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This article is the fourth session – front-end career Planning special lecturer – valuable share – “How to cultivate more front-end technology experts in the team” :
Thank you very much for inviting me to come here to share and communicate. It has been four hours since the first three guests shared, and I would like to devote four to five hours on the weekend to self-growth. I would like to say a word to the online listeners: you are excellent and you are the “climbers” in my heart. At this moment, you should give yourself a round of applause. As MENTIONED earlier, I asked about the topic of growth. Recently, I happened to be reading a book named Lifelong Growth, and I took this opportunity to recommend it.
My topic today is “HOW TL produces more front-end technologists in the team”. The core of the sharing has been reflected in the cover of the PPT. In the cover, there are people, tents, and beautiful mountains in the distance. The mountain is the place we want to reach. It is the next stop of our pursuit.
Team to introduce
First, what is Dingding doing? During the epidemic, employees work at home and students take classes at home, so they can feel that the digital era has arrived. Dingpin wants to do one thing: define the way of working in the digital era and make it easier to work and study. Our goal is to serve 1 billion users around the world and build a global APP. For dingpin engineers, a single line of code from you can affect 100 million + users, which presents huge challenges and opportunities. Dingding is multi-terminal oriented, efficiency, stability, experience is the front end must be to think about three topics. In terms of efficiency improvement, We have been exploring how to implement a set of code multi-terminal operation. In terms of experience improvement, how to continuously explore technologies to improve user experience, including Hybrid, applets, Flutter and other technologies. There is also stability. To serve 1 billion users, how to provide enterprise-level stability is what we have been practicing and summarizing.
To introduce myself
Today, I also listened to the sharing of the host, Zhou Yuan and Cheng Chi, and I learned a lot. My feeling is that the four themes I shared can be combined into one big theme, and each theme is related to each other. This includes definitions at each level of the front end, where the capability challenges at each level lie, how to do a high quality technical planning, how engineers do career planning, and how TL builds teams and develops people. Today, MY share is not only for TL, but also for front-line students, how to make themselves TL training candidates.
I joined Alibaba in 2008. Within four years, I was promoted from P4 to P7. At present, I am a senior front-end technical expert.
The current size of dingding’s front-end team is 100+, and MY role is the technical leader of the team, with 30 people in line. At the same time, he is also one of the founding members of Dingding and witnessed the rapid development of Dingding, from one user to more than one billion active users at present. However, our target is one billion, which is a big target. At the moment, we are also looking for fellow travelers.
Understand the team
First question to TL, do you really know your team? As TL,Know your team in depthIt’s very important to understand what each person is thinking, what he wants, what he’s doing, and how he feels about his growth. I summarized a method to stratify team members and label them into three categories. The first category is “quitters”. When facing problems, quitters tend to be Buddhist, carefree and comfortable, and like to escape and give up. If you look closely at the team, you will see the shadow of a “quitter.” There may be one in 10 people, but the total number is small. The second type is “campers”, who make up the largest proportion of the team, generally accounting for about 60-70%, and they have also made a lot of efforts. After some success, they relax. The third type is the best, the “climber”, he will set higher requirements for himself, he can grow up quickly in this stage. Today’s audience can hear from the beginning now, you are all climbers in my mind, climbers do not set limits to themselves, will deliberately arrange time to learn, the pursuit of the next station of their own.
Understanding human nature and human heart
Labels must be time-sensitive and dynamic, not static. He was recruited only when you thought he was good at the beginning. Later, because of something that happened, you didn’t pay attention to him. His state gradually changed, but his foundation is still good, but the current state is a “quitter” state. Performance is an effective management tool. Through performance management, TL can promote a “quitter” to become a climber after a period of improvement. As TL to understand human nature, understanding people, every “climber” in the mind of a “camp”. In addition, I suggest TL also spend some time to watch some good movies, such as The Climbers, so as to have a deeper understanding of today’s “climbers”. Wang Shi, founder of Vanke, was able to climb Mount Qomolangma when he was very old. Compared with the film “The Climber”, it is very difficult to climb Mount Qomolangma. Wang Shi was able to reach the top of Mount Qomolangma. Everyone is born with a core drive to climb. Everyone wants to be better and not be outdone.
