preface
In January this year, considering the long-term development of my life, I resigned from Ali, returned to my hometown xi ‘an, and joined the company now!
Overall, the Internet atmosphere of the first line is really much better; Similar xi ‘an such a second-tier city is really bad pretty big.
In the workplace of Beijing, it is not to say that there is no experience in management, but relatively speaking, there are many deficiencies. My past experience is nothing more than serving as the head of a front end team on a business team, or even leading one or two people on a project during my time at Ali. There are many differences between the role of leader and the real leader.
A real leader is the one who provides the optimal solution in the team according to the business of the company. In this process, you need to diagnose team problems according to the current situation of the team, and support the company’s business forward through communication and coordination, rules and regulations, personnel scheduling and other means. I was lucky enough to achieve my goal of leading a large front end team as I approached the milestone of 30 years of life. In this team, I will fully display my understanding of the front-end team, and in the process of achieving others, I will also achieve myself. As a company in the e-commerce industry, Cloud Integral is the ISV of various e-commerce platforms, with about 20 people in front.
Management is a difficult road for me, probably because of my personality. Thanks to my experience on this road, I may be more sensitive to details of management than ordinary managers, and I have summed up a lot of management experience in line with my own personality. So I might like to share these thoughts in the form of questions or stories.
The first question, airborne technical director, from what aspects should work?
This question is an exploratory question in boss Zhippin. At the beginning, I was also in a similar scene (in front of more than 20 people, as an airborne leader, how can I overcome the crowd?). , so I saw this question, and seriously answered the question, the answer is as follows:
No matter what kind of company, first of all some principles must be understood.
1, technical director is a management post, the core of management is people, the ultimate goal of management is to make things!
Must be a matter of the past, do not fix people, basic your work will not want to start. Because the airborne leader, the position is more awkward, with what others listen to you?
The first task is to its goal, don’t do a lot of things, others think you and a fool. Talk to your supervisor, a CTO type, and ask them what they think are the current team problems that you need to solve.
Right down, that is, front-line employees, listen to their voice, see what they want. For those who want to get along, arrange for some work moving bricks; For those of you who want to grow, let them work on the technical problems of the team. For those of you who want to manage, let them be project owners. The maximum efficiency can be achieved through reasonable troop arrangement.
Technical director is the waist position of the company, the waist is not straight, the company’s things can not stand up. Yes, the strategic purpose of the business needs to be integrated into the leadership. Yes, help the team grow.
Based on the above principles, there are too many things for a leader to do!
The above is my reply to the boss, which describes the first things that the leader must accomplish — to make your boss trust you, and to gradually form the authority of the leader of the team. In fact, there are many involved points, which more or less affect whether a leader can be trusted by the boss and convince the employees. For example, how to achieve its goals, how to achieve business goals, how to help others grow and so on. Don’t worry, we can always find the answer one question at a time, because everything in the world is regular.
Secondly, we have set some indicators according to the business situation. How can we make all the team members really implement them in the future work? Do we need regular meetings to check their progress? Do you want them to prioritize metrics based on how well they know the system?
This question, a friend of the author, asked me a question. Here’s what I replied:
No matter what the situation, there are some universal things.
The first step, through a simple meeting, is to clarify today’s topic – front-end stability. (anyway, it is a series of contents of the meeting), people put forward opinions, put forward correction methods, but can not say whether to do this thing, it must be done.
Second, once you have defined your goal, you need to provide the elements that make it happen. (System, personnel, process)
The third step is execution. Let everyone execute according to the material and process provided by the leader. Check periodically to see what’s not working, and keep improving. To put it bluntly, if the team fails, a leader is a coach who makes a success of the team first and asks others to follow suit. In a team, a leader is a general who gives orders.
This thing is very easy to promote, this puzzle of many people, is the mentality, afraid of things, afraid of others do not carry out, also do not believe in the meaning of this thing. This is not the performance of the leader consciousness.
As long as you put yourself in the perspective of the company, this problem has affected the company’s forward development, the mentality of natural hard.
The above is my answer to the question about the mentality of a new leader in daily specific things. Because I also come from that contradictory mentality, so for this aspect, I really have some such understanding.
The above two questions are some of the questions raised by external channels. For each subsequent question, I will extract the elements that I personally think are important for your reference.
The third question, how to quickly integrate into the team? How to get along with everyone on the team.
In this aspect, it is not an individual’s good at, but it is the work that a leader has to do, because to become a team leader, it is natural for a person to quickly understand everyone in the team, and to allocate and arrange work according to each person’s situation, so as to maximize efficiency.
