How to do a good job in team management
(1) Adhere to the principle of fairness and reasonableness.
The level of management can determine the quality of production and operation of the whole enterprise. It can be seen that an excellent team plays a vital role in our civil explosive industry. As the "head of the army will follow the tail", the team leader has various rights to manage the team. To make good use of this right, we must adhere to the principle, not the trading principle. Honest, upholding justice, not selfish. In the team, there may be some employees who are close to the team leader and have a little friendship in private. However, as a team leader, you should not let these friendships affect your handling principles. Dealing with problems should be about things, not people. Friendship is friendship and work is work. If you are selfish and friendly when arranging work or dealing with problems, it will cause employees' dissatisfaction, even intensify contradictions among employees, affect the harmony and unity of the team, and make the team lose cohesion and combat effectiveness. Only by adhering to the principle of fairness and reasonableness can we arouse the enthusiasm of team members and give full play to the management role.
Of course, a fair and reasonable measure is sometimes difficult to grasp, which depends on the balance ability of team leaders. It is impossible to be absolutely fair and reasonable. No one can satisfy every employee in the team. As long as most employees are satisfied with our work, it is basically fair and reasonable.
(2) Set an example and play an exemplary role.
An excellent team leader must be a hero who takes the lead and an example who can put everything down. With the capital of setting an example, the morale of the team can be cultivated and condensed, and the enthusiasm and combat effectiveness of employees can be mobilized. There is a saying that actions speak louder than words. The behavior of our team leader directly affects the behavior of team members. It is better to do one practical thing than say ten beautiful words. Team leaders not only rely on "saying" to manage employees, but also use behavior to motivate employees. It is necessary to practice and strictly abide by various rules and regulations and play an exemplary role. Let employees obey your management convincingly.
(c) Must have excellent skills-be familiar with safety operation regulations and technical regulations.
An excellent team leader should be familiar with any technological process and production link of the class. When there is a problem in any link or equipment, he will immediately think of what bad factors are causing it and take corresponding measures to solve it in time. This requires our team leaders to constantly strengthen their study, improve their professional level and safety knowledge, accumulate rich field practical experience, establish the status of technical authority, be technically independent and have the ability to deal with general or unexpected accidents.
(4) We should have the spirit of hard struggle.
An excellent team leader should have the spirit of hard work, walk in front of others at work and walk behind others after work. We should have the psychological quality of daring to fight and fight, and dare to chew "hard bones" and "fight hard". When encountering difficulties and problems, it is the best time to exercise team leadership and give full play to their talents.
An excellent team leader should have both wisdom and courage, be brave in facing difficulties and never shrink back, but he should also talk about methods and strategies, not be reckless, and pay attention to science and skills in order to solve problems more satisfactorily and complete tasks better.
(5) Know people and make good use of them-they will use good people.
Man is the most active factor in the production process and the practitioner of safety production. Solving the problem of people in the team is equivalent to grasping the key to team building. Therefore, to grasp the team building work, we must adhere to the people-oriented principle and do our best. Every job, every job, should be done by the most suitable employees, give full play to the strengths of employees, and let every employee become a "technical backbone" and a "professional expert".
Using good people is to fully mobilize the enthusiasm and combat effectiveness of employees. This requires team leaders to have a "big" and "small" vision, learn to decompose and quantify the work of their own team, and implement it to every employee. And let every employee do a good job within his power. Otherwise, it is easy to win an old saying: you are covered in iron, you can twist a few nails, but you are exhausted and you can't do much.
An excellent team leader must be a team leader who is good at employing people. When assigning work, it varies from person to person, so we should pay attention to the changes in daily work, adjust it in time, and make strategic plans. In this way, the work will be clear-headed, clear-headed, and have a multiplier effect.
(6) Learn to be kind to others.
Team leaders should know the power of respect and understanding, know that rights are not equal to authority, establish prestige and prestige, use prestige and prestige to motivate employees, instead of oppressing and restricting people with power, master the scale of strictness and love, be kind to every employee, pay attention to their own way of speaking and art of doing things, and make employees willing to accept your management and obey your command.
As a team leader, you should have a standard of measurement, and care about personal grievances. People who suffer from loss can't achieve great things. On the contrary, being good at sorting out the mess, lifting weights easily under big goals, and being comfortable with indicators and progress are not only conducive to tempering the will, but also conducive to the establishment of personal prestige. Be serious at work, be kind in life, give people sunshine and a happy mood, and make employees feel that you have no shelf and are kind. Conducive to the harmonious construction of class spirit.
(seven) to have a different understanding.
According to the actual situation of the team, formulate systems and rules that reflect differences, and form different working atmospheres of doing and not doing, doing well and doing poorly. No difference, no progress, no difference, just eat the same pot. Team leaders don't understand the differences between team members' abilities and work quality, which is not only the performance of management inaction, but also damages the enthusiasm of team members. In team management, the bonus that the team leader gives to team members every month is a manifestation of different understanding. If the scores given by the team leader to the team members are random, I don't know where the high scores are and where the low scores are. Then don't expect your team members to do a good job actively. Only by formulating a fair and reasonable system and conducting fair management according to the distribution principle of "more work, more gain" can we mobilize the enthusiasm of team members and do a good job in management.
(8) Role cognition plays a good role of "bridge"
The team leader is the "soldier at the head and tail", the soldier in front of the team leader and the general in the team, which has a special role in connecting the preceding with the following. It is a "bridge" connecting up and down. On the one hand, we should strengthen contact with leaders, on the other hand, we should care about employees. It is necessary to convey and assign the management intention and production tasks of the leader to every employee in the team, and collect the feedback information from every employee and reflect it to the leader, so that the leader can know whether the decision is correct or not in time, adjust the inappropriate places, and make the production run healthily and stably.
(9) Learn to appreciate
There is a saying that "a good boy is boasting". In fact, team management and education of children are the same. For some employees with good performance and positive work, if the team leader can give some praise and appreciation in time, then they will be more confident and work harder. Of course, this appreciation and praise must be sincere, factual and objective. Not hypocritical flattery or perfunctory. This kind of praise and appreciation, if used well, can also have a good effect, although it is only verbal praise and has no material basis. Because this is a heartfelt appreciation, it can satisfy people spiritually, and it is also the recognition and affirmation of others' work.