? "Get things done, GSD)" closed loop, relatively simple and easy to understand, avoiding impulse.
I believe that the decision is correct, and everyone will effectively implement the decision. Regardless of whether it is done correctly or not, the team should learn from the results and then start the whole process again.
There is more than one way to achieve the goal. Find a way that suits your personal style, and then create a culture where everyone can listen to each other, so as to promote yourself and your subordinates to understand and convey ideas and ideas more clearly.
In order to encourage new ideas and create a safe space, don't just ask questions, but provide three solutions and one suggestion to ensure the smooth discussion of the team.
The cultural focus of the discussion is concept rather than self-awareness, but fact.
Pay attention to everyone's mood, pause in time, use humor, and know when to end the discussion in a pleasant atmosphere.
The reason why excellent managers usually don't make their own decisions is that they are more inclined to create a clear decision-making process and pursue facts rather than just suggestions.
To make the "decision maker" in the team more convincing, we need to make good use of three basic elements: emotion, credibility and credibility, and get results from relationship, guidance and team.
1.
Establish an interactive relationship from the outside to the inside, and explore the art (and risk) of caring for yourself, working freely and interacting at work.
If you don't care about yourself, you can't care about others. When your body is not at its best, many things will be more difficult to deal with.
? The essence of leadership is not to feel pressure on the external environment. What is needed is a good integration of work and life, finding the "know-how" to care about your healthy life and sticking to it. The first principle of employees' free work is to fully authorize and create conditions for employees to stimulate their potential. Your responsibility is to guide the team to achieve the goal.
When everyone in the team can put their best mental, emotional and physical state into their work, they can better complete more work and achieve greater results.
Mastering the art of communication and inviting your team members and family members to your home for dinner is a good way to open your heart and express your concern. Of course, non-mandatory activities can also make people feel compelled. On the one hand, respect the boundaries of others, on the other hand, encourage them to work wholeheartedly. We need to be careful between the two.
Asking for criticism, suggestions and feedback is of great benefit to building long-term trust.
Asking people to talk openly about their values may alienate people, but it won't help people find the same characteristics.
What you need to do is to keep your behavior consistent with your values and show how you can use your values to manage your team. Don't just write words like "hard work", "honesty" and "innovation" on paper.
The core principles of absolute frankness are tolerance, opening yourself up, and interacting with people who have different world views or lifestyles that you don't understand and may even conflict with your core beliefs.
A six-second hug can effectively optimize the flow of chemicals oxytocin and serotonin (which can improve mood and enhance relationships) and find effective ways to make people feel excluded. Of course, oral communication is the best way.
It takes time and energy to establish relationships with direct subordinates, identify with one's emotions, control one's reaction to others' emotions, admit one's emotions, speak out problems and listen patiently. Putting a few bottles of drinking water in front of your desk can help ease your mood. In difficult conversations, walking around is better than sitting and talking.
Remember, focusing on your work will help you tide over the difficulties, and a good relationship will bring more significance to your work than achieving your goals.
guidebook
Giving direct guidance should start with the boss, explaining that his intention is to help others and help people relax their vigilance.
When guiding, clearly inform the other party of the standard of good or bad. The clearer the details of the standard, the more helpful the guidance will be. It is better to ask others for help than to offer help directly. Guidance is a gift, not a whip or a carrot.
It is best to explain the guidance questions in one or two minutes, and three minutes at most.
Don't wait for one-on-one meetings or performance evaluations to guide employees. It's better to guide yourself, so it's better to act immediately. It is important to publicly correct other people's work, make objective descriptions and discussions, but criticize others in private.
Replacing "you are wrong" with "this is wrong" and personalizing the problem will only make it more difficult to solve.
Evaluate immediate guidance, find a baseline and record progress.
Guidance is a difficult thing, and you may feel stressed because you are afraid that you can't be absolutely honest.
? We can't "adjust" ourselves once and for all, which requires us to manage ourselves every day.
Evaluation guidance can quickly improve the quality and quantity of guidance, thus helping you and the team to create an absolutely honest culture.
If we can often move from excessive sympathy to absolute honesty quadrant, then the whole society will not only be more efficient, but also the happiness index will continue to improve.
The most important thing is to understand others' experience of guidance and listen to their feelings about it.
When challenging them, you should help them understand why you do it: not only because you care about their career development, but also because you care about their lives.
The ability to be absolutely honest with your boss is crucial to your success.
A strong leader will listen with an open mind, challenge with confidence, and have the wisdom to withdraw from the debate at the right time and integrate into everyone.
Let the team members give you feedback. The more intense the criticism, the brighter the smile.
Before giving feedback, it is very beneficial for each subordinate to make a performance evaluation for himself. Taking the time to write our thoughts clearly on paper can help us avoid the embarrassing situation of going back on our word when evaluating or after giving an evaluation.
If we clearly write down important criticisms in advance, we will be one step closer to absolute honesty.
