When communicating with some workplace managers, Lao Wang found that many people think that team management in small companies is easier than that in large companies. The reason is that the small team has few people, and the management scope and diameter are relatively small, so managers can implement and supervise it efficiently. As long as the goal is determined, the plan and deployment are done and implemented steadily.
If you believe this view, it only means that you have never worked in a small company, or you simply don't understand the true meaning of management.
Mr. Xu, 33, is the owner of a company in Modu. Xu teacher's company started with a small team of 10 people. At first, he was full of confidence, but it was not until actual combat that he deeply felt the difficulty and was very troublesome. In addition, more than 90% of the company's employees are girls, and the handling of things is extremely complicated.
For a big company, even if the boss is away on business for several months, the company still operates as usual. Even if the boss Huang stays in prison, the company is developing very well. Shortly after he was released from prison, he scared the stock of a listed company to keep falling, and finally chose to "sell himself". However, in a small company, when the boss is away on business for half a month, the company's operation is easily confused.
Few people and easy supervision are just the appearance of team management in small companies. If you really go deep into it, you will really see the difficulty of team management in small companies. Although there are not many systems in small companies, it is difficult to implement them ... In the process of management, it is easy to have large and small problems, which makes many bosses very worried.
Lao Wang believes that the team management of small companies is not easy, but it is different from the management difficulty of large companies. To be a small company, you must do the following five things:
1, refusing to do it yourself and decentralizing appropriately to help employees grow.
In the team of a small company, many leaders think that the team members are not strong enough to help themselves.
This happened when xu teacher first led the team. Xiao, an employee of the team, once submitted an activity plan. After Mr. Xu pointed out the problem, the employee made changes, but it was still far from Mr. Xu's expectation. Xu teacher thought it was a waste of time to communicate and revise bit by bit, so he changed it directly for the sake of effectiveness and efficiency.
Many ideas in the plan were rejected, and xu teacher didn't explain the reasons at that time, which made him very dissatisfied. He began to complain to his colleague Xiao B. He might as well write it himself. Why bother yourself. Is it just to blow yourself down?
After this happened several times, Xiao's working state became more and more negative, and he was more careless when making plans. Because in his mind, he has decided that no matter how hard he tries, xu teacher will eventually change greatly. So he doesn't have to be thankless. Later, Xu realized the seriousness of this problem and completely changed this practice.
In other companies, there are many managers like xu teacher, who always feel that their subordinates are not perfect, can't help but be satisfied with their efforts, and even interfere with the details of their work. But this is time-consuming and laborious, and it is easy to enter a vicious circle. Managers are so busy that no one is free. The enthusiasm of employees is hit, and they can't really play their potential.
Generally speaking, it is difficult for small companies to directly recruit particularly outstanding and suitable talents. Many talents who can be independent in small companies are tempered at work. Therefore, as a manager, we must appropriately delegate power to employees and give them opportunities to grow. Don't choose to do it yourself for fear that the other party will make mistakes or that the work done by employees is not ideal. Training employees needs careful training in peacetime to help employees grow. At the critical moment, you won't shout that no one is available.
2, clear objectives, quantitative assessment, strict discipline.
In the team management of small companies, the most feared thing is ambiguity.
Even in a small company, no manager can always supervise employees. Therefore, as a manager, we must make the project plan and work objectives (up and down alignment) clear and definite, then assign tasks to each employee reasonably, set up time nodes, and evaluate the work achievements of employees through quantitative assessment. Once the goal is unclear and the task is unclear, it is easy to "fish in the water". Strict reward and punishment system can guard the boundary of the benign operation of this team and restrain those factors that are easy to make the team loose, such as "leaders are easy to talk" and "mistakes have little influence"
Especially now, many small companies advocate humanized management in team management, and the team atmosphere is very good. But at this time, if there is no clear target management, quantitative assessment and strict reward and punishment system, the team will easily become sloppy or disrespectful to the leaders, and unconsciously erode the execution.
Therefore, Lao Wang believes that no matter how you manage your own style in the team, you must know how to use management tools such as target management, quantitative assessment and reward and punishment system, which is an important guarantee for the orderly operation of the team.