Team, business, and individual
Back to our work, it is inseparable from the team, business and individuals. From the figure, we can see the value of the team, which is to make the business win, solve problems for the business, and make the business grow faster.
For individuals, the company hires you and hopes that you can efficiently and stably support the business, or even bring a new business with technology (this is a bigger expectation). TL needs to empower and target others, so that they can grow quickly. As for the fourth one, I have a deep understanding that business needs should not only be seen as a job, but also an opportunity. TL can decide which students should be responsible for it, and let students learn through projects. As for the fifth one, you must have skills in the team to help the team improve the efficiency of research and development, take more responsibilities, and build your own brand and influence. When you take such responsibilities, many opportunities will follow. The sixth is that the business itself shapes the team, or even forces the team to move forward.
TL responsibilities and breakthroughs
I summarize the responsibilities and breakthroughs of TL. In business, TL should perceive the pain points of users and customer value, who the product and service is, and what kind of value it brings to customers. TL is also difficult to make a technical plan without in-depth understanding of the business, and the technical plan itself is to solve the business problem. In addition, we need to understand the opportunities and challenges of the business. We need to get together with the business. We are in the same boat.
You also need to know what the business goals and strategies are, and what is the core implementation path? What are the most important things to do at each point in time? Technology and business business, technology must not exist in isolation, otherwise lost value. At the team level, TL should do a good job in echelon construction, especially in the face of rapid business development. TL should also make clear what is the most important thing for you at present, which is recruitment, echelon construction, architecture upgrade and efficiency improvement. The development trend of the business is 45 degrees, if the recruitment and cultivation of personnel do not keep up, there will be problems, then recruitment is the most important thing for TL at the moment. For important things, make sure you invest your time in them. You can’t get results if you don’t invest your time. In addition, we should pay attention to the construction of team culture. For example, if you want to improve the execution of the team, it is necessary to check whether the execution of every important thing is in line with expectations, and to see the execution of people. TL must have to be, for transfers-will could more than 10 business, but what business is that you must support good, what business can wait today, lower priority, such as people recruitment in place, then the key to support, before hiring a small amount of support, business can be ran in front, not stagnation, also see if I have other support way, This business is not someone else to do more appropriate. Sometimes more business is not always a good thing, depending on the throughput of your current team.
TL should pay attention to the growth of the whole team. After a year, no one can be promoted, which means that your team has not grown, which means that the value of your team has not been fully recognized. TL is not only looking “inwards”, but also looking “outwardly”, how the team builds influence within the company and the industry. TL should communicate more with the outside world, such as going to the front end to chat and share early, which is a good channel to enhance the influence of the team. I encourage team members to summarize themselves and share more, because sharing itself is a good opportunity for growth.
TL for team cultivation, management expert Drucker once said, management is to stimulate the goodwill of others, TL to tap the potential of others, I have personal experience, people with a team today ranked at the Bottom of the team, but after a year of growth, it is possible to become a 3.75 student, potential can be tapped.
The other thing THAT STRIKES me personally is that as a TL you have to check what you want. For example, I want to build the execution ability of our team. I will talk about it many times at the weekly meeting, and follow up the execution of every important thing. After talking about it many times, students will know what TL is.
Cultivating people and building a team is like planting a seed today. Only when you water it properly will it germinate and slowly develop in the direction you want. It takes time, patience and determination. If you don’t do a lot of things, your trust in your team will gradually decrease. When things are set, stick to them as TL.
In the performance appraisal, you put the student at the Bottom, because of ability, because of attitude, or other considerations, after the performance should be tailored to the case, targeted improvement and empowerment. What is empowerment? It means that you should be able to help him at the right time and in the right way. Empowerment does not mean calling him in today to lecture him on methodology and general principles, which will have limited effect. Better yet, he has a sense of what is happening at the moment, and can be empowered to bring about a self-change.
