preface

  • A few days ago, I watched the “Rare Earth Mining Developer Conference”, in which the part of team building and thinking was quite impressed and harvested a lot.
  • Combined with their own work (10 years), successively experienced, Java development engineer, project manager, service front end development engineers, front-end technology leader, front leader, front-end architect, which have been involved in team building and management, after several ups and downs, may itself is not suitable for team management, and now round back to front end development engineer. After listening to the sharing, I had an Epiphany. Through the case analysis of past management failures, I did neglect some key nodes and the handling skills of people/things (just like paying tuition fees, haha, but it is a little expensive ~).
  • This article will summarize some of the content and self-reflection of the sharing meeting

Note: The pictures in this article are from the rare Earth Mining Developer conference – team building and thinking screenshots, don’t accuse me of plagiarism, ha ha ~

Good r & D management can accelerate the company’s business development

Focus on products to turn “advantage” into “prosperity”

Job based R&D organization structure Product r&d organization structure
Product r&d organization structure Each R&D center is a largest product team
Secondary departments are divided into multiple tertiary departments according to post functions The second-level department is divided into a number of product organizations into third-level departments by product, and each product organization is a team
Each person belongs to only one functional organization Each employee should belong to at least one product team, and there is no limit on the number of products
The staff of the three-level departments shall be expanded indefinitely according to the establishment Each product team should not be too many, small and full of combat effectiveness
The team Leader of the tertiary department is appointed from the job functions selected/competed for The product team Leader of the tertiary department can be any member of the team

Comprehensive ability: professional ability, leadership, reporting ability

Principle of appointment: those who can live in it can go up and down

Business and technology make each other better

  • The production team and the operations team sit together and focus on the product
  • Assess the IT level of business departments, assess the degree of IT department achievement of business, 1+1 > 2, brothers work together, its sharp cut through gold

When I was doing back-end development, a very important indicator for assessment was “whether I am familiar with the business”, because in the professional field, if I do not have enough business knowledge and skills, IT is impossible to get started to develop. Customers purchasing at the same time, business negotiations, line maintenance, emergency treatment remember often call or face to face with customer business people often discuss business system (a pack of cigarettes and some bottles of water), sometimes need to be a key step of trading node deduction again, chatting chatting to customers are talking about the extra demand (this is the real gold and silver ~)

  • Building a product is like raising an incredibly powerful child

How to manage a team well

There are 100 Hamlets in 100 people. Every team has different management challenges and there is no single best paradigm

Management Overview

  • Management planning: Planning objectives
  • Team building: Bring in
  • Task management: Doing things

The role of cognitive

From developer to manager, it is necessary to recognize the role, clarify the responsibilities of the manager, list them one by one, and change the way of thinking. I have made such mistakes, always trying to cover everything and participate in everything, still stuck in the thinking of code development, focusing on the core not doing well (failure ~).

latitude developer manager
Job responsibilities
Responsibility category
Ability to dimension
.
  • It is one of the core responsibilities of managers to help subordinates solve problems, grow and improve, and act as performers
  • Personnel training, cadre training and successor training is one of the contents that managers must think about

Management requires action

You get the result that others don’t have, must be doing the action that others don’t do

  • Talent training is the focus of our work

    • Help subordinates to grow up, “virtual” responsibility, “real” landing
    • Altruism, talent cultivation, middle level cultivation, successor cultivation

  • Learn to delegate and focus on more important things

  • Self-reflection, can only find the “know you don’t know” deficiency

Successor training

A manager who does not know or want to groom a successor will not be too tall

  • Sort out their daily work content and experience summary
  • Delegate 80% of those tasks to your successor: do only 20% of the core tasks yourself
  • Follow the progressive pattern: you do, you say, you do, you see, you ask
  • Note: Delegation does not confer responsibility

Goal alignment

  • The company establishes the objectives – the objectives of the superior department – the objectives of the R&D team – the objectives of the team, and aligns the objectives level by level. Leaders at all levels disassemble the objectives of the team and align them with the executives respectively according to the division of labor

    • Managers cannot be lazy, transparent and accountable

  • Disassemble according to target, plan detailed rules

    • What we need to do (target), to what extent (target), how much resources (human or otherwise), what means (action), how to measure output (indicator measure)

  • We should dare to make mistakes, cultivate the basic team culture of trial and error tolerance, and stimulate the creative vitality of the team

    • For failure, non-employee personal attitude problems, should not be any punishment, a good review, thinking about how to improve research and development capacity, from the root to avoid accidents and bugs
    • Must not ostrich mentality: do more wrong, do less wrong, do not do good, simply do not do
    • Allow mistakes, but don’t make mistakes at the same thing.

  • Set challenging goals

    • Think big, do big, inspire creativity
    • Technical breakthrough: dare to try new technologies and industry excellent solutions to improve research and development efficiency in multiple dimensions
    • R&d empowerment: from the perspective of product business, rigorous thinking, through technical means, improve product value

Remember before in a company, the leadership explaination I purchase a plug-in, about 3-4 (presumably to pay 5 ~ 100000 yuan per year), by understanding some of its function (products), through the analysis of the backward reasoning, probably guess its core principle, design a version of the plan, and find team classmates feasibility review, fortunately, We hit it off, reported to the leader and agreed to try it, and quickly set up a key team. In spare time, after a week of development and verification, it was put on line for use in two weeks, which saved the company’s expenditure (it was useless to look before and after it was done).

