Three main points of team management
1, clear architecture
The most important thing to establish or manage any team is to clarify and readjust the organizational structure. The key is to know who is in what position and what content.
Of course, the so-called clarity means that managers do not allow two people to cross a post, nor do they allow collective leaders or teams to have vague work areas. We often say that we should manage our land well, so how should we manage it? How to manage? The easiest way is to clarify the responsibilities of team members. If something goes wrong, let everyone know who is responsible. If you make achievements, whose credit can be clear, rewards and punishments are clear.
2, clear goals
Whether it is a business position or a functional position, we should pay attention to clear goals and implement them in a down-to-earth manner when managing the team.
As managers, we need to be clear about the direction of the team, set up a ladder for team members and convey it to all employees. If this is not done well, even the best team will not produce good results. And our members need to implement the goal in stages, be result-oriented and realize it step by step.
Step 3 visualize
Management can not be grasped at once, nor can it be completely ignored.
So learn to "see" and help you "see the problem" through a visual process and management system. Through this system, our team boss may not really need to track what everyone in the team is doing every day, but we can still master the first-hand materials when something goes wrong.
And team members know that his things "may be seen", and the efficiency and quality of execution will be improved.
This is the basic management skill in the team organization structure. On this basis, let's clarify several taboos in the process of team management. Look at what we can't touch.
Four taboos of team management
1 excuse
Manage the team well and don't make excuses for yourself or team members.
We should always remember that there are only two answers to things at work: "finish it" and "finish it". Repair is your ability, but what you need to know is the loss. Is there any way to remedy it? What help do you or your subordinates need?
As for why you screwed up, what blood was in it? Needless to say, you know it yourself, just learn to summarize.
This process is out of control.
Of course, we should also pay attention to the management of the process, although it is right to be results-oriented.
Because of lack of experience, many of our managers tend to go to extremes, which is really "extensive" and don't care about anything but the result. Put agents, sales or other employees on the task, and wait for him to hand over the order to the team to open up a market.
This has caused a series of problems: the team has lost supervision and control. As a manager, you don't know what methods members used to get this result. Has he made any progress himself? Why did he get the result or not?
If our managers really don't care about anything but the results, then your team is not far from "collapse".
3. No response to information
Wechat business also belongs to the Internet industry, so we must learn to keep our thoughts and behaviors at the forefront.
Especially for front-line agents, our managers should help our members broaden their horizons, understand market trends, consumer demand characteristics and changes in competitors, and reflect this information to their own members in real time, which is very important for them to make suggestions in their daily work.
On the other hand, the problems found by managers in the management process should also be explained to members in time, so as to formulate countermeasures and respond to information in real time.
4. No evaluation
Although setting KPI seems a bit heartless, the workplace is the workplace, and we don't need to keep idle people.
Therefore, our team managers need to pay attention to quantitative and qualitative evaluation in the management process. Quantitative assessment can include: sales results (such as sales volume, repayment rate, total profit, number of customers) and sales process (such as the average number of customers followed up every day, the time spent each time, the average daily product sales expenditure, the number of new customers opened in a specific time, the number of old customers acquired in a specific time, etc. ), as well as qualitative evaluation: such as cooperation spirit, professional enthusiasm, loyalty to the team, sense of responsibility, etc. And it is the fairest way to manage the team through data and indicators.