The most important responsibility of the supervisor is to "lead people" and "manage things"; however, it is difficult for ordinary grassroots personnel to have the opportunity to truly experience the ability to lead people and manage things before taking up the position of supervisor, and because they cannot predict the promotion status, once they are promoted to supervisors, it is often difficult to understand the strength of their subordinates in these two aspects in a short period of time, resulting in confusion when assigning tasks. Therefore, it is very important for the supervisor to train reserve cadres through the arrangement of the organization.
In this regard, Du Shuwu, President of Synnex International Group, pointed out in the book "Generals" that when training subordinates, supervisors must grasp the principle of gradual and gradual progress, from small to large, in addition to enhancing their understanding of theoretical concepts, but also to strengthen their practical drills and understanding, so as not to face the dilemma of not finding cadres and talents when the department is to expand. With his many years of experience, Du Shuwu explained the training methods for leading people and managing people:
How do I bring someone?
To train quality grassroots officers with the ability to lead people, the following modes can be implemented step by step:
Step1. Temporarily lead a new recruit. If you do well after the mission, you can repeat this temporary task several more times.
Step2. Long-term mentoring of a new recruit (six months to one year).
Step3. Strap one person from the same department.
Step4. Two personnel from the same department are fastened.
Step5. If you have the ability to bring more than three people on a regular basis, you have the ability to lead people and the potential to be a supervisor.
During the training process, the supervisor should observe and pay attention to the following:
1. Teach first and then observe, and gradually increase the difficulty and complexity of the subordinate tasks.
2. Pay attention to whether the subordinate has a systematic and orderly understanding of the content of his or her job (system and structural ability) when leading people.
3. Observe the learning willingness, learning ability and dedication of the subordinates.
4. Once a subordinate has a cognitive error in the process of leading people, it is necessary to correct and assist in finding a solution in a timely manner in a way that the subordinates can listen to and accept.
5. When subordinates lead people to encounter setbacks, they can share their own workplace experience with each other.
How to manage things?
The cultivation of management ability can be carried out by assigning subordinates to take charge of departmental projects, and the following drills can be conducted:
Step1. Temporarily assign a small task within a department and across individuals. (e.g. contact the award ceremony attendees)
Step2. Assign short-term small to medium-sized projects. (e.g. drawing up a list of invited guests for the award ceremony)
Step3. Hold a long-term functional position within the department. (e.g. planning the venue, process, etc.)
Step4. Full-time functional positions within the department. (e.g. co-ordinating award presentation ceremonies)
During the process, supervisors should pay attention to the following:
1. Observe whether the subordinate has the ability of the system and structure.
2. Observe whether the subordinate has the planning ability.
3. Train the subordinates to have the ability to elaborate projects and plans.
4. Gradually improve the ability of the subordinate to communicate and coordinate with people, and finally complete the implementation of the plan.
Since the opportunity to lead or manage people in the organization is very precious, Du Shuwu emphasized that when the supervisor cultivates his subordinates, he should also always evaluate the ability and willingness of individual personnel, and give opportunities to subordinates with high ability and willingness. (This article is based on "General", published by Commonwealth Magazine.) ）
The dot plot can be zoomed in