I recommend a one- to -one communication in the first week. The purpose of communication is simple, close contact, let team members know you, and accept you, and preferably approve of you. In addition, through one-to-one communication, you can learn a lot of information about the company and the team from the mouth of the front-line team members, as well as their individual demands. So at the beginning, it’s a good idea to prepare some information/questions you want to know. For example, how long have you been with the company? How do you feel about the company? What do you see as the problems with the front end team today? Do you have a plan for your career growth? How is the skill of our team? Why do you think the team recruited me? There are a lot of such questions, and the specific questions are related to my purpose as a leader.
Through such a one-one approach, I will collect a large number of basic information about the company, the team and everyone in the team, through which I can execute some relevant strategies as a leader. For example, if the team is poor in technology, it is necessary to build technical atmosphere. If the new man has no one to teach him, he should adopt a new system. Those who want to advance, put them in the center of the company. In my opinion, this one-for-one dialogue is a particularly effective way. In the follow-up team planning, all the materials collected can be applied to the case.
It’s best to do a group building if you can, such as having dinner on Friday night. In fact, people like happy things, and entertainment is a very effective way to increase the cohesion of the team. Moreover, at the first dinner party, you must be the leader and the leading role. There is no need to show off yourself, but simply saying a few encouraging words can strengthen your role as a leader in the team.
As a follow-up, you can establish a system of regular team communication/group building to keep your team members firmly around you.
The fourth question, how to obtain the boss’s trust, from what aspects.
Bosses are actually a kind of people, their commonalities and appeals, in fact, are similar. They want you to be able to solve problems on the team, or even the company. Knowledge of management, can make the team technology continuously improve, team efficiency to a higher level; Easy to communicate, he can clearly define the focus of his own concerns, so that his will can quickly reach every employee.
Based on the demands of the boss, a communication mechanism is needed. On the one hand, as the leader, you output information to the boss, such as reporting your work to the boss to see if the boss has any doubts about your work. Especially for new hires, what bosses are looking for is, how do you feel about your team? As a leader, what is your plan? On the other hand, you need to ask your boss to output information to you about your plans, projects, work, etc., where it could be improved, whether it’s going in the right direction, etc. It’s a goal against its course!
Goals are actually a process of achieving trust. To truly gain trust and even appreciation, you need to keep doing the right thing. Put yourself in your boss’s shoes and help him solve more problems.
Fifth problem, how to deal with sudden and malignant incidents?
In Dachang, all the rules and regulations are very perfect, and every student in the team basically has a very high quality. However, in ordinary companies, the process is not standardized, team members are not motivated, resulting in online accidents, etc., and the team is likely to often have various problems.
For example, a team member’s lack of awareness of norms leads to an online crash, which has a very bad impact on the whole team. What should we do?
At this time, the leader should not minimize the incident. If so, it will have a very negative impact on the team members. They think that the online accident is nothing, because the leader thinks there is no problem, and the same problem may occur again. If the next time the same problem, you lose your temper, team members still think you are unfair, the team is more difficult to lead.
At this time, a good leader must have a clear attitude, which is to tell all the team members that this problem is very serious. This problem not only causes online breakdown, but also reflects our unprofessional work. We should let everyone know where we are wrong. At the same time, we need to tell everyone what is a good solution, and what should we do next to avoid this kind of problem? And if necessary, we should do the problem review, analysis of the cause, process, results of the problem. The whole link, which link negligence, resulting in the problem. The final result is to find out the problems in our team, cultivate the sense of responsibility and responsibility of all members, and advocate the good values advocated by you as a leader. Through these things, we can teach team members how to do things and help them improve their self-cultivation.
Sixth question, does administration need to write code?
This is a truth that many programmers do not understand, and in many forums, people discuss this problem is not happy.
Here, IN view of this problem, I would like to come to a conclusion, which is: if you are a real leader, you should not ask this question.
A real leader is not seen from the appearance, but the overall logic running behind him. We need to think about, what is the purpose of writing code? Isn’t the purpose of writing code to fulfill our business requirements? However, as a leader, before writing code, you need to ask yourself whether there are more important things to do by yourself. For example, is there someone who can write code for me? What work on the team couldn’t have progressed without me? Is everyone on the team extremely busy?
A word needs to be summed up here: whether a leader writes code or manages, in essence, he or she can accomplish one thing, and decides his or her own behavior based on whether he or she can accomplish the thing.
For example, at one point in the company, the team was very disorganized and there were often online problems! The cooperation of various teams is very chaotic. A project comes, and I don’t know who to find to do it! As a leader, what should I do in this situation? At this point, it’s definitely not code! But through their own management means, the problems of all links through, need to communicate with each team, clear responsibilities and boundaries, so that the whole company’s business well run! In view of the frequent online problems, it is necessary to review, set the process, set the pace of research and development, and let all the project research and development work in accordance with the standard and standardized behavior. In view of the scattered situation of team cooperation, the leaders of each team were quickly promoted to clarify the business scope of the company and the coordination mechanism of the team, so that several teams could carry out daily routine work in an orderly manner. These are the things that matter, and no amount of code written is as important as the priority of solving these problems.
