Do it, and you'll be able to lead your team

Chapter 3 Such a division of work, the team can do a good job

Tips for bringing a team:

Passive thinking, even if it is only for a moment, will greatly reduce the enthusiasm for work.

Actively ask, not order
After selecting the members and forming the team, the next step is to "delegate" work to the members.

Readers and friends, please note that I did not use the word "instruction" here, but "delegation", which has my reason.

As a leader, when assigning work to members, commonly used words are "command", "instruct", "delegate", "request" and so on.The biggest difference between these words is that the autonomy of the party who accepts the job after use will be very different.

If tasks are assigned in the form of "orders" or "instructions", the party receiving the work has no room to reflect its own ideas.At this time, the tone of the leader is generally "You do it..." or "Please complete..." But if you use the method of "delegating" and "requesting", the tone will be much more relaxed, such as "Can you do... …?” or “Can this work be done by you?” To do it or not to do it is up to the team members themselves.A team leader should avoid assigning tasks to his members in the tone of "command" or "instruction".

When "delegation" is mentioned, people tend to think of a very polite entrustment and pleading, but here we are delegating work.

There's no need to be overly polite, just a positive request.Some leaders will worry about the ideas of members, and try to put forward work requests in a form that does not burden members, and will add a sentence of "Sorry, I am troublesome". In fact, such concerns are unnecessary in work.Because the leader assigns him a job on the basis of recognizing the value of the other party, the other party may still be very happy.Being entrusted by others is a kind of recognition of one's own value, which can stimulate people's enthusiasm.

Tips for bringing a team:

If you entrust things to the team members, he will be very happy; if you let him be idle, he will feel that he is worthless.

When I first started working, the leader was very busy, and I had no time to assign work to me.So I took the initiative to ask him to work, and he said to me: "Before I give you the next instruction, you can study on your own during working hours, and you can control it freely." After hearing this, I felt very uncomfortable.At that time, I was very innocent. After listening to the words of the leader, I even thought: "Don't I need me here? If that's the case, just say it directly."

On the contrary, if the leader assigns me new jobs one after another, no matter how busy I am, I will be very happy.Because I feel that I am useful and have contributed to the team's goal, I will be more proactive in my work.

Articulate a vision when assigning work

When delegating work, the leader has the responsibility to connect the team and the company's good vision with the current work, and make detailed explanations to the team members.

I think many of my friends may have heard the following story about moving bricks.

There was an old man who went out for a walk one day.On the way, he met a young man who was moving bricks.So the old man asked the young man, "What are you doing?" The young man replied silently, "Moving bricks."

The old man continued to move forward, but it didn't take long for him to meet a young man moving bricks.The old man asked him, "What are you doing?" The young man said lightly, "I'm moving bricks to build a wall."

As the old man walked further, he met a young man moving bricks.

The old man also asked what he was doing, and this time the young man replied with joy: "I am moving bricks to build a church!"

This story tells us that even if it is the same job, if the future they see is different, the attitude of the people working will be very different.

If you want a team member to complete a job with a sense of mission and responsibility, you must let him, like the third youth, be clear about the beautiful results connected to his work.As a leader, when delegating work, you must explain this work to team members with a bright future vision, such as: "This work now is an integral part of achieving our... .”

If a leader says to the members when delegating work: "What vision, mission and so on are all beautiful slogans of the company, and have nothing to do with us. You don't have to think about anything, as long as you finish the job well. "Then, such a leader should step down immediately!"
Tips for bringing a team:

With a good vision, the enthusiasm of the team members will indeed increase.

In addition, as a middle-level leader, what is the use of middle-level leaders if they only convey the intentions of the upper-level leaders directly to the subordinates?Middle-level leaders must be able to translate the above intentions into the team's vision and goals, and then link them to the work in front of the team to explain to members.The job of the middle leader is to bridge the gap between the past and the future.

All work should be carried out in conjunction with goals: all decisions should be made in accordance with goals.

Explain benefits to team members

When a leader assigns work to members, it is far from enough to justify the members from the perspective of the leader himself, the team, and the company.The leader must also consciously stand in the perspective of the delegate and put himself in his shoes.This is something that many leaders tend to forget.

When a member receives a task assigned by the leader, if he can figure out the question "Why should I do this work", then he will definitely be able to devote himself to the work with higher autonomy and create higher value.

Therefore, when the leader delegates work, he should explain in detail the personal benefits of the work to the person accepting the work.

