This sentence seems to be a cliche, but in fact it is not. Because the goals put forward by many managers are false, they are not clear to employees.
The so-called clear goal actually includes two meanings: one is that the team's goal is very clear; The other is that the task objectives set for each employee are very clear. What is clarity? It is clear only when it can be quantified.
All work has a key place, which must be quantifiable. If it can't be quantified, it either means that you didn't grasp the key points or you didn't think clearly.
The reason why some units have low management efficiency, even chaotic management and overstaffing, is that most employees' task objectives are not set clearly enough, and many people's performance is qualitative rather than quantitative.
For example, the goal is to do something, but there is no quantitative measurement and assessment criteria, which is a problem. According to this goal, most people either muddle through or get busy in the wrong direction and fail to solve the problem in the end. In fact, this kind of situation is the most harmful to employees, especially excellent employees. Because, in the end, he could not prove that his performance was better than others.
How to judge whether the task goal setting of employees is clear? It is to let employees know clearly that after what they have done, they will be able to get the due evaluation or promotion, rather than being "Hello Me". Everyone is the same.
If no answer is given, it means that the performance objectives of employees are not set clearly enough.
If the goals are not set clearly, even if the team has strength, it may not be able to make the right direction. Therefore, clarifying the team's goals and employees' goals is the first thing managers need to do when leading the team.
2、 Clear responsibilities
The so-called clear responsibility means that the responsibility should be clear to the people and there should be strict accountability.
Someone should be responsible for everything in the team, and there should be no blank zone, gray zone or transition zone.
And this accountability must be point-to-point, one-to-one. You can't hold two people accountable for one thing, but only one person.
Because once there are more than two people responsible for one thing, in the end, it will not be clear who is responsible, and there will be blank and gray areas.
But this does not mean that a task can only be completed by one person, and it is normal for many people to complete a task together. Here, only one person can be responsible for a task or a matter, which means that there must be one person responsible for the task or matter. If there is any accountability, he should be the first to be held accountable.
If there is no one who can be held accountable for every task or thing, it means that the responsibilities are not clear enough.
3、 Clear rewards and punishments
The so-called clear reward and punishment means that after the responsibilities are clear, those who should be investigated should be investigated.
In practical work, it is not easy to distinguish between reward and punishment, and even very difficult for some managers.
As the saying goes, kindness does not lead to war. A qualified manager should at least have fired employees, and a manager who has never fired anyone is not qualified.
It is a big taboo for managers to protect their shortcomings and accommodate themselves. Don't think that subordinates will appreciate you and work harder after accommodating. The consequence of accommodation is that there is no distinction between right and wrong, which will dampen the enthusiasm of most employees, and also affect employees' recognition and compliance with the team system.
Therefore, even the best employees must be held accountable when they should be held accountable.
On the other hand, even the worst employees at ordinary times, as long as they really make achievements and meet the standards of performance appraisal, they must be rewarded for their achievements.
To achieve this, the key is to make the system transparent, which must be based on clear goals and clear responsibilities. It should be clear at a glance who did well and who did poorly.
In a mature team, there should be no such thing as "no credit, no pain". Everything should be performance and result oriented.
We should not engage in small gangs or talk about who is who. In personal relations, there can be intimacy, but in the system, there can be no friendship. The purpose of leading a team is not to make anyone happy, but to gather everyone's efforts to make things happen.
4、 Know people and make good use of them
Talents are the foundation of business development. The ability to attract first-class talents is an important reflection of the ability and quality of managers.
Talents can not be attracted by high salaries alone, because first-class talents can get high salaries wherever they go.
As a manager, you should have an eye for talent, a way to use talent, a feeling of loving talent, and know how to put the right person in the right position.
Let the team's blood flow instead of being static.
At the same time, managers should not only be Bole, but also be good at cultivating talents and helping employees grow.
As a manager, I don't mean how much I can do, but how much I can let my subordinates do. It is necessary to train their subordinates so that they can be independent. A manager who is tired to death and whose subordinates are comfortable must not be a successful manager.