Each person should arrange at least 15 minutes. Don't make continuous evaluation. Spend half your time looking back (diagnosing) and the other half looking forward (planning).
For example, how to make your success more valuable? How to transform more achievements? How to solve the poor performance? Looking forward to the future can prevent people with excellent work from being satisfied with their achievements without making progress, and can also prevent people with poor performance from falling into despair.
Arrange regular inspection to evaluate the progress of the plan, and release the score/bonus information after performance evaluation.
Preventing stab in the back and not letting anyone in the team talk about others behind their backs is an important way to defeat office politics.
An open, fair and quick solution is a service that should be provided to subordinates. As a leader, it is very important to encourage your team to invest time in dialogue with others.
Women should not be afraid of criticism, accept criticism with an open mind and put it into action, and get real ideas from feedback people.
? When you describe something more specifically, you will know whether there is something wrong with the event itself or whether your work is unconsciously biased.
If your company does not apply formal performance evaluation, it is very important to pay attention to immediate guidance.
Be absolutely honest with the team and tell everyone that you observe the team members and their work every day. Even if you criticize them, this concern is commendable.
If you show personal care to employees, they will take your honesty seriously and even accept it.
When you are confused, you should simply ask yourself two questions: "Am I showing personal care for the team" and "Am I directly challenging everyone".
If all the answers are yes, then you have done well.
team
Skills of team avoiding boredom and burnout Some people promote change, others remain stable, understand the different motivations of team members, and establish an absolutely honest relationship with everyone.
Understand everyone's growth trajectory, give career lectures, get to know their direct subordinates, understand their ideals and ambitions, and help them realize their dreams.
Please describe your long-term vision and plan for 18 months, and talk about life stories, dreams and plans. The boss's job is to help them define their vision and then realize it.
Financial independence, tangible achievements, yearning for collective sports and personal growth may all be dreams you don't know. You are not looking for answers, but you are getting to know others and what they care about.
Practicing conversation can also remind everyone of the goal of the team, which is to understand everyone's work motivation. After three conversations, you will grasp what development opportunities everyone is suitable for.
For example, ask employees which skills they think are most important to their dreams. Ask employees * * * what do they think is their strongest ability? Analysis helps to find the abilities that employees need to improve and improve most, such as analytical ability and expressive ability, or management ability.
Once people know what they want to learn next, managers can easily identify opportunities at work and help them improve their skills in the next 6-8 months, at least one step closer to their dreams.
This transition from the present job to the future dream is more inspiring than "going to the next level". Make a growth management plan for everyone in the team.
Review the whole team and make sure you understand how everyone's ideals and growth trajectory match the needs of the team.
Write 3~5 growth plans for everyone, provide projects and opportunities for superstars, let them go all out, and provide ordinary employees with clear expectations and what they need to keep their enthusiasm.
For employees with poor performance and no growth, we should promote the process of firing them. You should not spend more than 15 minutes on the growth plan of each direct report. This should be more like daily work than a difficult and laborious task.
So you can understand the growth track of the whole team.
In many cases, people with the highest position in the organization are often given the highest score, despite the fact that their achievements depend largely on the performance of their subordinates. Don't let this happen!
Recruitment is very important. Try to describe your team culture in three or four words, which can be "attention to detail", "strange" and "straightforward", or "grand blueprint", "strict" and "polite".
No matter what kind of words you choose, the team must make three rules when measuring these standards in the interview.
Informal interviews can better reflect the adaptability of individuals and teams than formal interviews. Interview is a skill of learning by doing. Without vigilance, candidates will show their true colors in informal interviews.
Write down your thoughts immediately to make the interview fruitful. In the one-hour interview arrangement, the interview takes 45 minutes and the recording takes 15 minutes.
This arrangement will make you more focused in the interview, and at the same time, you can make better suggestions for the candidates to be hired.
When firing others, there are three things to do right. You don't have to wait too long, you don't have to make a unilateral decision, you can get suggestions from your boss and colleagues, and you can make proper records with HR and legal affairs.
When you have to fire someone, you should be modest. As a boss, when things don't go well, you should be absolutely honest with everyone.
If the promotion of employees in an organization depends on the boss's bias, or the promotion pace of managers at the same level is completely inconsistent, it will make people feel unfair.
The company's reward system should be inclined to employees who do the most visual projects, not those who make great contributions behind the scenes, but don't attribute all the glory to superstars.
Do everything possible to publicly praise what you want to see: high-quality work, amazing innovation, efficient and selfless teamwork, etc.
An open thank you means not only praise, but also affirmation of excellent work. You are not only explaining the importance of work, but also showing the importance and significance of work.
Let experts in a certain field teach or show their professional knowledge in other ways, and recognize their top professional level, which will make them feel satisfied and make the team productive.
4. Results
The ultimate goal of absolute frankness is to achieve goals that individuals can't achieve, free up time and energy, and let the team focus on achieving outstanding results.
Management begins with listening, and communication frequency increases. Not only do you have a meeting, but the most important thing is to have a one-on-one conversation with your subordinates.