Task management

  • Three elements of task management:

    • What to do beforehand: Sort out your priorities
    • How to do it: Effectively
    • What to do in the future: build process mechanisms

  • Use task management tools and be open and transparent to all team members, clarifying each member’s responsibilities, time nodes, progress, inspection mechanism, R&D process, business and technical documents, etc

  • Dare to abandon, demand will never be finished, we should concentrate superior forces on the main attack points, opposed to equal forces at each node

    • The greater the product capability, the more the demand, the value needs to meet the business objectives, product objectives, technical objectives, and ROI should meet the requirements of the company

  • Outcome metrics should be differentiated from process metrics, not storytelling, results driven,

    • Reach: Summarize and refine portable experiences and methods
    • Failed to achieve: review, sum up experience and methods, continue to work hard

  • Collaborate effectively: Fight anything that interferes with productivity

    • Goal coordination, meeting coordination, document coordination

Build a fighting team

  • Win, become a habit; Winning wars became a religion

Six elements of team building

A target Three perspectives Six elements
Combat effectiveness Individual: motivation, the ability to run Member ability: cultivation
Willingness to work: Motivation
Between individuals: resultant, fast Platoon: Division of labor
Step rhythm: collaboration
Team: endurance, long run Overall strength: Echelon
Identity: culture

Team culture

  • Open and equal engineer culture, honesty and clarity
  • Efficient, inclusive and harmonious

The team to grow

  • Technology is limited, but not only technology theory, to balance the development

  • Energize and grow into an effective fighting team

  • Outstanding team characteristics: strong business ability, excellent technical ability, reliable, etc

  • Landing the “ability to improve” method

    • Determine your goal:….

    • Finding gaps: Self-reflection, gathering opinions (superiors, colleagues, subordinates)

      • Anonymous security must be guaranteed, so that everyone can be objective and fair

    • List action plan: No action plan discussion is meaningful

    • Periodic review, periodic iteration, continuous growth

  • Landing “personnel training” method

    • Let subordinates do what you do
    • Sorted out the daily work and entrusted 80% of the work to subordinates

  • How to keep improving

    • Develop your strengths
    • Correct your shortcomings
    • Learn from others’ strengths
    • Avoid the shortcomings of others
    • Collect problems, analyze problems, make action plans, review and revise periodically

Motivation – Achievement visualization

  • Pressure and incentive for middle management to retain the best people

    • Growth in the power, activate the vitality of the middle, add enough oil to the locomotive, dare to cut the tail

  • A leader must be fair and have a large structure. He should treat things rather than people. He should not be selfish

  • Rewards, real rewards, not mental rewards, mental rewards are only effective in the early stage, the effectiveness is too short

Planning league construction activities

  • It has to have a purpose, not just a dinner date

    • Welcome new students, cohesion, release fatigue, relaxation and decompression, etc
    • Don’t let the event turn into a clique, but make it easy for the people who attend. (It’s not good if you’re more tired than you are at work.)
    • Tips: If the KTV, must be according to the number of team booking large bags and room number, do not concentrate on a large room, more atmosphere but not up

Team problem solving

Location problem

For fuzzy management problems, locate their root causes:

  • The team has no energy, no drive, what to do?

    • Analysis of the cause, appropriate medicine, stimulate vitality

  • A key member of the team has left. What should we do?

    • Backup must be prepared in advance. If there is no backup, you can temporarily tilt resources for quick handover

  • What if employees always go over the top?

    • Its core is: lack of trust relationship
    • First examine whether there are problems in their management, especially in the details of treating people and things, causing members to have low trust in themselves. If so, you can correct it by being frank and clear with Oneone, and treating things rather than people
    • If the problem is not their own, there is no need to waste their own energy, you can directly communicate with the superior, do responsibility definition

  • When something goes wrong, do not focus on the problem itself, but explore the internal and external causes of the problem and solve the problem from the root

Conversion issues

For intractable management problems, redefine to transform the original problem

  • Cross-regional management, how to do cohesion construction

  • Want to build a good atmosphere of the team, but can not create their own atmosphere

    • Contract division of labor to reduce cross-site coupling of work content; Transform echelon, let the local leader/top create atmosphere, do cohesion; Managers only need to maintain the leaders

  • Business model leads to the team initiative can not play, team sense of achievement and value weak how to do?

    • Work is work, can be supplemented by training team members to enhance the personal technical growth, the battalion of iron flow soldiers

Disassembly problem

Take some very complex “big problems” and break them down to a manageable level

  • How to build efficient execution teams

    • First of all to implement processes, standards, and strict implementation, result-oriented, fair rewards and punishments….
    • Landing talent training methods
    • Building echelon, attack group, business group, innovation group…

  • Pool your wisdom to win the battle

  • How to set up and lead a team unfamiliar with the field, how to grasp the key points of management work

    • Business knowledge collection, training, message delivery
    • Recruitment of experienced staff in this field, group effect

Receive an issue

Collect the problems, cases and methods in management, thus forming a set of systematic management methodology

  • The problem
  • case
  • Method/methodology

Due to my limited management experience, I will write here first… , oh mama ah, as if in a dream, pull back my thoughts, then lu code to…