As a team leader, especially a new team leader, do you often encounter these problems:
I am cautious and cautious in everything, lest I am afraid that my colleagues will say that I am an official and have a shelf. When employees ask questions, they humbly say that they don't know, and when the team expresses their opinions, they will always follow up with the sentence "I'm sorry, this can only represent my personal opinion"
I am afraid of direct contradictions or conflicts with my subordinates, so when employees complain to me about some work arrangements in the company/workshop, I tell them that "this is the company's requirement, and I can't help it, if you have any opinions, go directly to the company's workshop leader"
In order to gain everyone's support and make everyone feel that they are comrades in the trenches, they will also go with them to petition their superiors or make demands.
I thought that if you did this, you would leave a good impression on your subordinates that you are approachable and do not oppress people with power, and enhance your subordinates' "support" for you, but in fact, employees are drifting away from you, and even they ignore your instructions, and maybe there have been strikes.
If you've done something like this and you've had such a problem, then what do you think went wrong?
Let's analyze and analyze together:
Let's start with the first case: we can see that this situation is actually because you don't take the responsibility of the team leader and treat yourself as a "natural person" to deal with the problem, which leads to the loss of your position as a leader.
The second situation is to use yourself as a "microphone", which will cause employees to ignore your instructions, reduce response speed and execution, and make your prestige in the team fall to the ground.
The third situation is even more terrifying: it is to regard oneself as a "representative of public opinion", ostensibly, in order to improve the team's "support" for themselves, but in fact, this will cause the deviation between "personal expectations", "team goals" and "company goals" is getting bigger and bigger, and even extreme situations such as strikes.
Through our analysis above, it is not difficult to see that it is precisely because the team leader played the wrong role when he was in office, which led to the existence of the identity of the final manager.
Now that we know the close relationship between the role of on-site managers and the success or failure of our work.
In the last issue of the article "How to do a good job in the role positioning of the newly promoted team leader?", we mentioned that the team leader is the head of the production site and the front-line manager who directly leads the troops to fight.
So what are the correct roles for our team leaders to play in the face of subordinates, bosses, peer departments, and customers, and what are their expectations of our behavior as team leaders?
To Subordinates:
- Planner: Clarify the goal and make a plan
- Organizers: Mobilize resources and deploy work
- Controller: Comply with standards, measure effectiveness, and correct deviations
- Leaders: Train subordinates, motivate employees, and role models
- Coordinator: team harmony, division of labor and cooperation, proper cooperation
Facing Peer Departments:
- Collaborators and service providers: take the initiative to communicate, assist each other, be sincere and considerate, make interests humble, and create a win-win situation.
Facing your boss:
- Executor:
- Receive instructions from your boss and understand their intentions
- Conscientiously implement the decisions made by your superiors
- Think calmly and actively solve the problems in the process
- 辅佐者:
- Put yourself in the shoes of your boss
- Make up for the shortcomings of your boss with your own strengths
- Give your boss "multiple-choice questions" instead of "quiz questions."
Customer-Oriented:
- Marketing Representative: Care about customer needs and take meeting customer needs as the ultimate goal of work
- Corporate culture spokesperson: Deliver a good corporate culture and let customers feel the core competitiveness of the enterprise
If you want to be a good team leader and do a good job in team management, you must be clear about your positioning and role!