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Jingdong book

第一次当主管:实现从优秀员工向团队管理者的成功者转型

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1. 如何带好现在的90后,是一个头疼的问题

2. 本土化实操技巧,管好新人,带好骨干

3. 如何从业务骨干像管理人员踏入的关键一步

4. 名师指导,众多企业内训*受欢迎的课程


Content Description

本书教你为“当上主管”做好准备:

中层领导者应该如何管理好自己、如何领导员工、

如何管理好与上级的关系、如何管理好与同事的关系,

中层管理者在日常管理工作中和人际关系中非常实用的策略和技巧

从当上主管的那天起,就正式跨入了管理者的行列,自信心不能少、但也不能多,做个敢做决定的人。


Author Description

吴东

中国商业股份制企业经济联合会--政府和社会资本合作(PPP)专业委员会副秘书长

中国高级人力资源管理师

中国高级企业培训师

山西省科技扶贫中心培训中心主任

山西省科技扶贫促进会常务副秘书长


Catalogue

第一章从优秀员工到主管的工作方式和意识转变

先有优秀的自己,再有优秀的团队/ 2

时刻克制自己的坏情绪/ 5

作为“领头羊”,你要有绝对优秀的自我管理能力/ 8

选择合适的人,为团队创造效益/ 11

与每一个员工保持沟通/ 14

轻易许诺,一个你会经常犯却也最应该避免的错误/ 17

对浪费时间的“垃圾”工作说“No”/ 20

坦诚面对自己的过失和错误,并承担责任/ 23

第二章把自己放入团队

用坚定的信念点燃周围人的激情/ 26

用清晰、明确的“群体目标”团结员工,并与员工一起奋斗/ 29

为团队创造“跳一跳”就能实现的梦想/ 32

说到做到,让员工信任你/ 35

如果员工认为自己可以,就不要帮他们作任何决定/ 38

收好你的热情,不要急于向员工给出你的建议/ 41

付出真实的情感,维系与员工的紧密关系/ 44

不向员工推销你的想法,要引导员工说出他的办法/ 46

指出员工的错误之前,先让错误晾一会儿/ 50

必要时,你要力排众议,树立你的权威/ 53

做他人不敢做的事情/ 56

教会员工如何言简意赅地向你作汇报/ 59

第三章目标:分解、执行和落实

把大目标分解成小目标,从做好一个个小目标开始/ 64

作一个迅速简单的决断,行不通了再回头修改/ 67

不要在刚刚开始时,就在不太重要的事情上浪费时间/ 72

不把时间浪费在还没有成为问题的事情上/ 74

先认认真真地做好当下的事情/ 77

任何时候,都要主动找方法解决问题/ 79

有些东西拖得越久,越难完成/ 82

与其超负荷运转而疲累不堪,不如重新寻找新的解决办法/ 85

再急的事情,也要慢慢做才能做好/ 88

会议是世界上最可恨的“打扰”/ 91

开始、暂停、继续、暂停 — “打岔”会谋杀你的高效率/ 94

开个小差,然后重新集中注意力/ 97

第四章用制度管人而不是人管人

给团队确立一个机制,让团队管理制度化/ 102

不能说成功了就是主管的功劳,失败了就是员工执行力不行/ 105

金无足赤,人无完人,不对员工吹毛求疵/ 107

集体犯错也是错,有错绝对不放过/ 110

考核员工不能太重人情,做到公平、公正/ 114

制度定了却不严格执行,最害人/ 117

“因岗设人”还是“因人设岗”/ 120

试用期,帮你留下你真正需要的人/ 123

第五章放权的艺术

自己先变成“行家里手”,才能带好团队/ 128

谈论员工感兴趣的事情,让员工对你不设防/ 130

让员工肯听从你的指令,对你心悦诚服/ 132

与员工保持适当的距离,树立并维护主管的权威/ 135

不把员工的抱怨当儿戏,要听出“弦外之音”/ 138

懂得向员工放权,给员工做事的机会/ 141

与其辛苦地依赖自己的力量,不如借助员工的力量来完成/ 144

收大权放小权,挖出员工潜力/ 147