Of course, it does not mean that the management does not write code. For example, in the front end team, when the turnover of staff is very large, some businesses can not be carried out normally, and the online problems of customers need someone to support them. At this time, the priority must be to solve problems, and there is no one in the team, so the leader should be appointed. Therefore, as a leader, what we should focus on is not whether to write code or not, but whether to solve the problem.
The seventh question is, how do you plan for a team?
How to plan the team is a very big proposition. Some people think we should improve the technology of the front-end team, some people think we should make the team have a sense of belonging, some people think we should focus on the system and project management, all of which have their own reasons. However, everything has its regularity. In many cases, staying true to why you started is the only way to achieve success.
Team planning must be closely related to the overall strategy of the company and the situation of the team. The meaning of the existence of all the people in the team is to realize the strategy of the company as the core. With this big background, we should think again about how to do team planning.
Business planning must be included, and business is the most direct value that our team provides to the company. In business planning, we need to define the business direction of the team. For each individual, it is a project, which involves the quality and efficiency of our project delivery. We need to set a clear indicator. Under normal circumstances, our business has many old and legacy problems, so we need to actively optimize and sort out projects in the r&d side, which can be fixed indicators.
Technical planning is a matter of the overall ability of the team. As a leader, we need to develop a technology stack in line with the company’s business. We need to develop the relevant coding specifications, we need to promote the team’s code review, we need to use technology, do some improvement tools, such as scaffolding, project templates, basic component libraries, etc. From the perspective of a leader, our technical planning generally brings convenience to the business as much as possible. At the same time, we hope that through our technical planning, we can help each team member to improve their technical strength and enhance their sense of self-worth in the company.
In fact, team member training planning can also be called team gradient construction. As a leader, we need to create different talent gradients according to our understanding of the business, which can be roughly divided into four levels. At the first level, the team members have technical strength, and their technical ability can meet the demands of long-term business development. At the second level, with business capability and understanding of business, technology can play a greater value. The third level, good enough soft ability, mainly in external communication. The fourth level, management ability, can initially make decisions and plans for a small team. Among them, the first and second levels, is the general development of students requirements; The third level is the requirement for senior front-end talents within the team; The fourth tier is the requirement for the small leader of the front-end team.
Once we have a plan, we need to implement it. We need some corresponding systems to help us complete the team plan we have made. Generally speaking, we need to hold weekly meetings, in which we need to conduct routine checks on key things. The front-end team of Cloud Integration will generally check four contents: team business, technology construction, team code review, and team internal sharing.
Eighth question, why is leader often right?
In many cases, we are in awe of the leader. As a team leader, of course, we expect to have the same prestige within the team as other leaders. We are not in awe of leaders who shout loudly and have no sense of logic. In the IT industry, there are many leaders who are ridiculed. The reason lies in that, as a leader, there is no right thing to do!
A Leader needs to have a stand, which is to achieve one goal after another for the team and the company. Therefore, the position of a leader is to make things happen and work with the mentality of making things happen. The most common taboo of a leader is to regard work as a task, and he only completes the current task. In most cases, to complete a job, there are a lot of unclear boundaries, which is what the leader should pay attention to. For example, when a leader finishes a job, other departments at the same level may delay the project because they cannot cooperate in time. In terms of completing the task, many people feel that a delay is a delay because the external team can’t support it. If you think about it in terms of getting things done, then you have to think about, are you talking to external teams at the same level, what are the priorities? What are the consequences of our failure to do this? Do you need a higher-level boss to make the decision?
Therefore, whether a person is a mature leader or not, in many cases, is not a problem of technical ability, but a problem of mentality. For those experienced leaders who have worked for many years, the most valuable thing is that they can make optimal decisions in any complex situation and ensure the orderly progress of various affairs.
In other words, as long as a leader works in the right direction, even if he makes some small mistakes, it does not matter, because even if he makes mistakes, the original intention of making mistakes is for the team and the company, as long as he makes the right decisions in most occasions and critical moments.
The last
A real leader should have technical depth, be able to stand at the forefront of the whole front-end technology, and provide nutrients for everyone in the team in terms of technical growth. Also has the height of business, can explore the company’s internal business pain points, use the advantages of front-end technology, to solve the company, and even the industry’s problems; In terms of life and work, I have the spirit of selfless dedication. In the process of team growth, I have continuously achieved one partner after another, and also achieved myself. As a front-end leader, we should also think deeply about how to redefine the front-end position, what is the difference between the front-end team and the back-end team, and whether we can promote the reform of the whole front-end industry through these reflections.
If one day, many partners in the industry are willing to reduce their salary to come to your company because of you, then you will officially become an excellent leader.