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Reading Notes-Management Manual for Small Teams of Less than 10 People
This is a mind map about Reading Notes - Small Team Management Manual of less than 10 people. It summarizes management skills, introduces them in detail, and describes them comprehensively. I hope it will be helpful to interested friends!
Edited at 2023-12-08 10:36:44
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Reading Notes-Management Manual for Small Teams of Less than 10 People
- Avatar Character Relationship Chart
Avatar 3 centers on the Sully family, showcasing the internal rift caused by the sacrifice of their eldest son, and their alliance with other tribes on Pandora against the external conflict of the Ashbringers, who adhere to the philosophy of fire and are allied with humans. It explores the grand themes of family, faith, and survival.
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- Outline
Small team management manual of less than 10 people
Prologue: Small team managers who are worried about employing people
Respectable personality charm
Understand the personality and emotions of your subordinates
Cultivate subordinates to continue to grow
Ability to achieve results
Establish a mechanism for success
Improve your own abilities
1. What are the responsibilities of the supervisor?
People who achieve the goals of managers through subordinates
Know your responsibilities clearly
Do business work yourself
On-the-spot judgment and perception to guide appropriately
Lead by example and motivate subordinates
Determine your job position
Arrange the work of subordinates and care about the realization of the operator's goals
Different road non-phase plan
Understand "the values of the operator" (the company's business philosophy and policies)
Implementation of values > good performance
Find out the values of your subordinates
The supervisor is not a sounding board
The operator’s words should be “digested” first and then conveyed (abstract → concrete)
Based on the actual situation and functions of the team you lead, Translate into something more specific Specific action plans and work assignments
Let it take its own course without management → unable to conduct business
Supervisor’s responsibilities: explain the manager’s ideas according to the ability level of subordinates, Active on site, leading the team to achieve goals
understand action If subordinates don’t take action; It means the supervisor failed to fulfill his duties.
"Problems with the company", the reason for asking the supervisor
question category
Reason type: low production efficiency
Result type: Too much overtime | No rest on weekends
Start with the root cause and treat the symptoms
When you encounter a problem, ask yourself first
Have appropriate instructions been given?
Reasonably assess the abilities of subordinates?
Has the reason and significance been explained?
Have you inspired your subordinates to work enthusiastically?
Have I fulfilled my duties as a supervisor?
2. How to do the supervisor’s work
1. Make a plan 2. Objective management 3. Employee evaluation
Four tasks of a supervisor
two pillars
business management
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
business management
Develop policies
Advancing business
Employee management
control subordinates
Assist leadership
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
give trust
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
Reduce losses
Turn danger into safety
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
Interview system
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
Make helpful suggestions
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
Leadership training seminar
Leadership training lecture 1: Get out of the trough and move towards success
Lowest state: annoying everyone, no confidence
Be content that you are unique and don’t be bound by comparison and competition.
Have a good rest and use your time to figure it out.
Leadership training lecture 2: Develop the habit of thinking
Realize the importance of thinking skills
Learn logical thinking and acquire ways of thinking to solve problems and guide specific activities
Learn to ask questions first, then express your thoughts
Leadership Training Lecture 3: Invest money and time in yourself
If you are not satisfied with yourself, immediately start doing what you can.
The ultimate goal of investing is to make life better through self-improvement.
Find ways to carve out time for self-improvement
Start with what you can
Leadership training lecture 4: Develop good temperament and seize good luck
Three points depends on strength, seven points depends on luck.
Be humble
Discover subconscious negative thoughts and turn them into positive content
A smile and a positive attitude are the ultimate magic weapons to attract good luck
3. Ignite the work enthusiasm of subordinates
Why everyone loves to play golf
Five factors that increase enthusiasm
Clear objectives
game integrity
feedback
Multi-skill application
decision making
The epitome of performanceism
Improving subordinates’ work motivation through listening
Listening methods to help subordinates make progress
Listening to relieve anxiety
Let subordinates think about problems
what is my real wish
what am i unhappy about
Is there any difficulty that I can't overcome?
Let subordinates develop the habit of thinking
The misunderstanding of “increasing work motivation by stimulating competition awareness”
Reasons for lack of motivation
Find the cause and really solve the problem
Employees of small companies who originally lacked a sense of competition
Use listening to discover the reasons
When subordinates complain that "the salary is too low"
Understand the cost of each report
Salary composition
How much performance must each subordinate create?
Dissatisfaction often stems from insufficient understanding of the situation and the introduction of reality
Supervisors talk about dreams and visions
Are you working with joy?
bread
salary
philosophy
pleasure
Social Contributions
Enterprise's goal
work value
energy will spread
Lead by example, be passionate about your work, and talk freely about your dreams and visions
A passionate supervisor can ignite the passion of his subordinates
Influence the subconscious mind of subordinates
Use coaching to regain confidence
self coaching
Don’t underestimate your subconscious mind
Pygmalion Effect
Influence the subconscious mind of subordinates and input positive images
Become your “ideal self” by keeping a diary
"Four Lines Diary" that stimulates the subconscious mind
"Real self" and "ideal self"
Self-coaching, enter "ideal self"
Line 1: State “facts” without adding subjective factors or opinions
Line 2: Describe the "discovery", what is perceived from the facts
The third line: Summarize lessons and reflect the direction of self-change.
