First, cross-departmental promotion, such as from marketing department to personnel department.
The basic situation of the problem employees is not understood; The workflow, objectives and difficulties are not clear; Department resources are unclear.
suggestion
1. Learn more about department employees.
Work information: specific division of labor;
Personal basic information: education background, age, etc.
Performance information: historical performance;
Work attitude information: attendance, etc.
2. Interview with department employees.
3. Understand the departmental objectives and work difficulties.
4. Strengthen the professional knowledge reserve.
5. Actively communicate with superiors to understand the key points of work.
Second, the promotion of this department is an example of internal promotion of the marketing department.
It is difficult to establish personal prestige by promotion at the same level; Working thinking is relatively solidified; Personal role transformation is not timely enough and positioning is not accurate enough;
The advantages and disadvantages of promotion in this department are outstanding.
Advantages: familiar with people and things;
Disadvantages: employees are too familiar with you, which is a double-edged sword. If the promotion results are not recognized enough, the work will not be carried out well.
suggestion
1, do practical things and produce results.
2. Actively strive for benefits for departments and employees.
When Comrade Zhuge Liang first came out as Liu Bei's military adviser, the first person who was dissatisfied with him, the first person who looked down on him was Meng Zhang Fei, and the second was Guan Yu, a bearded man. Actually, it's normal to think about it. Zhuge Liang was only 29 years old and very young when he came out as a strategist to help Liu Bei conquer the world. Liu Bei is 49 years old, in his fifties, and Guan Yu and Zhang Fei are all in their forties, belonging to the "old revolution" and "old employees". The key is that martial arts are particularly strong. So, where do Zhang Can Fei and Guan Yu value the gigolo Zhuge Liang who just spoke? Therefore, after Zhuge Liang came to power, the first thing to convince was Zhang Fei and Guan Yu. Liu Bei said to Zhang Fei, if you are not convinced, have a competition with Kong Ming. Zhuge Liang readily accepted and said to Zhang Fei: I throw stones, you throw chicken feathers, and the person who throws them far wins. Zhang Fei was so happy: Haha, Zhuge Xiaoer, you will lose this kind of competition. The stone is heavy and the feather is light. I am hundreds of times stronger than you. It is conceivable that Zhuge Liang won and Zhang Fei lost. This is also the origin of the two-part allegorical saying "Zhang Fei is still a chicken feather-it is difficult to make it strong". For Guan Yu, Zhuge Liang won the battle by his ingenuity, which made Guan Yu have to admire Zhuge Liang's ingenuity. Therefore, when Zhuge Liang first became an official, he just got rid of this thorn in his side so as to carry out his work in the future. This story is very similar to the subject's situation: he just took office as a manager. What should a new manager do to do a good job in management?
The first thing, like Zhuge Liang, is to get rid of people first
The fact is self-evident: a manager has just taken office. If he can't deal with people, even if he has more wisdom, experience, methods, skills, plans and goals, everything will be a cloud and nothing will be carried out. Leading the subordinates of the department to complete the work required by the company will become empty talk. Therefore, just promoted to department manager, the first thing to do is to get people done. There are many ways to treat people, deep and shallow, big and small, right and strange. For example, invite subordinates to eat and drink, set an example to let others take off their thorns, find departments to solve the existing problems, and establish military regulations with clear rewards and punishments. When people's problems are solved and people's hearts are "subdued", we can plan the problem of "things".
The second thing: access to employee files, interviews, and understand the basic information of employees.
People are the core of an organization. Similarly, the core of a department is also people. If you want these people to do things and deal with them, but you don't know these people, you can't get along with them. If you don't get along well, you can't get them to take the initiative. Therefore, the second thing that needs to be done (of course, it can also be done at the same time as the first thing) is to understand each employee in the department, including their ability, personality, performance, needs, family status, preferences and interests. With this information, we can have an effective dialogue with employees, know how to get along with them, and know how to motivate them, criticize them and correct them. The new department manager must know every employee directly under him like the back of his hand. Because the dialogue with employees will last until you leave this department, you should get to know employees from the beginning. Conversations and relationships with employees are like hard-boiled eggs. If you cook them, it is impossible to turn them back into raw eggs. After some bad blood with employees, it is difficult to go back and start all over again. Therefore, it is necessary to understand individual subordinates from the beginning.
