Supervisor, we have seen you unhappy for a long time: how to lead a small team of less than 10 people in the workplace
80% of employees who leave, simply want to leave their supervisor.
There is a survey in the United States that asks employees who have left the company for more than 3 months what the real reason for leaving the company was in the first place. 80% of the people admitted that it is not family and personal reasons, it is just an excuse.
"The real reason is that I don't get along with my immediate boss, either he doesn't like me or I don't like him."
The leaders who are most complained about by resigned employees are as follows: incompetence, inaction, suppressing threats, not keeping promises, not seeing the efforts of subordinates, cold violence, and not giving employees room to grow.
Such a supervisor is easy to let others quit, and it is easy to let himself be fired.
Supervisor, we have seen you unhappy for a long time: how to lead a small team of less than 10 people in the workplace
My friend Xiao A said that in the past 6 years, the leadership has changed several times, and I will still work overtime by myself silently. Do activities, find sponsors, do implementation, and finally plan and implement the entire event.
Later, the boss talked to her and said, from today onwards, you will be in charge of the entire department.
Xiao A is a little guilty. Although she works hard and has experience, she has no confidence in leading people.
Moreover, due to the small number of team members and the imperfect company system, the scope of each person's work is very unclear. Xiao A deeply knows that the supervisor of the small team must make requirements for the specific work of each subordinate, so the subordinates have a lot of requirements and dissatisfaction with the supervisor.
How can we lead a small team?
Supervisor, we have seen you unhappy for a long time: how to lead a small team of less than 10 people in the workplace
What is the position of a supervisor in the company?
Mr. Horiuchi Katsuhiko's answer is: "A person who achieves the goal of the manager through subordinates."
A person can be upgraded from an ordinary employee to a supervisor, which first shows that his work ability is excellent. However, after being promoted, do you still work overtime as before, or even work for your subordinates? No!
If the supervisors do not do some business work in person, they will lack the judgment and perception of the scene, and they will not be able to mobilize the enthusiasm of their subordinates.
However, if you only focus on your own work, spend most of your time and energy on specific matters, and neglect the work that subordinates do, it is also a dereliction of duty for the supervisor.
Supervisor, we have seen you unhappy for a long time: how to lead a small team of less than 10 people in the workplace
The book gives an example of a sales executive:
Let's say you're a car salesperson and you've been able to sell 10 cars per month so far. The company has promoted you as a sales executive and assigned you 5 subordinates.
Now, what would you do if your team was asked to meet the "50 sales per month" goal?
The team has a total of 6 people, evenly distributed? This is the worst supervisor; he is responsible for selling 20 cars and the other 5 employees sell 30 cars? This is a supervisor who doesn't understand management; he doesn't sell one of his own, and finds a way to let employees complete all tasks. This is the most perfect supervisor.
Many newly-appointed supervisors take a lot of tasks, not only will they fall into a vicious circle of hard work, but they also give up their management responsibilities as managers. They cannot help their subordinates grow, but instead lead to dissatisfaction and thankless efforts.
Then the question arises: what should supervisors do to reasonably distribute work tasks, so that employees can give full play to their strengths and grow at work?
Supervisor, we have seen you unhappy for a long time: how to lead a small team of less than 10 people in the workplace
① "Understand and digest" the words of the superior
In the car sales department, the general manager ordered to you as the supervisor: "Double sales this year." This task is pressing on your head like a mountain, what should you do at this time?
Instead of telling your subordinates to "double the sales", they'll break down more than you. Instead, take the responsibility of the supervisor, specifically consider how to double the sales, and then direct the subordinates to act.
A qualified supervisor should digest and decompose the words of the superior, and then communicate it to the subordinate employees to clarify who is responsible for what work.
Supervisor, we have seen you unhappy for a long time: how to lead a small team of less than 10 people in the workplace
② Divide the workflow into three steps: goal, guidance and evaluation
Step 1: Develop detailed goals:
The task to the person and the goal setting must be objective, and the specific figures must be based on the basis.
