He said the most difficult is not the challenges in front of you, these challenges you can overcome, in fact, the most difficult is the sand in your blood, these are your various demons.





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Look at the first

“Empty Sign” : Talk about what I learned in alioutsourcing in 3 months. I stayed with regular employees every day. This is what I saw, heard and thought during the 3 months. I often think about the gap with them, and will continue to express personal opinions from time to time.

preface

Without any emotional color, this article analyzes and understands what a Team Leader should look like in my eyes from my own world as a white programmer.

mail

From the moment I founded IDU, I had a few questions: What is idU (Independent delivery unit)? Why idU? What should we do after setting up IDU? For the convenience of everyone’s understanding, the idU is defined as an operational team that can complete tasks independently and deliver on time, namely an independent delivery unit.

The establishment of IDU has many benefits. The more efficient operation of the team, in general terms, is to improve the unit efficiency, have more output, create more value. So how to improve teamwork, reduce communication costs, improve efficiency? (Owner consciousness, active initiative, hero consciousness)

I urge you to think twice before joining a team that is set up solely to produce more business.

I think a good team should not only grow the business, a good team should not only do that. As a Team Leader, we should not only optimize business cooperation to improve output, but also have advance layout and long-term planning in terms of personal precipitation and Team development.

Think about your role in the team. What can you bring to the team? What’s the difference between the team and you? Provide necessary assistance to colleagues in business; Whether you can contribute your own value to the team, whether you are good at identifying problems, and finally take the lead in finding solutions to problems.

Don’t say no problem, no problem is the biggest problem!

communication

Many team leaders have a small official position, but their roles change quickly. Learn management skills every day and think about how to manipulate the team. In the words of our Party: divorced from the people, against the original aspiration!

In a small team, everyone is very familiar with each other. In many cases, this kind of familiarity is not only built on professional ability, but also includes personality, life, family and so on.

In this case, too much emphasis on management tends to cause resentment among team members.

Always be with your team: You are there when the team is fighting. You are there when the team needs artillery support. You were there when the team needed to make decisions and take responsibility…

Instead of thinking of yourself as a team manager, think of yourself as a facilitator that your team members can trust to step in.

Put yourself in the shoes of your members

Do in advance, take people with heart. The first thing to learn — “endure”.

Don’t start off with a “f * * k” rant about slow and low quality team members. You know, he doesn’t want to. He doesn’t do it right. He’s in a hurry. Why urgent: afraid of being scolded by you. As a result, he becomes more anxious and does worse work. Look, after all, you are still the problem of the multiple Leader: can not tolerate, measurement is not enough.

Don’t assume that just because you don’t do anything, your team members will get stronger and become what you want them to be. You have to help them improve. Don’t say, I’m good for them, exercise them with this big project. Maybe you don’t know, in the eyes of team members, it is not the project that is difficult, but you, the multi-leader.

Therefore, when a team member does something wrong, the first thing is not to scold, but to reflect: is it the heavy task, or the technical ability is not up to? In short, hold your fire. Know this: once a wound is made, no matter how well it is healed, there will always be a scar.

Build character and lead by example

1. As a developer, when a project isn’t going well, have you ever heard a partner say to you, “This is none of my business? It’s XXX!”


2. As a developer, when a problem comes to you, do you have the patience to help solve it?


3. As a developer, when you don’t, do you let it happen, or do you offer to help find another solution?

Many leaders are temperamental, that’s all. And many leaders also occasionally jump out a few words “fuck”, “damn”, “how can you even do this” and so on. Maybe it’s a mantra. Maybe it’s a real bad mood. Ask: when you say these words, do you consider the feelings of the people below you?

A team’s culture, values determine the behavior of the team, and combat effectiveness. “Let the people around you succeed.” “Stop at me.” What does a conscientious team look like? Is there a sense of ownership within the team? Proactively multi-owner problems and promote problem resolution? We need to do it by ourselves, by example, and let everyone form this habit.

Cultivate this team with care, as a soldier guards his weapon. Ask yourself what kind of team you want to build. For example, to create a learning team that wants everyone on the team to improve beyond development, the TL needs to think about something that can be done and communicate this idea.

The way the TL behaves affects the rest of the team. If you say one thing but do something different, things will not go smoothly. So lead by example and set the bar for the team to understand that if this is what TL does, I should do it too.

Responsibility and Mission 

Duty and mission, lee said, is to live up to the badge on your hat.Copy the code

As a multi-team Leader, you should be worthy of the trust of the company and your brothers in the group. When the company asks you to do TL, it asks you to take responsibility. To be a TL is to have a team mission, to be responsible for the results, and to pay for the process. A leader who likes to shirk responsibility, I think, must be the biggest cancer that hinders the development of the team.

At the end of a technical plan meeting of a project, the technical director said, “Get out of this office and I will take responsibility for all external problems. Please strictly implement the plan internally.”

For members to be multi-owners, TL also needs a greater sense of ownership and values that align with the company culture.

Share with you

Your manager is not your boss because he should be more forward-looking than you. He is your boss because he sees things higher, thinks farther, and works deeper than you.

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Space | article [original] [reproduced please contact himself] if there are any errors in this blog, please give criticisms, be obliged! This article has been uploaded to my GitHub warehouse, welcome Star:
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