What is the core of managing employees? 10 key points to make a business bigger and bigger
The ultimate goal of management is to achieve the goal of the enterprise, make the enterprise bigger and bigger, and achieve benign and stable operation. How to achieve this goal? The method is to manage people. If you manage people well, business will do well; if people do not manage well, things will not do. So how do you manage people? Let's share the 10 cores of managing employees.
- A clear structure
The most important thing to take over any department is to clarify or realign the organizational structure. The key to this architecture is to be clear about who is where and who is responsible. The so-called "clear" means: two people are not allowed to cross responsibility; collective leadership is not allowed; ambiguous fields are not allowed.
When things go wrong, everyone knows who should step up and take responsibility. The achievements have been made and it is clear who has contributed.
- Clear goals
The leader is not the one who decides how to climb the ladder, he is the one who decides which wall to put the ladder on.
Therefore, he must clearly point this direction and communicate it to all employees. Even the best teams don't produce good results if they don't do it well.
- Without power, there is no responsibility
There is no such thing as letting the horses run and not letting the horses graze. If you explicitly delegate your request, you must explicitly authorize and invest resources into him. Otherwise, the fault is not his, but you.
An important role of a boss is to solve problems for subordinates that they cannot solve. What you can offer is strength and resources. Make good use of them.
- Visualization
The biggest problem when the team is big is that you can't see the problem.
Even if the team is small, it is necessary to build a visual mix of tools and processes. This way, your team has enough scalability.
You don't need to actually keep track of what everyone on the team is doing every day, but you need the ability to see it. Only then can we have first-hand information when something goes wrong. The efficiency and quality of execution also increases when a team member knows his stuff "may be seen."
Visualization also means "symmetry of information". All of the above tools and processes ensure that team members are aware of "what's new in the project" at the lowest cost. Ensure fast and accurate responses.
- Flattening
Do not set too many barriers. Make sure that the person in charge of anything has direct access to the person who can make the decision.
- Segmentation and proper intermediate result checking
Dividing a large project into multiple points in time for inspection can effectively manage risk.
Make sure your test results are not fake. A visible, preferably tactile, product must be requested. Import some agile management methods to ensure this.
- Ask for a commitment in advance
One thing that is often overlooked in management is that the commitment of team members is not required up front. "Tasks assigned by superiors" are often not done well. But "projects that promise to do well" are different. Although it might be one thing.
- Don't try to change a person
People are not set in stone, but costs are not for companies.
It's no use if a man can't do his job well, if he has the ability but never shows it. Let the right people do the right things.
- Want results, not excuses
Things at work have only two outcomes: done or not done.
If it doesn't work, what I want to hear is the loss? Is there a way to make it up? Do you need help?
As for why you screwed up, what's the dog blood in the middle? Don't report to me. It doesn't make sense to report these things after the fact.
- Continuous improvement
"Improvement" is one of the cores of Toyota's management approach. The world is changing rapidly. What works today may fail tomorrow. Observe the team, identify problems and continuously improve.