The third thing: understand the needs of various departments for their own departments.
In a company, the mutual value between departments is to meet the needs of other departments or meet the needs of other departments. The department managed by the newly appointed department manager may have uncoordinated problems in meeting the needs of other departments in the past history. Perhaps some needs are not real or core needs, some needs are not met in place, and some needs are weakened. Therefore, if you want your department to be recognized by other departments and companies, you must reorganize the content, satisfaction and value of other departments' demand for this department, so that you can understand that after taking office, contribution is actually the link between departments, otherwise there will be problems in organizational design of this department. Understanding the needs of various departments for this department is actually to clarify and sort out what contributions this department should focus on.
The fourth thing: understand the requirements of superior leaders.
The immediate superior of each department will have psychological expectations for this department. In order to ensure the correct direction of the department and ensure that what the department does is consistent with the requirements of the superior leaders, the newly appointed department manager should spend more time with the superior leaders and learn more about the requirements of the superior leaders in a serious and formal atmosphere. In order to prepare for the formulation of the work objectives of this department.
The fifth thing: establish the work objectives of the department and reduce the dimension of the objectives.
The third and fourth things are to prepare for the fifth thing. We communicate with the department. Understand what contribution this department should make and what value it should create; Through the communication with the superior leaders, I understand the requirements of the superior leaders for this department, so I have the necessary information and content to establish the departmental goals. Any organization has a goal, whether it is rough or detailed. Therefore, the fifth thing is to establish the work objectives of the department, decompose and restore the work objectives of the department to each post, so that each department member can understand his own work objectives.
The sixth thing: the tracking mechanism.
Don't think that setting a work goal and assigning a work task will automatically complete it. Most people are lazy. Therefore, in order to ensure that the work objectives and tasks can be successfully completed on time, with good quality and quantity, as a new department manager, a set of tracking mechanism should be established to ensure that he can monitor the completion of objectives and tasks in time and effectively, and correct temporary problems at any time. The contents of these mechanisms include meetings, reports, feedback, regular meetings and communication. To make them interweave into a network that can be tracked effectively, and to ensure that the completion of goals and tasks has a basic logic: tracking and control.
Seventh thing: reward and punishment mechanism.
If you understand human nature, you will understand that people have the instinct to seek advantages and avoid disadvantages. That's why 99% of companies have established reward and punishment mechanisms. What should be rewarded, encouraged, advocated, prohibited and punished clearly within the department. Even if the company has a company-level reward and punishment mechanism, it may not be in line with the actual situation of the department. Therefore, under the company's reward and punishment mechanism, the department should formulate a set of reward and punishment mechanism suitable for the department. The content of reward and punishment mechanism should include performance, reward, code of conduct and communication to ensure the completion of goals and tasks. The stick policy in Jin and Yuan Dynasties is an eternal topic, because the inferiority of human nature is eternal. Don't expect department members to voluntarily become Lei Feng-style figures, which is not in line with human nature. However, don't forget your original intention. The reward and punishment mechanism is not in charge of people, but in charge. Don't treat performance as a "salary deduction" mentality, and don't let department members feel that performance is equal to salary deduction. This is a double-edged sword. If you don't use it well, you will cut yourself. Therefore, we should seriously study the performance management. The progress of employees needs the painstaking efforts of department heads, not only to set an example, but also to preach goals and patiently correct them. If the department manager keeps holding a knife in his hand, the reward and punishment mechanism will not only be ineffective, but will make things worse. Department managers should establish prestige, not prestige.
For a new department manager, if he can achieve the above seven points, he can basically gain a foothold in the initial stage. At the same time, for the new department manager, we must pay attention to several points: be fair, be patient, be decisive, look at the strengths of others, set an example, be optimistic and be humorous; Don't be selfish, don't wear colored glasses, don't be overbearing, and don't be petty. Your every move, every move, every style, will be clearly seen by the department members, but they just don't know what to say.
Bless you!
According to Ramcharan's management hierarchy theory, this stage is from managing others and businesses to managers.
Being promoted to department manager means that you have worked in this department before. At this stage, many people will misunderstand: in fact, there are still important differences in leadership, time management and work philosophy.