For example: "I hope you will take a management position as soon as possible, and this job will be a very good experience for your management ability, so I hope you will do it." Or "Don't you want to be... This job will help you a lot in this career goal. How about it, would you like to give it a try?" etc.

First express your expectations for the other party, and then combine the near future, more realistic goals or his own strong desire with the current job, and clarify to the other party the benefits that doing this job will bring to him. (However, to say to new employees: "I think you have the potential to be the successor of the general manager in the future", it is better to say less about such "big and empty" goals. Because such goals make the other party think that the leader lacks Sincerity is fooling yourself. It’s best not to put it on the table for such realistic and vulgar benefits as “Isn’t the place where I sent you to work very close to your hometown?” because if the other party cares about this little thing If it is beneficial, then he will have no future, and if the other party has high ambitions, he will definitely feel that this benefit is really an insult to himself.) Moreover, the benefits that this job will bring to the other party must not be allowed to stay in the in the leader's mind.As long as the leader thinks about it, he must make it clear to the other party when delegating work.People who feel that they are expected by their leaders and who work on the basis of knowing what benefits this work will bring to them will achieve faster results than those who are not expected and do not know the benefits of their work. Grow and reap greater achievements.

When team members feel that this job is not suitable for them and have decided to resign, it is too late for the leader to express his expectations for him.

On the other hand, if the leader can change the angle and explain to the other party the benefits of doing this work for himself, then the other party will be motivated to do this work.

It can be seen that when a leader delegates work, he must tighten this string in his mind.

Tips for bringing a team:

If a job is conducive to the future growth of the team members, he will certainly be more motivated if he knows it.

moving with emotion
In the process of communicating with team members, it is very important for a leader to skillfully combine "reason" and "emotion".

If you want to impress people and drive them to work, as mentioned above, you first need to "convince them with reasoning", such as "Why did you choose this job?" "Why do you want to do this job?" You must explain clearly to the other party .Then, "moving people with emotion" is also needed. Emotion is a kind of existence beyond theory and has a very powerful magic power.

We often hear people say: "The manager actually came to ask me to do this job in person, and it was really hard for me to say no", "I was overwhelmed by his enthusiasm", etc.In fact, after a calm analysis, the power of emotion really surpasses theory.

Compared with theory, emotion is closer to human instinct, so it has the magic power to move people.

The leader of a team must understand that emotions are very effective in driving others to work.

However, before resorting to emotions, there must be complete reasons and theories as objective basis.

Julius Caesar and Steve Jobs are all great orators. Their speeches are full of emotion and can greatly arouse the emotions of the audience.However, behind their speeches, they have conducted sufficient analysis with a cool head and set up a perfect strategy for the content of the speech.

First of all, make sense, and then explain this truth to people with emotion.

A leader who makes no sense but blindly uses emotion to impress others is not only difficult to impress others, but is also likely to be considered as an "emotional" person and be alienated.

Feelings, if used casually without sufficient preparation, will become a "double-edged sword" that hurts others and oneself.Even if Wanli succeeds once in a while, he is only an instigator and will be seen through after a long time.

Therefore, before using the weapon of emotion, we must first make an objective and comprehensive analysis of the situation.When it is judged that it is necessary to use emotion, the first thing to do should be meticulous and thoughtful preparations, and only then can emotion be added to the communication process.

Tips for bringing a team:

Emotions can always jump out of theory and exert great magic power, and leaders must not ignore it.

Don't give instructions on job details

When assigning work to team members, the leader should clearly communicate the "reasons for assignment", "goals and goals", "expected work level" and "work deadline" to the other party.

At this time, the leader must pay attention to that detailed and specific "operation instructions" are absolutely unnecessary.

Of course, if the other party is a "dispatched employee" (a temporary employee dispatched by a talent dispatch company, not a regular employee of the company), then that is a different matter, because without specific instructions from the superior, the dispatched employee cannot carry out work at will.But as long as it is a regular employee, after assigning tasks, as for what he does, it is all up to him.

For example, when asking a subordinate to agree on a meeting time and place with a client, the leader does not need to be as detailed as "Have you written an email to the other party?" "Show me the draft of the email" "Do you know the email address of the other party? Who do you want to copy to?" "Has the email been sent?" "Don't forget to tell the customer about that!"... If the leader really does this and gives instructions on the details, then the person who implements the work will think in his heart. "It turns out that the leader's expectations for me are very low, as long as I do what he says." Then he will lose his enthusiasm for work, and he will no longer use his own mind to think, and he will completely follow the instructions. robot.And the quality of the work done in this way will never exceed the range of knowledge and information held by the leader.

