The ability and wisdom of managers are directly related to the fate of the whole team.
Why do some teams always function efficiently, while others are like a plate of scattered sand that is difficult to cohesion?
The key to asking questions is often not the team members, but the managers of the team.
As the saying goes, "There are no mediocre teams, only mediocre managers." ”
A good manager is able to bring out the best in his team members and lead them to success. Conversely, an incompetent manager can put the team in a difficult situation.
The phrase "one general is incompetent, exhausting the three armies" speaks of the core role of management in the operation of the team.
So, what makes a good manager? Here are six pieces of advice for managers.
01
"Eyes are high and hands are low"
Think big, start small
Managers must have a vision, have insight into industry trends, and grasp the market context.
This is the so-called "eye height", that is, to look at the problem from a higher perspective and make strategic decisions.
But at the same time, "low hands" are also indispensable. This means that at the executive level, managers need to be able to keep their feet on the ground, start with the details, and ensure that every decision is executed effectively.
Many managers tend to focus only on the big picture, but ignore the implementation of details.
They may be able to develop an ambitious strategic plan, but they are unable to implement it. A good manager must not only have a far-sighted vision, but also have the ability to control the details.
Only by grasping the relationship between the big and the small can we ensure that the implementation is in place while ensuring the correct strategic direction.
Practical advice
Spend at least two hours a week researching industry dynamics and market trends to make sure your decisions aren't made behind closed doors.
At the same time, half an hour is set aside every day before leaving work to check the details of the team's work, and immediately adjust if problems are found.
Remember, strategic vision is not a castle in the air, but is built on a solid foundation of execution.
Therefore, as a leader, you must observe the words and deeds of the members when selecting and leading the team.
Through their words and deeds, we can better understand their inner world and true thoughts.
In this way, we can more accurately judge whether they are suitable for a certain position, or whether they need to be given guidance and help in certain aspects, so as to better select and cultivate talents.
02
"Do less and think more"
Think more and do less
First of all, to be clear, this is not to say that managers should become "giants of thinking and dwarfs of action", but that many managers are often busy with trivial matters and ignore the importance of thinking and planning.
As a manager, your main responsibility is to lead the team, not to be the "firefighter" in the team.
It is important to know that managers are not front-line operators, but planners and decision-makers.
Therefore, they do not need to do everything themselves, but learn to let go and let their subordinates do it.
Of course, this does not mean that managers can do nothing, on the contrary, they need to think more and think deeply about the direction of the team, goal setting, problem solving, etc.
Therefore, "thinking more and doing less" is to focus more on thinking and planning, rather than getting bogged down in trivial execution.
When you encounter a problem, ask a few more whys and dig deep into the root cause of the problem, so that you can better solve the problem.
Practical Suggestions:
Managers are not executors, but commanders. Spend 80% of your time thinking and planning to make sure your decisions lead your team in the right direction.
When you encounter a problem, don't rush to solve it, first calm down and think about the root cause of the problem and the solution. Keep your brain running, not your hands.
03
"Doing real work"
Do the virtual things in reality, and do the real things in the real things
Managers need to make the "virtual" things real, such as team culture, vision, mission, these seemingly ethereal things, in fact, have a vital role in the cohesion, centripetal force and combat effectiveness of the team.
Because when managers really build and maintain team culture, so that team members truly feel a sense of belonging, respect and achievement
Then, employees will be fully committed to creating greater business performance.
For the performance and profits that enterprises need to pursue, while doing real, they are also given a deeper meaning and value, that is, making real things virtual.
When performance is closely linked to the team's vision and mission, making them less "real", let employees understand that work is not just about making money, but also about realizing their own value and the company's mission.
In this way, the enthusiasm and creativity of employees will also be greatly stimulated.
Most managers do the opposite, resulting in a lack of motivation and cohesion in the team, resulting in poor performance.
This is especially important for today's new generation of employees.
Practical Suggestions:
Organize team culture building activities once a month, so that employees can truly feel the cohesion and centripetal force of the team.