1. Establish a trust relationship with team members.
It is said that the new official has three fires, but before setting fire, it is still necessary to understand the daily performance of team members. It's best to devote energy to one-on-one communication with subordinates, which will help to further understand their ideas and future plans.
2. Communicate the ideas of the company's top management.
As managers, we must implement the company's policies, publicize the company's values and promote business development.
Of course, at the same time of implementation, you can also call on your subordinates to make suggestions. In fact, the best way to lead is to be a coach, not to give answers but to guide. When subordinates participate in decision-making, they will think that this decision is made by themselves. Then you have the obligation and responsibility to carry out this decision and are more willing to carry out the task.
3. Learn to authorize
Some managers will go back to their previous or even front-line business after becoming managers, which is actually an incompetent performance. The manager is responsible for the goals of the whole team.
Some managers will ask and check their subordinates in detail, hoping to influence their final performance and achieve the team's goals in this way. In fact, this has just the opposite effect. Excessive management will make subordinates think that they are not competent enough, but it will lead to failure to complete the task. Some managers fear that decentralization will weaken their power.
In fact, we must change our thinking. The manager's role is more about managing people and controlling the general direction of enterprises.
The standards of authorization are for reference:
1. Is the content authorized to subordinates consistent with the company's objectives?
2. Do things seriously, actively and responsibly
3. Willing to assume responsibilities beyond the original post, and appropriately delegate power according to the performance of employees.
4. Establish an effective performance appraisal mechanism and try to replace punishment with reward.
To sum up these three steps:
1. Build trust with team members.
Communicate the company's philosophy
3. Learn to authorize
Provide some suggestions from the perspective of actual combat:
The first and most important one is to understand the work arrangement and planning of the immediate supervisor throughout the year, prioritize and avoid being alone and eager to show;
Second, ask the leaders about the recent work arrangements, what needs to be dealt with immediately, implement them efficiently, and leave a good impression on the leaders;
Third, get familiar with the internal situation of the department as soon as possible, including personnel and business. Generally speaking, as a department manager, business ability and management ability are equally important. Don't think that just taking care of people is enough.
Fourth, establish a good image in front of subordinates, and their own execution, work attitude and work efficiency are the reference objects of subordinates. Everyone should follow suit, not be Marxist to others, but liberal to themselves. But also avoid saying superiors, complaining and complaining in front of subordinates.
There are still many, the key point is that the department manager is a link between the preceding and the following, and both business and management are equally important.
First, congratulations on your promotion. You must be thinking about how hard it is to be a leader, and you want to establish your "authority" immediately, and you can't wait to set off "three fires" immediately; But this practice is absolutely unacceptable. ......
The department manager is an important post connecting the preceding with the following, which should be very important in the company. Once the relationship with subordinates is not handled properly, not only the work of the department can not be carried out, but also the performance can not be achieved, and the assessment period of half a year can not be passed.
As you can imagine, you used to work hard. When you were a subordinate, you were also the "passive Nuo Nuo" of the leader. I finally got a promotion, hoping to show the "authority" of the leader at once and set fire to the disobedient people at once, but this is precisely a very unwise behavior. What the hell should I do? The following three suggestions:
1, be familiar with the department workflow and make yourself more professional. You should use your professionalism and achievements to establish your "authority", not by means and loud voice. Smart people should be good at learning and learn to borrow money. Only when you are stronger and make achievements for the department will your colleagues and subordinates willingly follow you and be willing to obey you.
2. Knowing the ability value of each subordinate is just like playing the game of Three Kingdoms, in which Zhuge Liang strategizes. Only by knowing the ability value of each general can we use it freely on the battlefield. The following subordinates need to be treated differently first:
(1) competent subordinates
It is necessary for him to undertake more and more important work with emotion, because people with strong abilities are generally more confident and proud, so it is necessary to arrange more work for him to give full play to his value.
(2) Subordinates with weak ability
You need to take advantage of the authority of the leader, strictly ask him to carry out his work according to your instructions, let him carry out your work arrangement well, and let him learn and grow slowly in the process of implementation and understand your intentions.
(3) Subordinates with poor ability and disobedience
This subordinate needs to be eliminated, but now is not the time to eliminate him. Treat this kind of subordinates, to divide his work, slowly take out the important work in his hand, and slowly "isolate" him.