If the other party's qualifications are still young, the leader can say: "How to do this job, you should think about it first. If you have any difficulties, then talk to me." Then, as long as the other party does not ask about specific working methods, you can Don't take the initiative to guide.

Even when a team member asks a leader a question about work, they should not just say: "You should do this..." Instead, answer: "If it were me, I would..." or "Another way is... ..." In the final analysis, the person who actually does the work is the subordinate, so he must be made aware of his own subjectivity. The leader can only provide reference opinions from the side, not instructions or orders.

Tips for bringing a team:

It is a big taboo to pay attention to details, and you must not do this if you want to maintain the initiative of the players.

Decisions that have been fully discussed must be implemented to the end

In the late Showa era in Japan, Gofujita Masaharu, who served as the Chief Cabinet Secretary and other government positions, can be described as one of the Japanese administrative leaders with a lot of achievements.And some of his classic quotes are also summarized as "Five Lessons of Goto Fujita".

[-]. No matter which department an official is from, he must not forget the interests of the department, but also have the national interest in mind; [-]. Report bad things; Five, once a decision is made, it must be obeyed and the order must be carried out to the end.

The scales of "team", "company" and "national administrative agency" are very different, and Goto Masaharu's era is also very different from the present, so his words sound a little out of date now.However, the expectations that organizational leaders have for organizational members are common.

Regarding the "Five Lessons of Post-Fujita", we should pay special attention to the "Third Article" and "Fifth Article".

I adapted these two articles in my own language: "Third, you must say what you should say, and you must be responsible for what you say", "Five, when you decide, take it as your own business put into practice".

Moreover, these two should be understood together.

When the leader assigns work to his members, if the members have questions or opinions at this time, the leader should host a completely open discussion, including whether this work should be done or not, and everyone should have a full discussion. Discuss and let team members feel free to offer their opinions.As the third article says, if the leader always "imposes" without discussion, or even if the discussion always creates an atmosphere of "excluding others' opinions", then team members will not be willing or even I won't give my opinion anymore.

After full discussion among all team members, all parties make appropriate compromises to formulate a policy that is not the "leader's policy" but "the policy of the entire team", that is to say, everyone is jointly responsible for this work .At this point, the next step is to implement it thoroughly, that is, Article [-].

If problems arise during the implementation, just discuss and decide on the next policy.Because the previous policy was the result of everyone's discussion, there will be no mutual shirk responsibility when encountering problems.

Tips for bringing a team:

The team's policy is fully discussed, and there will be no shirk responsibility for each other during implementation.

Don't overthink the balance between members

When leaders think about work distribution, they always want to concentrate the work on some people.Because there must be someone in the team who is better in ability, and someone who is slightly worse.Allocating work to people with outstanding abilities and outstanding performance is an idea that everyone will have.

However, when the leader thinks about the reaction of the team members when they hear the work allocation plan, they can't help but wonder: "Will he be burdened too much by always assigning him the main work? When it comes to work, will there be complaints?" What should I do?
If I were a leader, I would still give priority to assigning work to members with strong abilities and good performance.According to my past experience, the workload that capable people can bear is often far beyond our imagination.Such people, whatever work is entrusted to them, can do it well, so there is no need to consider lightening the workload for them.

In addition, if it is a person with strong working ability, when the assigned workload exceeds his personal ability, he will ask other members of the team to help.

If you think too much about the psychological balance of team members in advance and assign tasks that are difficult for him to complete, then it will definitely have a bad impact on the entire team in the end.Therefore, when assigning work, according to the importance and difficulty of the work, the people with outstanding abilities should be assigned first, and the relatively low-importance and easier tasks should be assigned to others.

In other words, a leader should:
· "Centralize work to people with strong ability", don't have to worry too much; · Always put on a good posture and be ready to provide consultation and support to members, because even people with strong ability have difficulties coping sometimes (clearly tell For members, "tell me directly when you encounter difficulties"); · For the achievements made by members, corresponding treatment should be given, such as salary increase, promotion, etc., to provide members with higher-level job opportunities.

Excessive concern about the psychological balance of team members not only deprives them of the opportunity to grow at work, but also fails to provide them with an environment where they can let go and challenge.

Tips for bringing a team:

It is unavoidable for those who are able to work harder, and it can be balanced in terms of remuneration.

(End of this chapter)