✎ Lead.
8 models and tools to help you manage it!
Leaders grasp a lot of them, but there are very few who are really excellent and lead the team forward;
Everyone may know some management skills, but there are few that can achieve scientific management and make the team run efficiently.
If you want to easily control the team and manage it well, master these 8 management models and tools to help you.
01
Situational Leadership Model
(1) What is Situational Leadership?
Situational leadership is a practical leadership skill created by behaviorist Paul Hersey.
This leadership model is centered on the led and emphasizes the flexibility to adapt the leadership style to different situations.
Leaders need to accurately judge the readiness of the led, and adjust their leadership style accordingly to achieve the best impact effect.
(2) Four stages of situational leadership
Situational leadership can be divided into four phases (readiness) according to the state of the employee:
Stage 1: R1, employees are incapable and unconfident;
Stage 2: R2, employees are incapable, willing and confident;
Three stages: R3, employees are capable, not confident;
Stage 4: R4, employees are capable, willing and confident.
(3) Four major leadership behavior patterns
According to the different states of employees, the behavior patterns of leaders need to be adjusted accordingly, which are divided into the following four types:
Informative leadership style.
The leader provides clear guidance to the led and provides close supervision to ensure that the work is on track.
Sales-oriented leadership style.
Leaders not only supervise and guide, but also listen to the leaders and encourage them to participate in the decision-making process.
At the same time, a certain amount of trial and error space is allowed to stimulate enthusiasm and innovation.
Participatory leadership style.
Encourage the leader to make independent decisions and support them to complete tasks in their own way and method, so as to develop autonomy and responsibility.
Empowering leadership style.
The leader is fully delegated, and the led makes decisions and executes them, providing support and guidance only when necessary.
02
GROW Coaching Model
(1) What is the GROW coaching model?
The Grow coaching model can be used in many different places in life, and its main purpose is to clarify the current situation, reduce the distraction of certain things, and enable the executor to find the corresponding solution from the heart.
The goal of GROW is to make employees aware of what they can do or how to do it.
Through such a process, employees will be able to contribute more effectively to the achievement of their goals.
(2) Specific implementation steps of GROW:
GROW stands for a coaching program where you state the purpose of your conversation to the employee and don't make the employee feel confused.
G（Goal setting）：
G stands for goal setting, which helps the mentee find his or her true goal through a series of heuristic questions.
R（Reality Check）：
R stands for status quo analysis, which requires employees to analyze the causes, avoid blind conclusions, and put themselves in their shoes.
O（Options）：
O stands for Development Path, which stands for finding solutions and most importantly asking employees what they think about the problem and the solution.
Encourage creative thinking by asking questions, "Is there a better way to do it?"
W（Way Forward）：
W即行动计划，When? Will? What should be done?
Work with the employee on the action plan, set a time for the next time, thank the employee and express your confidence in him.
03
Manage the 4C model
(1) What is the 4C model of management?
The 4Cs of management are:
1.布置任务要清晰（Clarity）：
Ensure that employees understand the task 100%.
2.承诺工作要真心（Commitment）：
Promise from the heart, promise will be fulfilled.
3.胜任工作要到位（competence）：
It's not just about ability, it's about attitude.
4. Control work should be comprehensive (Control):
Knowing the task, having the ability, and making the commitment, the leader is not just at ease.
It is necessary to control before, during and after the event to ensure that the task can be completed 100%.
04
Iceberg model
(1) What is the iceberg model?
The iceberg model is a famous model proposed by the famous American psychologist McClelland.
The so-called "iceberg model" is to divide the different manifestations of individual qualities of personnel into the superficial "above the iceberg" and the deep "below the iceberg".
If managers want to do a good job in management, they must pay attention to what is under the "iceberg", not just on the surface.
(2) The division of the "iceberg" level
1. Knowledge refers to the factual and empirical information that an individual has in a specific field.
2. Skills refer to the ability to use knowledge to complete a specific job in a structured manner, that is, the mastery of the technology and knowledge required in a specific field.
Sections 1 and 2 are closely related to the direct qualifications required for the job and can be measured in a short period of time using specific means.
For example, we will look at qualifications, test scores, interview performance, and resumes.
At the same time, they can also be improved through training and practical exercises.
3. Social role refers to a person's behavior and style based on attitudes and values
4. Self-concept refers to a person's attitudes, values, and self-impression
5. Traits (character) refer to the continuous response of personality and physical characteristics to the environment and various information, and quality can predict the working state of an individual under long-term unsupervised.
6. Motivation refers to the natural and persistent thoughts and preferences (such as achievement, affinity, influence) in a particular area that will drive, guide and determine a person's external actions.
Items 3, 4, 5 and 6 are often difficult to measure and accurately state.
It is the social role that reflects the behavior and style formed by the individual based on his own attitudes and values, and is rarely directly related to the content of the work.
The impact on the work will only be reflected when the change in its subjective initiative affects the work.
Each manager has their own unique way of thinking and philosophy, but they are often limited by their preferences.
There are some measurement methods in management academia and psychology, but they are often complex and difficult to adopt or the results are not accurate enough.
05
Talent inventory nine-square grid
(1) What is the nine-square grid of talent inventory?
Many companies use the nine-square grid or similar model for talent inventory, as shown in the figure:
Talent Grid is an effective talent management tool that divides talents into nine different categories according to their performance and ability level, and classifies them accordingly.
This nine-square grid fully embodies the classification principle of talent management, that is, different management and use strategies need to be adopted for talents in different grids.
For example, for outstanding talents in (A,1), they should be promoted as soon as possible and given more important responsibilities;
For employees in (C,3), they need to be considered for transfer in order to better utilize their personal strengths and potentials.