3. "Sincerity" is more important than "painting pie".
Many team managers like to "draw pie" for employees, hoping to use it as bait to enhance employees' loyalty and follow the enterprise. But Lao Wang thinks:
1) employees have no loyalty to the enterprise. After all, it is an "iron enterprise, mobile employees". Alleged loyalty? One is to be loyal to one's profession; The other is that the employees who stay will only be loyal if they make waves and wash out the sand. Therefore, Lao Wang suggested that small companies should not consider loyalty, but directly consider performance and speak with performance.
2) In the management of small companies, "painting pie" in an illusory way is likely to backfire.
Manager Huang has been troubled by this. He hopes to motivate employees to work actively and make them motivated. He always appeals to the team to regard work as a career, the company as a home, and constantly create a beautiful blueprint for the future, how much future turnover to achieve, what kind of high salary employees get, what kind of positions they get, and so on. Later, through the profile, Manager Huang realized that the employees were polite and smiling on the surface, but actually they were not moved.
Lao Wang believes that it is very important for employees to understand the vision and strategic goals of the enterprise and the prospects of big industries, but this does not give employees a vague blueprint. Instead, it is necessary to objectively guide employees, sincerely share, let employees know more about industry information and development, help employees think macroscopically, let employees know the feasible development plan of the team, generate internal motivation, and aspire to common development with enterprises.
In short, in the team management of small enterprises, sincerity is far more important, reliable and touching than "drawing a pie".
4. Establish benign communication and attach importance to team emotional management.
In the team management of small companies, positive communication must be established when problems arise.
As a manager, suppressing people with administrative orders can only result in less power each time; Restrict people with management system, but subordinates do not accept it verbally, and secretly establish a small circle.
Xiaoyun, editor of the cultural company, talked to an author. Her leader, Manager Hu, thought that the remuneration of the previously communicated signing draft was too high, which lowered the signing standard. Editor Xiaoyun talks about cooperation according to the initial signing conditions. Now, the leader has gone back on his word. On the one hand, she lost trust in the author's mouth, on the other hand, the author will largely refuse to sign, so she can't get this month's performance bonus.
Xiaoyun wanted to communicate with the leader and fight for it. Manager Hu gave an ultimatum in a commanding tone. Xiaoyun felt wronged and several colleagues made an appointment to comfort her. Everyone complains about their dissatisfaction and talks openly about their leaders. Since then, several people have formed a small group and often discussed how to deal with leaders and how to safeguard their own interests. Later, one of them resigned and introduced Xiaoyun to his new company.
In the team management of small companies, leaders must maintain efficient communication with the team. In particular, matters related to interests must be made clear, so that employees can understand your decision-making intention and minimize suspicion and misunderstanding. At the same time, we should pay attention to the emotional state of the team and do emotional counseling in time. Otherwise, once employees form a small group behind their backs, it is equivalent to putting an untimely bomb in the team, which is likely to explode at a certain node and bring unpredictable harm to the team.
5. Clean up negative or unproductive employees in time.
The company is not a charity and will not keep idle people. Small companies, in particular, can't keep idle people and reward employees with good performance. For example, travel abroad, certificates (as long as they can give employees face and are willing to bask in friends), and travel with their families. In this way, employees will not choose to leave their jobs, but will work hard.
You might say, I really reward employees with cash. Don't forget, small companies are mostly young employees. Their pursuit is not just for money, but for face, for fun and for money. Therefore, Lao Wang believes that it is best for small companies not to reward money, but to reward tourism. In the process of traveling, food blessing not only satisfies the spiritual needs but also satisfies the appetite; Meet the face needs of employees, praise more, reward more certificates and so on. In this way, your company's reputation will be very good, because most of the company's reputation is spread by employees themselves.
In short, if you do the above five points well, your management will no longer be difficult.
Write it at the end
In a small company with scarce resources, the difficulty of team management should not be underestimated. As a manager, we should constantly improve our management thinking and management ability in order to solve problems efficiently and lead the team to develop.
Have you ever encountered the same problem in team management? Or what kind of management experience do you have? Welcome everyone to leave a message in the comment area, and Lao Wang will also participate in the discussion.
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