管理系列二：管理者的基本能力
First, managers are divided into three levels:
From top to bottom, it conveys organizational decisions; from bottom to top, it achieves business goals through performance metrics.
- Top-level: Oversees company long-term strategy, main business direction, and business model.
- Middle-level: Manages human resources and improves operational efficiency.
- Base-level: Resolves product delivery issues.
Next, we focus on the foundational capabilities of base-level managers.
The Challenges of Base-Level Managers
Actually, in the previous article series titled "[Management Series One: Selection and Cultivation of Managers]" (https://www.jianshu.com/p/0dbf0654e8bd), some requirements for frontline TLs were mentioned. Here, we systematically summarize and consolidate them.
Challenge 1: Work Must Be Completed by Others
From solo work to team collaboration, the focus is not on your individual ability, but on how you organize the team to achieve 1+1>2 results. Let go of "personal heroism" and learn to "arrange troops."
Challenge 2: Your Time Isn't Just Your Own Time
Your role has shifted; you aren't just working to improve yourself. Your time must also be used to enhance the capabilities of your team members. You need to understand each person's strengths and weaknesses and create personalized development plans. You will act as a tutor, responsible for your "class."
Challenge 3: There Are Many Unplanned Tasks
As a frontline employee, you feel the world is quiet, like a student who just needs to complete their homework. But as a manager, you won't have a fixed schedule. Every day, different people may approach you with various tasks, demands, or changes, and different emergencies require decision-making. You must ensure product delivery according to the plan while handling online failures, technical support, and answering questions.
When first taking on managerial responsibilities, you may feel like your head is going to explode and you're trying to cope with fatigue.
Challenge 4: You Must Communicate Actively with Others
This is based on innate talent. If you're very closed-off and can't change your personality, you're truly not suited for management. "Active" is crucial. You need to be the icebreaker, communicate with subordinates, business partners, and all relevant stakeholders to ensure project progress is smooth, efficient, and on the right track.
Challenge 5: You Must Stay Alert to the Outside World
This is a high standard, often called the "big picture" perspective. Don't just focus on your own small patch of land; go out and look up from the giant's shoulders (e.g., your boss, business line training, or management training) to see what other business lines are doing, where they're doing well and where they're not, and how they intersect with your own business line. Even more importantly, look at how competitors are doing and the industry trends and developments.
How can we guide ourselves to address these challenges?
Training Outline
1. Utilize Fragmented Time Effectively
2. Always Focus on Key Points of the Stage
Solve: Challenges 2 and 3.
Suggestions: Use tools or methodologies (e.g., Gantt charts, Pomodoro technique) to efficiently manage your time.
3. Discover People's Strengths
Solve: Challenge 1.
Suggestions: Create a development profile for each subordinate and a notes document for those with intersections. "Mine" people's strengths.
4. Clearly Communicate Tasks
Solve: Challenge 4.
Suggestions: Speak simply and concisely, not necessarily in a command style (depending on the situation), but ensure you clearly convey your "ideas" and "requirements" or "expectations."
5. Focus on Actual Outcomes
Solve: Challenge 5.
Suggestions: Don't think that 100% replicating the UI design is perfect. What is the business goal of the product you deliver? What are the benefits achieved? Are these benefits short-term or long-term? Remember: "You aren't working for work; you are working for results."
Summary
Today, we've covered this much. We'll discuss more scenario-based topics in the following sections.