At the same time, in the process of setting performance goals and pursuing profits, the vision and mission of the team are constantly emphasized, so that employees understand that their work is not just to make money, but to achieve greater value.
The combination of virtual and real can create a team with both strength and soul.
04
"Inside and out"
Make employees happy and customers more satisfied
Customer satisfaction is the foundation and purpose of the existence of an enterprise, but the premise of achieving this goal is to make employees satisfied.
Because an employee who is passionate about their work and has a sense of belonging will be more willing to provide excellent service to customers.
Therefore, managers need to pay attention to the growth of employees, reasonable salary, benefits, clear promotion channels and other ways and working environment to ensure that employees can find a sense of accomplishment and belonging in their work.
However, many managers tend to focus only on customer satisfaction and ignore the importance of employee satisfaction.
This will not bring continuous customer satisfaction, after all, customer satisfaction depends on the efforts and dedication of employees, without employee satisfaction, where is customer satisfaction?
Only when employees are satisfied, customer satisfaction can become a matter of course.
In this way, employee satisfaction and customer satisfaction will form a virtuous circle and jointly promote the development of the enterprise.
Practical Suggestions:
Conduct an employee satisfaction survey every quarter to make timely adjustments and improvements in response to employee feedback.
At the same time, establish a customer feedback mechanism to understand customer needs and opinions in a timely manner to ensure that customer satisfaction continues to improve.
Remember, employees and customers are two of your most valuable resources, and your team can only continue to grow if they are both satisfied.
05
"Balance between near and far"
Poetry and distance, and what is in front of you
Managers should not only have "poetry and distance", have a strategic vision, but also pay attention to "the current situation".
Through a comprehensive and balanced management strategy, we ensure that the team can meet the challenges of the moment while pursuing long-term goals.
At the same time, managers also need to pay attention to the internal operation of the team, solve various problems in a timely manner, and ensure the stable and efficient operation of the team.
The Balanced Scorecard is a great tool to remind us to focus on multiple dimensions such as finances, customers, team growth, and internal processes.
At the same time, managers should also solve the dreams and bread problems of employees, so that employees can get reasonable remuneration and development opportunities while realizing their personal value.
Practical Suggestions:
While developing a long-term strategic plan, it is also important to pay attention to the immediate execution details. Weekly checks on project progress and key performance indicators (KPIs) ensure that the team does not lose their way in pursuit of long-term goals.
At the same time, employees are encouraged to come up with innovative ideas and solutions to inject new vitality into the future development of the team.
06
"Keeping the right and bringing forth the new"
The hedgehog concept has both fox thinking
In the face of a complex and volatile market environment, managers need to adhere to principles and have a hedgehog concept, but also to remain flexible and have a fox mindset.
That is, managers should not only adhere to principles and values, which are the cornerstone and soul of the team, but also have a flexible way of thinking and innovation ability to respond to the changing market environment and team needs.
Just as the same is the same as the same to respond to all changes, what remains unchanged are the principles, goals, and values.
The only constant is change, which refers to the plan, the method, the process.
Specifically, the goal is engraved on a steel plate, and the plan is written on the sand
This requires managers to "innovate" on the basis of "integrity", in order to find the best balance between change and change, and lead the team to move forward.
Practical Suggestions:
While sticking to principles, it is also necessary to maintain flexibility in thinking. Organize a monthly team brainstorming session to encourage employees to come up with new ideas and solutions.
At the same time, establish a cross-departmental collaboration mechanism to strengthen cooperation and communication with other teams to jointly respond to market changes and challenges.
In short, on the basis of integrity, you can make your team stand out in the competitive market.
✎ Write at the end
"One general is incompetent, exhausting the three armies", the ability and wisdom of managers are directly related to the fate of the entire team.
Every manager should deeply reflect:
Am I giving the team the right direction?
Am I creating an environment for my team to be passionate and innovative?
Am I truly "upright and innovative", sticking to my principles while also having the courage to accept new challenges and changes?
Because every choice of managers is related to the future of the team.