TL be the CEO of the team. The E stands for Explain. TL be confident to sync and share with your boss and the larger team when your team is doing well. TL should be the creator of an organizational atmosphere, different styles of TL will bring out different teams, teams must have their own flavor. TL to make people do, to be worthy of the majority of the team, let the majority of people in your team grow.
Let the growth of the team match the growth of the business, or even exceed the growth of the business, which is reflected in the promotion. Promotion is just like climbing the stairs to the second floor. The scenery on the second floor is different from that on the first floor. The second floor has a better vision, deeper cognition and richer experience.
TL let team under every one building such a standard to measure levels of mental work, today in the usual work, high-standard, this will let your team will grow faster, although some people may not adapt to the beginning, need to pay attention to and timely communication, so do the thinking behind what it is. The performance of promotion is cognitive upgrading, which is not only reflected in the technical level, but also a comprehensive ability. If there is a promotion demand, it must be reflected in action, whether it can show strong enough execution in the project and get a good result. At the beginning of the year, I will communicate with my team. Please tell me if you have a promotion appeal this year. Then, you must also show 120% effort attitude this year, so that the team and the partners around can see your obvious changes and growth.
What are the capabilities of a front-end technical specialist? I can sum up three points. The first point is whether you have the ability to deconstruct business problems; the second point is whether you have the ability to be an expert in a certain field, the one who knows the most about the field in the team; the third point is how influential the technology is. Each company has a corresponding Job Model, which can be compared. For JD, we need to dig deeply and refine it into several abilities, which will be enriched and highlighted in the subsequent training of students.
Choose the right candidate
Circle the candidates
The first step in grooming is to select the right candidate. What I do is I choose from the campers and climbers pool. Campers have the potential for upward development and need to dig deeper. Climbers are preferred because candidates are self-driven, self-learning and self-managing.
It is also necessary to see where the gap between the campers and climbers is in terms of their abilities at the next level. If your plan is to train them in two years, some of them in one year, it needs to be cultivated in a rhythmic way. They need to communicate and reach a consensus with their classmates, and they need to understand the current gap. Another key action is to leave room for competition in the candidate pool. For example, if you have a team of 10 people and you want to cultivate a P7, you need to select and prepare at least 2 people. Selection is about making you an important candidate, but it’s not about making you a success. The candidate needs to know a lot about you.
The candidate’s next move
Following the selection of candidates, I boil down to three points:
First of all let candidates should fully realize the growth is their own business, when he believes is his own things, in the face of opportunities and challenges and difficult to be born will be well, he will want to many ways to solve, if he does not think is to do your own thing, will feel organization arrangement so much to live for me, I have been very busy, I can’t do.
The second point is that when you don’t want to be promoted, you may want to go out on weekends to enjoy yourself. But when promotions come up this year, a lot of your time should be focused on self-improvement and taking advantage of opportunities. The second point is to let the candidate know where the Gap is in the next level. For example, if he is a P6, he should check the P7 in the team, instead of the P7 in the Bottom of the team. To be nominated, you have to be on the median.
The third point is to teach people by doing things. Let him practice one thing and one project after another. For example, let him be responsible for some of your technical planning this year. Let him share some occasions so that he can exercise his ability. If he is not enough in the expression of ability, after going to report will have an impact, then you need to exercise more at ordinary times, TL to deliberately arranged, candidates to deliberately practice.
How to get results
Objective to define
We need to be clear about what the goal is, the goal of doing things well, not done, but broken down into multiple milestones.
Practice path and grip
Once the goal is clearly defined, identify the path to action and what your grip is. Without a grip, you will be weak when pushing and may not get results.
Organizational guarantee
Organizational guarantee means the coordination of which team and the input of which people are needed to accomplish this goal. It must be clear and communicated in advance.
milestone
The TL should regularly review milestones achieved, especially for the candidates you are developing, be specific and actively follow your progress weekly or bi-weekly. The emphasis here is “initiative”, rather than relying on TL to urge, if many things need TL to Push, then TL should reconsider whether the candidate is still yours to continue to cultivate.