Line 4: Publish a "declaration" to show that you have become your ideal self
4. The manager’s ambition and courage (Good at cultivating subordinates)
Start by changing yourself first
Don’t blame the company and subordinates
There is no policy, make it yourself
Too abstract, too concrete and detailed
In a poorly run organization, most of the problems lie with the manager
Necessary conditions for “popular supervisor”
Subordinates also have the right to choose
Do I get buy-in from my subordinates?
Don’t be a “celebrity” but be a “master”
Master, discover happiness
Be strict with yourself, lead by example, hone your skills, and improve yourself
keep in faith
Rules of conduct at critical moments
Don’t say, “This is an order from above.”
Have your own ideas and stick to them without wavering
Say hello proactively
Teach your subordinates to be "work experts" rather than "company people"
Don’t talk about what you do, talk about why
Clarify goals, functions and significance to mobilize enthusiasm
Company people: Because individuals are insignificant, their entire lives are swallowed up by the company
Talented people at work: achieve self-expansion and the company becomes a part of life
"Company people" stand still, while "work people" thrive
Subordinates are not slaves of customers
Don’t misinterpret “customer first”
Work has boundaries
"Internal affairs" and "external affairs"
The true meaning of "I will bear the responsibility"
Resigning does not mean being responsible
Solve the problem or make amends, rather than escape
The fundamental of employing people is to “sincerely consider your subordinates”
Whatever you think in your heart, your subordinates can feel it.
I have to find a way to train him into a talented person
Trying to please your subordinates only makes them run away from you
It takes 3 years to develop subordinates into talents
strict guidance
Not letting subordinates work overtime and taking over the work is also a dereliction of duty on the part of the supervisor.
The less able you are to criticize people, the higher the turnover rate
Don't criticize, be angry
Humans are emotional animals
Don’t be too emotional when coaching subordinates and always appeal to reason.
Use emotions to fully express your emotions
Show expressions, interact emotionally, and create cohesion
Treat your subordinates sincerely
When subordinates encounter difficulties, supervisors must show their skills
Subordinates will never forget your help
Is it a dilemma? It’s an excellent opportunity to win over new subordinates.
Can you truly protect your subordinates?
Solid backing from subordinates
How to deal with female employees
Who is the leader of the informal group?
Don’t treat subordinates unfairly because of gender or academic qualifications
Establish good relationships with informal organizational leaders
Lend a helping hand to relieve her worries
Understand and support subordinates’ life plans
Entrepreneurial dreams are good for companies
Understand what you will do in the future and what kind of life you want to live
Make reasonable suggestions for subordinates’ future plans
How your current work will help you in the future
What kind of connections to build
Make subordinates want to become "people like supervisors"
Tell your subordinates what kind of talents society will need in the future
Help subordinates formulate career plans
What kind of talents will society need in 5 or 10 years?
To improve significantly, what should you learn and how to change yourself?
Supervisors polish themselves and understand information in various fields
Draw a staged blueprint
If you are an office worker, you will be dissatisfied
Big businesses and small businesses alike
Starting a business can be stressful
The equation of job and happiness for subordinates
Chasing “what you want to do” may not necessarily lead to happiness
Always think about your abilities and strengths in conjunction with “what you can do”
First think about what you “can do”
Can do → Want to do → Should do
5. Understand FFS theory and build the strongest team (FFS: Personality Analysis and Organizational Staffing Method)
Inspire subordinates’ strengths through FFS theory
merits and demerits of performanceism
Team results are forced to be assigned to individuals
Cause business confusion
Deterioration of interpersonal relationships
Dissatisfaction and diminished motivation
Find your place in the team
Most motivated
Give full play to personal strengths
Awesome FFS theory
Best organizational staffing project
Achieve 150% of capabilities in a homogeneous team composed of people with similar personalities
Complementary teams with different personalities that can complement each other can exert 150% of their capabilities
Teams with different personalities that do not complement each other can exert 60% of their capabilities
Use FFS theory to understand the personality type of your subordinates
Personality analysis based on FFS theory
A Cohesion (guidance)
According to experience, sum up experience, measure real things
Firm values and beliefs
Instructive and with a strong sense of responsibility
Characteristics of being good at guiding, observing ethics, and standardizing
Bacceptance (cultivation)
Voluntarily and unconditionally accept external situations
Likes to take care of people and solve problems for others
Characteristics of being good at nurturing, affirming, and tolerant
C Discrimination (level)
Quickly determine whether the internal and external environment you are in is reasonable
Analyze the situation calmly and make reasonable judgments
Being organized, good at analysis and rationality
Dexpansibility (active)
Actively utilize and absorb external energy to achieve self-expansion and development
Active, proactive and creative characteristics
ESafety (Coordination)
Minimize your own energy loss to preserve and maintain yourself
Pay attention to details, work step by step, and strictly abide by the process
Characteristics of coordination, durability, and adaptability
Key points of stress management for different types of subordinates
Stress can turn advantages into disadvantages
The combination of people and people, people and work
Different personalities have different causes of stress
Four types combine to create the strongest team
Human personality can be divided into four categories
BD: tugboat type TG
AD: Leadership LM
BE: Managed ML
AE: anchor type AN
Case: Employment skills to improve team combat effectiveness
Cause and effect analysis table