既向员工授权,也进行适当的约束和监督/ 150

只下达 80% 的指令,剩下的事情任员工自由发挥/ 154

话不说完,让员工去独立思考/ 157

第六章激励团队的工作热情

尊重员工,是回报率最高的感情投资/ 160

将你的热忱和经验,融入与员工的谈话中/ 164

“唤醒”员工的“沉睡”潜能/ 168

做一个好听众,鼓励员工说说他们自己/ 171

使用对方的语言沟通,与对方取得更多共识/ 174

称赞员工哪怕最微小的进步,并称赞每个进步/ 178

学会道歉,让你的管理如鱼得水/ 181

对员工的不信任,才是最大的开销/ 184

沟通是双向的,你得说员工听得懂的话/ 187

适当地给员工制造些压力/ 190

引入外部竞争,让员工自己行动起来/ 193

巧用“增减效应”,激发员工干劲/ 196

让员工知道、理解你的规划,用利益吸引他们的关注/ 200

第七章挥动手中的大棒和胡萝卜

调动起员工的热情,发挥他们所有的聪明才智/ 204

用比自己牛的人,你才能更牛/ 207

赞美是激励员工最有效的“武器”/ 210

巧用荣誉,调动员工的工作热情/ 213

既要敢于批评,也要善于安抚/ 217

想留住人才,就要帮助他们实现个人成长/ 221

重新审视“工作狂”/ 224

在员工开始做事的时候,就告诉他“只有一次机会”/ 228

保持团队的新陈代谢,让能者上、庸者下、劣者汰/ 231

及时止损:用小“惩罚”博取大“利益”/ 234

剔除最差的 10%/ 237


Book Abstract

一位从来没有带过团队的朋友向我询问,该如何带团队、做主管。这位朋友的主管刚刚升职,离任前向公司上层建议,由我的这位朋友担任原来团队的主管。我的这位朋友从来没有带过团队,但觉得现在这个机会难得,想争取一下,又不知道该怎样去带团队。他不知道接任主管的职位对他意味着什么,是将走向成功还是失败?到底做成什么样子才算是合格的主管?自己的工作会不会得到团队成员的认可和上司的器重?特别是,曾经的同事变成了团队成员,他们对自己有什么期待?自己到底应该如何去激励他们?

这位朋友遇到的这种情况,解答起来还是比较容易的,毕竟他现在的上司就是原来的主管,管理的团队成员也多是原来的同事。对于那些刚加入一个新公司,即将管理一群新面孔的人来说,以上问题可能就会显得更加复杂。

我不认为当好主管会非常容易,不认同李鸿章教训儿子时所讲的“你连当官都不会,还能做什么”的观点。实际上,当一名合格的主管是需要很多技术的:

一名合格的主管会积极发挥“领头羊”的作用,先有优秀的自己再有优秀的团队,以优秀的自我管理赢得团队成员的信任;

一名合格的主管会用坚定的信念、真实的情感感召团队成员,凝聚力量,序正文-第一次当主管.indd 1 2018-5-22 19:03:472第一次当主管一起为梦想奋斗;

一名合格的主管会表现出优秀的执行力,用不断实现的小成就,积累起大成就;一名合格的主管懂得用制度管人,用完善的规章制度和公平、公正的原则,保障团队正常运行;一名合格的主管懂得制约、平衡团队的利益,分享成功的经验以激发团队成员的干劲;

一名合格的主管深谙授权之道,懂得如何激发团队成员的力量与智慧来完成工作;

一名合格的主管懂得用“能者上、庸者下、劣者汰”的原则,来保证团队的精干、高效;

…………

对于我的这位朋友而言,从他接受上司的任命、走上主管岗位的那一刻起,他就需要接受自己从优秀员工到主管的转变,不仅是工作方式上的,还包括意识上的;懂得如何把自己重新放入团队;懂得进行目标的分解、执行和监督落实;懂得确立一套机制,跳出凭个人喜好管人用人的“怪圈”;懂得放权的艺术;懂得激励团队的工作热情;懂得如何挥动手中的大棒和胡萝卜,并且不断精进自己的管理技术,如此才能在管理团队时更加得心应手。

希望他能尽快适应主管岗位的工作,早日成为一名优秀的主管!


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Brand Jingdong book
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