Understanding of four roles in management promotion.
The confusion of the new manager
I think it's very simple. Why do team members always fail to do well? I often do a lot of work by myself, right? Sometimes it is clear that everyone has set the task together, why there are team members. Unable to complete? How to establish a reward and punishment mechanism?
Which is better, critical management or encouraging management?
The root of confusion: changing the cognition of the role.
From excellent employees to managers, because of the change of roles, the company's expectations of you also change. Only the deeper you understand the role, the more measured you will be and the better you will be. As a manager, you need to have the following four roles.
Understanding of four roles in management promotion.
Cognition 1: Be a good strategy executor.
Leadership expectation: first, lead the team to make achievements; The second is to bring a good team and do a good job; The third is to train a group of outstanding employees.
Correct positioning: in front of the boss, it is a subordinate and an assistant.
Positioning error: a "representative of public opinion" wronged by subordinates; Understand that your department is entirely in charge of you, and many things have not been reported to the leaders; I feel very familiar with the leader and make decisions directly for the leader.
Four steps of strategy implementation
Claim for departmental indicators.
Think more about the indicators to achieve the plan, and do less about the correct interpretation, scientific organization, rational deployment and implementation of indicators.
Communicate and implement work.
Not good at advocating, not shirking responsibility, not forcing the palace temporarily.
How to ask questions?
Clarify the indicators that leaders are most concerned about and report how the core feedbacks the results.
Four roles for promotion to management.
Cognition 2: Be a good leader/coach.
Employee's expectation: whether you can follow a team or a company for a long time, the core is nothing more than income, growth and happiness. As long as they can meet 1-2, most people are willing to follow the team and the company all the time.
Correct positioning: In front of subordinates, managers and leaders are the makers and maintainers of the rules of the game, and they are also coaches to help subordinates grow up.
Positioning error: play business roles such as "super sales" and "super technology", do things by yourself and compete with team members for performance; Play the peacemaker, no one in the department will offend, and sacrifice the principle or team system in order to maintain harmony; Advocating power, relying on power to suppress people, rather than relying on ability and influence to lead the team and so on.
Understanding of four roles in management promotion.
Cognition 2: Be a good leader/coach.
Three elements of team building.
Goal achievement: solve the problem of team work motivation and execution (whether the income grows steadily).
People's part: understand the sense of goal of each member, find the part of strength matching, and realize the unity of goal; Knowing the advantages and disadvantages of each member and finding out the risk of task achievement will help to formulate the matching mechanism in the later stage; Daily affairs: after understanding the human part, formulate matching rules, systems and processes, such as: task control node (review content and cycle), weekly content and process, benefit distribution mechanism, reward and punishment system, task distribution mechanism, authorization mechanism, etc.
Atmosphere creation: solve the problem of team cohesion (whether you are happy or not).
People part: understand the personality characteristics and values of each member and evaluate the management style suitable for the team; Daily affairs: formulate a fair and reasonable reward and punishment system; Choose people who match the team culture when recruiting; Develop a healthy competition mechanism; League building, etc. ;
Ability improvement: solve the problem of team ability (whether the ability grows).
People part: Understand everyone's work ability, work skills, potential, past work achievements, etc.
Part of the matter: analyze the team's ability and sort the importance, and classify the personnel training direction (backbone, basic staff, etc.). ), and carry out targeted training, such as: basic ability-company training solutions; Backbone can quickly cultivate amiable autobiography, help bring it, or authorize excellent employees to bring it.
Four roles for promotion to management.
Cognition 3: Internal cooperators.
Correct positioning: peer departments are internal customers and good partners.
Wrong positioning: self-centered, thinking that other departments should revolve around themselves and serve themselves; For some trivial things, or for a little reason, we have been arguing and so on.
How?
Other people's positions: take the initiative to understand the performance appraisal of peer departments, or communicate with the leaders of peer departments to let them know more about your work position, so as to achieve consistent cognition and greatly improve the efficiency of future cooperation.
Cooperation and respect: In cooperation, there are still conflicts. As long as you cooperate and respect each other without violating the principle, the workplace relationship is mutual, and others will certainly do the same to you.
Four roles for promotion to management.
Cognition 4: External value transmitter.
Correct positioning: the spokesman of enterprises and departments, your words and deeds have a great influence on the company's image and customers, and you are the transmitter of company value.
Wrong positioning: only handle all customer problems on behalf of the department role, only as professional representatives or experts.
How?
Representative office: For external customers, find the balance point of interests of both parties with a service attitude, win-win and mutual benefit, and continue cooperation; On behalf of the enterprise, communicate and coordinate with customers directly or indirectly, create value for customers, create benefits for the company, and be a good value transmitter.
Cooperation and respect: Middle managers in some industries will join professional circles and organizations. And need to constantly improve their professional ability, vision and communication skills, so as to enhance the influence of external individuals and companies, broaden their contacts, and in turn help individuals develop.