This kind of talent classification and management can help enterprises identify, cultivate and retain key talents more accurately, so as to promote the sustainable development of enterprises.
(2) Three misunderstandings of enterprise talent inventory
Wrong purpose of talent inventory:
Many companies feel the challenges of talent management during business transformation before starting a talent review rather than treating it as a regular management process.
In addition, these companies often mistakenly believe that the purpose of inventory is only to select and promote personnel, rather than scientifically classify and manage team members to improve the overall efficiency of the team.
This is a common misconception about the purpose of talent review.
Wrong standards or lack of measurement tools:
Relying solely on performance appraisal can only measure past performance, while managing and predicting future development requires focusing on the potential of employees.
However, these companies often lack effective evaluation criteria and tools to comprehensively assess the performance of talent and their potential.
Formalism:
Think of talent management as HR's business, although there may be a so-called "talent review" every year.
However, there is often a lack of further tracking and application of the results of the inventory, which reduces the process to formalism.
06
The Golden Milestone Principle
(1) What is the pyramid principle?
The pyramid principle, a logical term, is a structured thinking and communication technique.
It requires us to first present a central argument and then support it with three to seven arguments.
These arguments can also be sub-arguments, which can be further supported by three to seven arguments each, forming a pyramid-like structure.
This approach ensures that each argument is closely linked to the topic, while remaining independent and non-overlapping.
(2) Three steps of pyramid
1. Build a pyramid.
2. Structuring the idea of the essay within the framework of the SCQ.
3. Write a compelling synopsis and synopsis.
(3) The significance of the pyramid principle.
In writing and communication, the pyramid principle can help us organize our thoughts clearly, make the transmission of information more logical and organized, and thus improve the efficiency and clarity of thinking and expression.
In short, the pyramid principle is an effective tool for organizing ideas and ensuring that information is logically organized.
07
Boston Matrix
(1) What is the Boston Matrix?
The Boston Matrix (BCG Matrix), also known as the Market Growth Rate-Relative Market Share Matrix, the Boston Consulting Group Method, the Four-Quadrant Analysis Method, the Product Family Structure Management Method, etc.
It was created by Bruce Henderson, a famous American management scientist and founder of the Boston Consulting Group.
(2) Classification by four-quadrant analysis
BCG Matrix Boston rectangle is a matrix coordinate chart with market share as the abscissa and market growth rate as the ordinate, and the coordinate diagram is divided into four quadrants, which can be divided into four quadrants according to the four-quadrant analysis method:
1. Sales growth rate and market share of "double high" product group (star products);
2. Sales growth rate and market share of "double low" product groups (skinny dog products);
3. Product groups with high sales growth rate and low market share (problem products);
4. Products with low sales growth rate and high market share (Taurus products).
(3) Boston matrix application case:
In order to optimize its product portfolio and increase market share, a sports brand decided to use the Boston matrix to analyze its products.
The Company mainly sells four categories of products: sports shoes, sportswear, sports accessories and smart fitness equipment.
1. Star Power, or "superpower".
The company's smart fitness equipment is highly sought after in the market, with a high market growth rate, and the company has a large market share in this field.
Regarded as a star product, the company plans to increase investment to consolidate and expand its market position and further expand its market share.
2. Cash Cow ability is the "secret weapon".
Athletic shoes and sportswear are the company's traditional advantageous products, although the market growth rate is not high, but the company has a stable and high market share in these fields.
These products bring stable cash flow to the company and are the company's Taurus products, which will be regularly updated in style and quality to meet consumer demand.
3. Problem Ability, which is regarded as a "hidden skill".
Sports accessories products, such as sports bracelets, sports socks, etc., currently have a high market growth rate, but the company's market share in these areas is relatively low.
These products have great development potential, but there are also certain market risks.
Therefore, the company regards these products as question mark products, and plans to find breakthroughs and increase market share through market research and product development.
4.瘦狗能力（Dog Ability），更像“拖油瓶”。
The company has also tried to launch some outdoor sports equipment, such as trekking poles, outdoor tents, etc.
However, these products have been underperforming in the market, with low market growth rates and low market share.
After analysis, the company believes that these products are inconsistent with its core competitiveness and brand positioning, and decides to phase out these skinny dog products and concentrate resources on star and Taurus products.
Through the Boston Matrix analysis, the company has more clearly defined the optimization direction of its product portfolio, which provides strong support for future market strategy and product strategy.
08
McKinsey's seven-step approach
(1) What is McKinsey's 7-step analysis?
The McKinsey Problem Solving Approach is a systematic approach to problem solving.
At its core, it is a structured analysis of the problem and a systematic approach to problem solving.
Emphasizing clear problem definitions, in-depth analysis of data, and storytelling to communicate complex analysis results.
(2) McKinsey solves the problem in 7 steps
1. State the problem.
Ensure that the issue is actionable and focused on the decision-maker's next move.
2. Breakdown of the problem.
Use tools like logic trees to refine complex problems into smaller, more manageable pieces.
Identify both critical and non-critical elements of the problem.
3. Collect and analyze data.
Include internal and external data, then conduct in-depth analysis to understand the nature and potential causes of the problem.
4. Hypothetical inference.
Based on the existing information and experience, a reasonable solution hypothesis is proposed to provide a direction for the solution of the problem.
5. Comprehensively integrate the results of analysis.
Construct a logically coherent discourse that clearly states findings and conclusions.
6. According to the characteristics of the problem, formulate a detailed work plan.
This includes timelines, key milestones, and resource allocation.
7. State the ins and outs
Finally, the most intuitive way possible, such as story illustration, shows the context of the problem and the solution in an organized and convincing way.