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01

Some employees have been on the job for less than a year before being promoted for outstanding performance.

When I finally became a leader, I felt full of joy: I finally had someone under my command, and I could assign tasks and let people do the work.

But when you assign the tasks, you will find that it is not the same thing. The subordinates either did not do it at all, or they did it in a mess, or they worked hard for a long time, or it was too far from what you imagined.

Usually there is no opportunity to study systematically, and I don’t know how to observe and think. After being promoted, I changed from an excellent star employee to a mediocre or even an unqualified leader.

From "excited" to "tired".

A manager not only has a good title, but also has a high position, a high salary, and behind the higher job responsibilities, there is a lot of hard work (heart) and bitterness (acidity). Some people grope little by little, make mistakes and fall into a pit a few times, but they can gradually become smarter, figure out some rules, and become more and more handy; Can rely on "instinct" to fight.

So the new managers, while blaming the subordinates for their inability, can only roll up their sleeves and start working in the fields themselves.

Some people say, I have said it very clearly, why can't they do it?

Because in the process of doing things, there are many factors that affect the achievement of performance, including whether he has obtained enough information and resources, whether he has corresponding knowledge and skills, whether he has enough motivation and enthusiasm, and Was he motivated enough.

Let's talk about it today, how to correctly pass work tasks (information)?

02

As leaders, we must change from setting goals and completing tasks by ourselves to setting goals for the team, assigning tasks, performing performance appraisals, coaching and motivating, and leading employees to complete tasks around the goals.

The ability to properly assign work can make a huge difference in the outcome of the work.

The so-called "assignment" is not to give tasks to subordinates, but to lead subordinates to complete the work successfully.

Some people are not very concerned about the work ability of their subordinates and do everything by themselves. Such a leader can barely cope with two or three people, but once the number of your subordinates increases to 5-6, there will definitely be a situation where the left and the right are weak and frantically working overtime.

In the work, the subordinates are generally less qualified and inexperienced, and the quality and efficiency of the work are often not satisfactory.

Therefore, you must clearly inform the work goals, action points, important links, and even the frequency of communication, show the correct method, and confirm whether the other party clearly understands.

For example, let's say you have a project that you want employees to complete in two weeks, then agree with the employee at an intermediate point for a review and review.

If the target is an experienced employee, you can properly authorize it, and at the same time agree to review the progress regularly, and correct problems in a timely manner; if the target is a new employee, then you must give more supervision and guidance.

As a leader, when you explain your work tasks, you should fully communicate the seven major details of the tasks:

1. Purpose: ===========

What is the purpose of this matter, what are the short-term and long-term goals?

2. What to do: ==============

What exactly is to be done and what are the standards?

3. How to: ==========

What kind of work arrangements and plans are there?

4. Time node: =============

When does it start, when does it end, and what are the important links in the middle that need to confirm the progress and quality?

5. Who will participate: ========================

Who is in charge, who must participate, and who can participate?

6. Use location or scene: =========================

In what scenarios or locations is the work product applied, and what are the requirements (must) or restrictions (must not)?

7. Budget: ==========

Overall budget, partial budget, and is there room for wiggle room?

8. Crisis handling: ===================

If there is an unexpected situation, what standard procedures should be followed to handle it, under what circumstances should it be reported to a higher-level supervisor, and under what circumstances can it be handled by itself?

If you just say: "This is very important", "This is very urgent", "It must be given to me as soon as possible", such ambiguous instructions will make subordinates confused about the real situation, and often fail to complete on time and quality.

03

After explaining the task, another important action is to ask for feedback from the other party.

At the beginning of doing this, many new managers felt uncomfortable, as if such a request represented that they did not trust the other person.

But the reality is that, in many cases, the way the new manager expresses himself, or the understanding ability of his subordinates is deviated, there will be exaggerated information errors.

• "I just said it again."
• "Why didn't I hear it."
• "Why didn't you do this?"
• "I didn't know you wanted this now."
• "Is it not finished yet?"
• "There are so many things at hand, too late."
• ......

and so on.

In addition, when following up the work of subordinates, don't ask "Is the work going well" and "How is the progress", but ask "Have the results come out?"

It is the leader's job to know whether "the work that I have been assigned has achieved results" and "whether the goals set by me have been achieved".

Be sure to let your subordinates know that it's not just "doing it", but "doing it and doing it well" is the most basic qualification.