1. Make a plan
2. Objective management
3. Employee evaluation
Four tasks of a supervisor
two pillars
Employee management (especially important)
Understand the capabilities and characteristics of employees first
Issue instructions and arrange work based on characteristics
Manage employees while cultivating talents
Four items
Foundation: the operator’s goals, policies, and concepts
Promote PDCA cycle in daily work
The person who works the hardest is not suitable to be a supervisor
Try to lower your goals as much as possible and use more energy to support your subordinates
Dedicate time and energy to manage, coach and motivate subordinates, communicate
Assign tasks to subordinates based on their strengths
Employing people depends on ability and willingness
guidance method
Delegating type: entrusting all responsibility for completing tasks to subordinates
Participative: discuss work content together and guide subordinates to make decisions
Persuasive type: explain the boss’s ideas and answer subordinates’ questions
Command type: giving detailed instructions and close supervision to subordinates
Key: Grasp the ratio of "detailed guidance" and "humanistic care"
Ability and willingness of subordinates
Self-disciplined
High ability, high willingness and confidence
High ability, low willingness, no self-confidence
Enough humanistic care and let it go
heteronomous
Low ability, high willingness, confident
Clear instructions and adequate care
Low ability, low willingness, no self-confidence
Give clear instructions and detailed guidance, such as: new employees
Everyone must set goals
The goal is not clear and subordinates do not act
Set specific goals for subordinates→achieve department goals
voluntary goals
Communicate and set goals together
Respect employees' subjective initiative, stimulate their desire for challenges, and improve their willingness and sense of accomplishment.
semi-mandatory goals
semi-mandatory distribution target
Lack of sense of responsibility, taking the opportunity to cultivate work awareness
There are three types of “management by objectives”
Managing with goals: empowering subordinates to work autonomously by setting goals
Objective and fair goals, clear instructions
1. Starting point: Communication-based goal management
2. Improvement: Cultivate capability development-based goal management
3. Pursuit: performance-oriented goal management
Goals are “quota tasks” that must be completed
The values in the target must be well-founded
Overall goal→Department goal→Personal goal
Change the perspective on goals
Prerequisites for enterprise survival and development
Guide subordinates to fully understand "quotas", minimum standard workload, and accept common goals
Make the most of “team power”
Give your team a reason to work together
Teamwork: value other members and maintain good relationships
Let everyone use their talents to their full potential
Supervisor: Discover strengths and weaknesses and tailor appropriate goals and responsibilities
Stimulate employees' professional awareness by taking responsibility for the work they are good at
Company goals and personal goals should be consistent
All roads lead to Rome
The dreams of subordinates are carefully cultivated
Individual current goals must be consistent with team goals
The more overlap between company goals and personal goals, the better
Understand your subordinates’ dreams and goals and use them to divide work
When values differ too much, point out the problem
Goals should be adjusted at any time
Priority can change
Make timely adjustments according to the general environment and decisively change goals
Don’t worry about “changing orders day by day”
The role of goals: self-control
When the situation changes, the supervisor must make a decisive decision, quickly adjust the direction, and explain his or her thoughts to subordinates
Take a long-term view and have a peaceful mind
Protect your subordinates like a "parent"
Support and manage subordinates
Stand at a higher altitude, observe from a broader perspective, and tell your subordinates
Condescending posture is unacceptable
Being criticized by superior people → easily resisted
Detect "intermediate matters" in advance and take remedial measures immediately
The "intermediate matter" between cause and effect
Environment and status (uncertain factors)
Information gathering and self-improvement
Anticipate “intermediate events” and formulate countermeasures
Continuously expand your career and hone your judgment skills
The ideal state of work: (strong ability, hard work) (appropriate measures for intermediate matters) = (good performance)
Support subordinates to increase their motivation and confidence
Don’t make subordinates feel “supported”
Increase motivation
1. Increased self-importance
2. Improved sense of self-competence
3. Improve self-favorability
4. Self-esteem is satisfied
Ideal support: try not to let subordinates realize
teach him to fish
Use guidance and support to make subordinates feel that it is their own strength to solve problems.
By adopting self-confidence-boosting support methods, subordinates’ problem-solving abilities will improve.
Express expectations of subordinates
What achievements do you want your subordinates to achieve?
Tell your subordinates: What results do you want to achieve?
Narrow the gap between expectations and reality
The process of assigning work:
Express expectations and arrange work→Confirm at work→Achieve expected results→Praise or reward
Unqualified supervisor: Doesn’t check the process, only gets angry about the results
Supervisor’s Responsibilities: Clearly state expectations, provide help and guidance
Evaluate subordinates based on “facts”
Negative evaluation without intermediate process will lose the trust of subordinates.
Key: Prudence, fairness and impartiality
Are the goals reasonable?
Does the supervisor provide adequate support and guidance?
Does it express expectations?
Have you communicated well?
Is the route adjusted in time?
Can you explain clearly the basis for your evaluation?
Evaluating subordinates must have: factual basis
Specifically state the reason or thing for which
Pay attention to the behavior and attitude of your subordinates
Let subordinates report their own performance
Helps eliminate dissatisfaction with reviews
Don’t draw conclusions unilaterally and take the initiative to listen to reports from subordinates
Find problems while listening
No subordinate will 100% agree with the supervisor’s evaluation
How to make subordinates agree with your evaluation
"Egocentric Bias": Thinking that you have done the most and contributed the most
The most important thing in evaluation is to convince subordinates
The key to recognition is communication
Work requirements and expectations must be clearly communicated to subordinates
Whether you can accept the evaluation depends on the degree of trust
Trust depends on everything your supervisor says and does
6-month cycle of goal setting, coaching and evaluation
set a goal
Explain the requirements→break down the goals→interview and revise→set goals
Let subordinates challenge goals
Mid-term interview (3 months)
Give a review
Self-evaluation for half a year
Personal evaluation→subjective evaluation→final evaluation
Detailed feedback on what went well and what went wrong
Find out the reasons and improve your abilities
express one's expectations
Wondershare EdrawMind
