Why should the shift leader control the ideological dynamics of the team members?

Understanding the psychology of employees in a timely manner is conducive to wages.

The role of the team leader in team management is the most critical, so the selection of the team leader in team management is often a problem that grassroots managers should consider at all times; Even if the current squad leader is excellent, consider possible future replacements and successors.

Usually the team leader candidates are from the team or similar working environment front-line employees, these employees are often more active, in addition to their own work in the usual job thinking that they can show a little "management talent", so that the supervisor or workshop director "remember" the person.

When there is a vacancy in the position of workshop team leader, grassroots managers often think of these "remember" people, and they will "come up" to try, which is an opportunity for employees and workshop management to try, but as a "newcomer" team leader at this time often can't get started.

If it is a more standardized enterprise, there is a team management manual, and the new team leader can familiarize himself with the content of the manual item by item; However, most enterprises should not have such a level of management at the team level, and the new team leader often comes up according to the appearance of the previous team leader, and there is a lot of learning, which leads to many times not grasping the key points, and the transformation of their own roles in the work is not completely completed, and the four-dimensional perspective of dealing with the problem is still from the perspective of employees, which will lead to many grassroots managers in the new team leader management communication The most common "do not mention the problem when the task is assigned, and the implementation can not go on is all the reason". Without their own methods and ideas, the key lies in how the role of the new team leader changes.

First of all, in the role change, we should clearly know that we are from the "technical backbone" to the "on-site manager", the requirements for the skills of these two roles are different, the technical backbone focuses on personal technology and achievements, whether it is good or not is a personal matter, managers in addition to having excellent technology also need the ability to communicate, the ability to analyze and solve problems, how to make employees and teams successful, focusing on the achievements of the team, which is the most original starting point of role positioning;

Secondly, in the process of role transformation, the superior leader should give more teams, organize and arrange some specific methods and skills such as: team management responsibilities, team management methods (PDCA), time management, basic communication management, etc., and apply the content of the training to the site;

Finally, it is always necessary to be clear about the position of the field manager:

The on-site manager is: the commander, clear direction;

The on-site managers are: the coach, who teaches him to do things;

The on-site managers are: the director, who raises resources for the deployment of work;

On-site managers are: excellent communicators, listening to internal and external voices;

On-site managers are: boosters motivate and motivate subordinates;

On-site managers are: personal role models, leading by example for employees;

The on-site manager is not: a parent, who arranges everything for others;

The on-site manager is not: the police, post-event supervision;

The on-site manager is not: firefighters, everywhere rescued.

How to achieve management change for excellent team leaders? Why are management requirements changing?

Hello, a good team leader should be able to understand and grasp the situation of team members in a timely manner, formulate reasonable work plans and management plans, and motivate team members to give full play to their potential in order to achieve their work goals. Specifically, to achieve management change, the team leader needs to have the following old knowledge capabilities: 1

Good communication and coordination: The team leader should be able to communicate well with team members and solve various problems in a timely manner to ensure the smooth progress of the team's work. 2.

Familiar with business knowledge: The team leader should have a certain understanding of the business he is responsible for, and be able to formulate corresponding management plans according to business needs. 3.

Team building skills: Team leaders should be able to build a good team atmosphere and encourage team members to learn from each other and support each other. 4.

Good at learning and innovation: The team leader should have the spirit of learning and innovation, and constantly explore new management models and methods to adapt to the changing market environment. The reason for the change in management requirements is that the market environment is constantly changing, and stupid enterprises need to constantly adapt and change to remain competitive.

As the backbone of enterprise management, the team leader must keep up with market changes and constantly update management concepts and methods to improve the work efficiency and execution of the team.

What do you need to pay attention to when you are promoted from employee to manager? The most important thing to pay attention to is the switching of thinking, and it is necessary to switch from point thinking to system thinking.

I'll give you a "chestnut", our company's copywriter needs to collect a large number of cases as writing materials, there is a copywriter classmate, I just watched her eat takeout there, but also to flip through all kinds of books, web pages, overtime to find, this is only staring at their own one-third of an acre of dot thinking, it will not be wrong, but very tired and limited, and it is difficult to have surprises.

But another of my copywriting classmates, in addition to looking for cases by himself, he also took out some paid collection of cases on the budget, so that the cases came to him. He also ordered some afternoon tea, gathered his colleagues at a table at 1 p.m. every Monday, and co-created a bunch of cases while chatting. You see in this process, he used money, relationships, and mechanisms to solve problems in multiple dimensions, which is good virtual travel is system thinking.

Some people may say, "Isn't that just not pragmatic?" But in the eyes of the boss, this is really a "reputable method".

Employees are relatively single and stable in the face of things; Managers are facing people, employees who may not cooperate, dissatisfied bosses, and customers who do not pay, and there are too many dimensions to think about, so if there is no systematic thinking to manage, you will inevitably meet friends and self-doubt, and these N pits from employees to management posts, I have basically stepped on them in the past few years in the workplace, and I have slowly established the current systematic thinking.

As the most basic management personnel in the production and manufacturing industry, the team leader is not only responsible for heavy production tasks, but also has to communicate and coordinate up and down, and has a great responsibility. Whether the team leader has excellent personal charm has an important impact on the development of grassroots management activities.