers, I want to become the supervisor who contributes the most to the company.

Let's take a look at the benefits of setting a goal like this:

1. Once your goals are based on customers and teams, the angle and height of your work will be different. Your ideas will be clearer and your vision will be wider.

For example, as developers, the demand side has a need for us to achieve. If the goal of doing things is to fulfill this small demand from a personal perspective and ensure the quality of development, the effect of doing this is just to do it.

But from the perspective of customer first and Team 2. Your thinking will be changed:

(1) Can I propose better technical solutions or idea to better meet the needs of operations and customers, or even exceed the requirements raised at the time of operation.

(2) I encountered some problems in the process, including the technical or process aspects. I will think about whether these problems are common issues. If yes, I can inform my team of my good solutions or process suggestions, or more people, so that my team's abilities can be improved.

In this way, once your goals are transferred from individuals to customers and teams, you can tap into your potential.

For example, our team implemented a project in the first half of the year. As a manager, at that time, my goal was to complete product development on time and quality assurance, then I also think about whether we can contribute more to our teams and companies, rather than just creating a project and developing products. In the end, we thought of two points. First, we sorted out some experiences in the project in the form of risk Library/knowledge base to inform the relevant personnel. This can serve as a reference for other project teams in the future, previously, this work was collected by SQA, and no other project team will take the initiative to sort it out. 2. We convened a project developer to discuss the technical manager work guide based on the implementation of our project. we believe this document will be helpful to the company or other technical managers.

Once your goals are set to customers and teams, you will find that there are many valuable things you can do. If you set your goals only to yourself, you will find that you have no way to do things, even if you have set goals.

2. Once your goals are based on customers and teams, the effectiveness of your work will be easier to test and operate.

In target management, there is a specific and measurable principle for the target. If your goals are based on customers and teams, the effectiveness of your goals can be easily measured. Measurable results can in turn boost your confidence and sense of accomplishment. The more you do, the more confident you are.

3. Once your goals are based on customers and teams, you can maximize your value.

The most important reason why ordinary people can do extraordinary things is that their goal is based on customers and teams. Only when I surpass myself can I make myself bigger.

In short, no matter what you do or what you do, my suggestion is that our goal is to start with customer first and team second. I am only the result.

This is actually the same as the "customer first, employee second, and shareholder third" proposed by our company (I feel like myself ). We will find that many things are "returning to the same path" in the end.

The setting criteria I mentioned above are not only for managers, but also for other roles.

As a manager, I set myself the goal of a manager who contributes the most to the company.