3. It's ok to train your cronies to find that ability. Cultivate subordinates with strong execution into "cronies". After all, leaders also need competent subordinates to help with their work, and they also need certain "obedient" subordinates to carry out their own decisions and establish their own authority. After the wings are hard, you can start to drastically adjust the personnel structure of the department.
I hope it works for you.
When a person is in a new post, facing a relatively unfamiliar and challenging job, don't deliberately explore those metaphysical theories, but pay attention to the actual situation of his unit and post, and then make a targeted plan. Otherwise, it is very easy to be self-defeating.
First of all, determine the demand: contact the boss and other relationship departments to find out what you really want to do. 1. Talk to your boss to find out the requirements and expectations of the leader.
The person who arranges and evaluates his work is undoubtedly his immediate boss. Now that you're in office, who are you looking for instead of the leader? We should meet the leaders in time and listen carefully to each other's hopes and demands. Know the direction and principle requirements of your work.
2. Talk about your ideas and goals.
When communicating with the leader, don't speak your mind boldly, and accept the evaluation and guidance of the leader. This is the need of your personal growth and the responsibility of the leader. Only by discussing the previous work can we find a better running-in direction.
3. Dock your "relationship department or individual" in time.
What do you mean? That is, those departments or individuals who have frequent contact with themselves at work should communicate with them. On the one hand, understand the actual situation you are facing, on the other hand, straighten out your work ideas.
Secondly, grasp the status quo: to understand the progress of the last job and the actual new managers in their own jurisdiction, the workload they face may not be new, but it is likely to be the "stall" left by the original person in charge, so we should know the actual working status in time.
On the one hand, while fully and completely handing over the original post, accurately grasp the progress and status quo of all work; On the other hand, get to know your team members well and make clear the main problems and needs.
A clear list of current "things" and "people" is the key to effective work. If you ignore the status quo and act subjectively, you are likely to face some unnecessary contradictions and embarrassment. What you should do and how you should get along with the team all depend on the current reality.
Finally, on the basis of full understanding, I sorted out my goals, plans and principle goals: as a person in charge, it is unreasonable to have only affairs in mind and no goals, especially when facing the intersection of many jobs and the evaluation of subordinates' work, we must weigh them with goals.
Principles: In addition, we should also establish the basic principles of our management, relationship and work as leaders. Clarify the framework of "doing something and not doing something" for yourself and the team, so as to take care of the overall situation and manage the team well. Confused and ambiguous, no one can stand it.
Planning: On the basis of the above two points, give full play to the role of the team (don't break away from the headstrong of the team) and make short-term or long-term work plans with you under your own leadership.
I believe that through the above efforts, your new manager has basically solved the main problems. As for the details and specific methods, we still have to rely on ourselves. On the other hand, if you are always in a fog and don't even know what you want to do, I think you are incompetent.
First: put yourself in the right position.
This sentence is very simple, but it is actually difficult to do. On the contrary, on the one hand, you are a subordinate, on the other hand, you are a manager, and on the other hand, you are a peer of a cross-departmental manager. That's why it's hard for the middle class to do things. You should not only reassure your superiors, but also reassure your subordinates, make your peers happy and make your customers happy, so that you can be satisfied in the middle. Moreover, the difficulty does not stop there. There are different ability requirements behind each role (that is, post competence). Therefore, as a newly promoted manager, don't simply think that just changing jobs will bring about all-round tests such as responsibility, mentality, role, ability and interpersonal relationship.
Second: don't just focus on doing things.
This is a common mistake made by newly promoted managers. Although things are important, it is people who really push them. As a manager, the primary responsibility of a manager is not only to concentrate on his own work, but to effectively stimulate the enthusiasm and initiative of his subordinates. The value of a manager lies not in his own contribution, but in whether he can stimulate his subordinates' spontaneous work initiative and finally achieve the organizational goals successfully.
Finally, I send you a sentence: "Only when managers know, care and cherish their employees can you put forward higher requirements for them."
Yan Ming: TMCC international registered senior management coach tutor, Tsinghua, National People's Congress, Peking University EMBA distinguished visiting professor, Singapore Weber management consulting chief management tutor.
Thanks for reading.