Step 2, instruct subordinates:
Excellent supervisors always support subordinates in a guiding way, so that subordinates feel that they are the ones who find solutions and that they rely on their own strength to make progress.
Step 3: Evaluate subordinates:
Evaluation must be based on facts; let subordinates report their own achievements; find problems in listening; communicate fully.
Supervisor, we have seen you unhappy for a long time: how to lead a small team of less than 10 people in the workplace
American behavioral scientist William Mobley once analyzed why people like golf, and he found five reasons why people are enthusiastic about it;
A clear goal, the flagpole or par score can be used as the goal in the game;
The integrity of the game, from the tee to the green, must be fully responsible for it;
Feedback, you can get feedback after every shot, every hole, every half round and after every round.
The application of various skills, when playing, you can apply various techniques according to the court environment and your own state.
Decision-making, based on the analysis of the conditions, situation and own ability at the time to decide the style of play.
If these five motivations are completely absent in the work environment, employees will gradually lose their enthusiasm for work. Therefore, setting reasonable goals, holding everyone accountable for their work, giving employees feedback, helping to improve job skills, and appropriate delegation of authority can increase employee motivation.
Supervisor, we have seen you unhappy for a long time: how to lead a small team of less than 10 people in the workplace
③Watching people place dishes
Managers must be good at integrating the team, so that everyone's value can be maximized. Therefore, it is necessary to learn how to observe and analyze the characteristics and strengths of others.
To classify and guide subordinates, one of the simplest methods can be used - the "ability-willingness" matrix:
Draw a cross on the white paper, the horizontal axis represents the idea (from low to high), and the vertical axis represents the ability (from low to high).
In this cross quadrant: The first quadrant is filled with people with low ability and low willingness, and the subordinates in this square adopt direct command, guidance and supervision strategies.
The second quadrant is people with low ability and high willingness. For the people in this box, adopt a strategy of support and guidance, and gradually increase the weight and difficulty of the work during observation.
The third quadrant is people with high ability and low willingness. People in this square need a lot of encouragement, and once they've successfully motivated the other person's willingness to work, they can let it go.
Quadrant 4: High ability, high willingness. This is the supervisor's favorite subordinate type, and for those who are motivated, empowerment can be increased and inquiries moderate.
Supervisor, we have seen you unhappy for a long time: how to lead a small team of less than 10 people in the workplace
In addition to this, there is also a way of "knowing people and making good use of them", which is to divide employees into 4 categories according to their personality:
A. Pathfinder: good at analyzing and judging calmly, with strong decision-making and action power.
B. Guard: Be faithful to your own value standards and norms, support the cause in the rear, and be responsible for the rear management and maintenance of the team.
C. Investigators: able to keenly perceive changes in the environment, proactively charge into battle, and be good at expanding business. They are often front-line developers and pioneers who are responsible for finding the way for the team.
D. Coordinator: Humane, able to engage in a job stably for a long time, and can play roles such as administration, customer service, and public relations.
Supervisor, we have seen you unhappy for a long time: how to lead a small team of less than 10 people in the workplace
④Use the subconscious law to improve your leadership
Everyone has two self-images, namely the "real self" and the "ideal self".
If the two are too far apart, people tend to feel inferior and sensitive. The book talks about a method called "4-line journaling" that can help us overcome the psychological barriers to transitioning from "employee to supervisor".
The theoretical basis of this method is the "cognitive dissonance theory" in psychology. Simply put, the more a person feels that he is not good, the easier it is to never be good. Instead, as soon as you feel like you can do it, you'll start getting stronger.
"4-line diary" is to use one word to strengthen "ideal self".
Write one or several journals a day, one paragraph divided into 4 lines, which are facts, findings, lessons and declarations.
In the fact section, review a particular event and express it objectively; discovery, you have learned from the facts, or describe your own feelings; lesson is to sublimate the discovery into your own wisdom. A declaration is to imagine a more perfect self after overcoming difficulties.
Supervisor, we have seen you unhappy for a long time: how to lead a small team of less than 10 people in the workplace