Positive feedback
You selected the candidate and got the result of the project. How did you give feedback to your classmates? Is indifferent, feel in line with expectations, what have not to say, in fact, this is harmful. Or tell him that he did a good job today, praise or praise in public, but it is very light, just say that he did a good job today, the result of this is that he may not know what he did well and what is not enough. The best feedback has to be a reason. For example, he did a good job in promoting the project by communicating fully with other team members and exposing risks in advance. After such feedback, when he does similar things in the future, he will think of the positive feedback you gave him at the beginning. He will not let you down, and he will protect his reputation.
Negative feedback
Some things in the process of landing did not achieve your expectations, how to do effective negative feedback. Negative feedback does not mean that you are a bad person, but that you did not get the result in this matter, you need to analyze the reason for not getting the result, ask for the end, and make sure to focus on him clearly. When he realizes that he is not doing enough, he needs to be encouraged. Then he asks for a deep discussion about how to change, how to do better next, his thinking comes in. After the communication, let the student talk about what we are going to do today, make sure that what he said is the content and goal of your communication.
Vision promotion
TL has two things to do in the process of cultivating candidates. The first is to improve vision. Today, he is a P6, and he may not have the vision of P7 at the beginning.
TL found that this tool could serve the whole team, so he needed to help him to point it out, lift up the horse and give him a ride, so as to enlarge the value. Later, he also knew how to go and did the first cold start well.
Reporting on activities report
Soon to the promotion season, the results have been taken, to face the report, that how to prepare an excellent report? Let’s start with a tree, the leaf represents your performance, but promotion is not just about the leaf, it’s about the branches, it’s about the trunk, the branches are your ability, the trunk is your character, physical and mental health, your intelligence. It’s hard to make a clear judgment from an hour of reporting, but there’s some perception, and the judges interview six or seven people a day, and there’s a comparison of who’s Top and who’s Bottom.
On how to make a good report on duty, I summarize the following four points:
The first point: the preparation of the report focuses on the embodiment of the results to the ability, first highlight your results, behind it is to show the judges your ability, from the results to the ability.
Second point: The presentation of the results must be quantifiable and the data should be accurate, instead of generally improving the team’s R&D efficiency, which is empty and unconvincing and must be supported by specific data. For example, if you develop a set of components, you have to have a good idea of how to describe the efficiency improvement, otherwise you can easily be challenged.
Third point: you must have done a lot of projects in a year. There is no need to list all the projects. Some projects are of the same nature. When expressing, we should pay attention to the expression of the structure, from point to line to surface, and finally to end with the surface. In order to show the judges that you were able to think systematically today, what methodology did you summarize as a result? You have to have this. Without a methodology, you don’t necessarily get the results when other things like this come along.
Fourth point: many engineers have a common problem, the speech ability is not very good, usually need to practice more. Recommend candidates to share in such occasions as early chat; There is also a small way, before suing the job to speak a few times, cram, speak a few times, record a video, and then listen to where can be promoted.
Develop more front-end experts
TL how to cultivate more front-end experts in the team, here “more”, it must be a system, is a kind of ability, cultivate a P7 is not awesome, cultivate a bunch of P7, this is great, also shows that your team has a strong hematopoietic ability.
My sharing today is to bring more TL thinking, how TL according to the actual situation of the team, refined into a team training methodology, let your team climb the Himalayas, there are methods and tools.
To understand human nature
Human beings are inert. We should understand human nature and let students understand that the best performance today is the minimum requirement for tomorrow. We cannot say that after promotion, we will soon become a camper or a avoider. What are TL’s expectations of a student after he or she is promoted? Keep your attention, which is not easy to cultivate, you must use it, you cultivate his purpose, is to make the team better, is to let the team can better support the business.
recruitment
Our team also opened the nuggets, Zhihu column, please pay attention to. In addition, Dingding wants to build a platform of 1 billion level. We are looking for fellow passers-by. If you have any ideas or further communication, please add us to dingding.