I have just been promoted to department manager. No matter how good I used to be, my position has changed, and my working style and thinking angle have changed. Re-examine my work, there are several points to pay attention to:
First of all, we should be familiar with the situation of our department.
As I have just been promoted to department manager, I don't know much about the situation, so I need to know the situation before I can start working. This time period is generally 1 month to 3 months.
Second, cultivate the quality of work.
If you are promoted, your working ideas and ways of thinking will be different from before. If you still work in the old way, it will definitely be inappropriate.
When Mandela was released, he bowed to the two policemen who abused him, not because he wanted to thank them for not killing anyone, but because he had to let go of the past in order to meet the future. Letting go of the past is to let go of the thinking mode and angle of the past. If Mandela has the idea of hating white people, it is difficult for him to fight for the interests of black people in that environment. So, he had to give up and have a future.
People who are promoted should also learn to give up the past in order to meet the future. For example, Han Xin, as we all know, was humiliated by his legs. After he became famous, he found someone who humiliated him. However, he spared the man who had killed countless people. The reason is his high status, high vision and angle. So, he let the punks go.
Third, we should cultivate talents.
As a department manager, not only the business is the most important, but also the most important thing is to learn to train talents for the company. Some people don't understand this truth, so the bright future comes to an abrupt end.
When you get to management, you need someone to help you. You will also promote your subordinates just as others promote you. Needless to say, everyone knows the meaning.
What will happen if you don't do it?
There are many people in this world who are too selfish to go beyond the limit. If they go up by themselves, they will hinder others from coming up. If there is no benefit, they will try their best to hinder it. Of course, everyone knows what happened to such people, and they all repented in prison.
In today's society, the competition between people is becoming more and more fierce. However, the saying that unity is strength is never out of date. It depends on your eyes, whether it's a lure into the room or a mainstay.
Everyone likes fame and fortune, and they all want high officials and high salaries. However, when they get it, that is, at the most dangerous time, they have great rights, heavy responsibilities and dangerous risks.
Therefore, everyone who is promoted should remember that misfortune is happiness, and happiness is misfortune, all in one thought.
Sometimes I wonder why a person who doesn't know what to do is promoted to management. I have met many managers who have just been promoted, or managers who have just jumped ship. They are used to doing these wrong things.
1. Look at the system and change it to his favorite. Most people will adjust the system and then change many habits of employees in a short time.
2. carding process. Employees in this department are asked to ask questions and communicate with each other. The original intention is to get closer to employees and understand the situation. The result turned out to be giving advice to employees, giving rectification instructions, and reorganizing the workflow for employees, but did not ask employees if they needed it.
3. New division of labor. After a general understanding, I started my whole department goal, and then rashly redistributed personnel in order to complete the department goal.
4, serious face. The new official took office with three fires, thinking that the manager should be like a manager, instead of always being friendly and posing a serious face to employees all day.
The above four practices are often done by many new managers. They are wrong because they are out of date, in the wrong way at the wrong time.
When a new official takes office, the employees resist and don't cooperate with you. No matter which department or position the manager is promoted to, I provide several measures to meet the needs of most newly promoted managers as much as possible.
It is better to be silent for a few days or even a month than to make a big move to rectify. What to do during the silent time, provide 3 points:
1. Understand the fit between department work and department system and employee behavior.
Understand the key work contents of the department and manager, and reread the original system of the department. Know what you have first.
2. Listen to what employees say at any time and observe what employees do.
Find employees to understand their work, just listen and don't make any noise, and record what employees are doing during their work.
The best way to know an employee is to record everything he does. From it, the work passion and working atmosphere of employees, as well as their personality characteristics and interpersonal relationships are analyzed.
3. Focus on what you need to improve.
Through the previous observation, we should also observe what we lack and what skills or knowledge you need to prepare for the work and employees in order to lead the team forward.
The best way to build yourself with employees is to let employees know their true selves first. For example, your work style, your work content, your hobbies and so on. Besides very personal things, how transparent other things are, how curious employees are about you, and whether they will trust you.
After the employees understand, they begin to understand everyone in the team, and help everyone to make a career plan within one year through vision, so that everyone has a clear goal.
As a newly promoted manager, anxiety will only lead to resentment. It is the right way to understand the overall situation first, then show yourself, then get to know the members and work hard with them to plan their growth.