One-on-one conversation moves towards the dimension of "individual care" under the framework of absolute frankness, which helps to understand the direction that each direct subordinate hopes to move forward and the difficulties he encounters.
Think of it as a lunch or coffee break and motivate yourself to understand the wishes of employees, so that the conversation will be better.
Let your direct reports set the agenda for their one-on-one conversation, which will make them feel more fulfilled and make them feel that your listening is important to them.
Follow-up questions can help employees find their current jobs and realize what they should and want to do.
"What do you think is the priority of things in your team?" "What did you want them to do and they didn't do it?" "Have you ever directly expressed concern about other people in the team? If not, what are the reasons? "
"I think you have found a solution, but I'm not sure. Can you explain it to me again? " "I know what you mean, but others may not understand. How can you explain it to make them understand? "
"What else do you need to do to improve this concept and prepare for a wider group discussion? Can I help you? "
Hold staff meetings to review key performance, update work progress and determine (but not make) key decisions.
An efficient staff meeting has three goals: 20 minutes to review last week's key work; 15 minutes for people to share the latest work progress; Give the team 30 minutes to clarify important key decisions and discuss them next week.
Everyone is required to check themselves before the meeting. The goal of the discussion is to work together to achieve the best result. There are no winners and losers in this process.
It is a good rule that participants should switch roles in the middle of each discussion. The host of the meeting should ensure that people listen to each other and let them put aside their self-orientation and focus on good results.
The only result of the discussion should be a detailed summary of the facts or problems, a clear definition of future choices, and suggestions on whether to continue the discussion or make a decision.
Meetings usually consist of two parts: convincing everyone through speeches and letting them know that the company is making the right decision; Set up a question-and-answer session so that leaders can listen to different opinions and solve problems on the spot.
Because questions are often challenging, if handled properly, the answers given by leaders will be more convincing than speeches.
When faced with sharp questions, their answers are always sincere, simple and humane, clearly explaining important decisions and encouraging arguments and differences.
Kanban management is more efficient. Kanban management is divided into three columns: to-do, in progress and completed. Buy some post-it notes in different colors. Different colors represent different people or teams, and you can quickly see which bottleneck it is.
Kanban is not only a good way to promote accountability, but also helps everyone in the team identify those who need help and give them timely help.
Kanban pays more attention to activities and ongoing work, which gives the team time to identify and solve problems before bad results happen.
Arranging an hour to walk around the company every week is good at bringing the whole company together, which is also a real and reliable management method.
This will help you find the big problems in the details, and the small problems will make you roll up your sleeves and solve the problems yourself, and curb the mentality of "none of your business" and "nothing to mention".
When you show concern for small things, such as improving customer satisfaction or improving the quality of team life, people will start to pay attention, which will make big things go smoothly.
Team culture has a great influence on performance, and the personality of leaders and employees also has a far-reaching influence on team culture.
Whether the leaders like it or not, they are all under the microscope.
When something bad happens, it is your responsibility to learn from your mistakes and make changes.
Share your story, find out your weaknesses, and seek guidance in time, especially criticism.
Carry out professional dialogue, elaborate one-on-one dialogue, immediately start criticism and praise, and feel the relationship and dialogue.
Focus on behavior rather than personality, focus on action rather than "quality", and don't let things that destroy culture "just happen".
Paying attention to seemingly subtle details can convince others that your corporate culture is worth understanding and adapting.
Spend some time every week walking around and having an unconscious informal conversation with everyone.
In the 40-hour work week, 15 hours is reserved for thinking and practice in the professional field, 15 hours is for dealing with unpredictable problems, and 10 hours is for the management team, which will improve more efficiency.
Ask yourself, how are things going? What is effective? What is invalid? Who can you discuss with? Can your boss help? What about the mentor outside of work? Where is the coach? What about the rest of the absolute frankness group?
Ensure that staff meetings are as productive as possible, during which key indicators will be reviewed, the latest situation will be shared, and major discussions and decisions will be determined.
Plan the future for the team and make a growth management plan for everyone in the team, so that the teams can evaluate each other's guidance.
Be absolutely honest with the recruitment, dismissal, promotion and formal performance appraisal in the team.
Growth management dialogue, leapfrog meeting and revision do not need to be promoted frequently, but they need to find the right time.
Absolute honest management does take time, but it will also give you time to deal with professional and unknown things, think clearly and put yourself into your work.
Thinking about the reasons why you want to make changes, then starting to make changes and adhering to these principles is the best way to change the corporate culture.
Perhaps the most surprising thing is to create a working environment where people love work and care about each other, so that work can be integrated into life and interpersonal relationships can be enriched.
Recognizing that your subordinates have made mistakes, you can warn them, but this is not because you are superior to them, but because you care about their growth.
You can help other people in the team realize their dreams and even teach them to do the same for you.
You can achieve something that everyone can be proud of, which is under your control.
When you finish these absolutely honest things, you will find that work and life will be very different.