演好新角色：從基層到主管

1.適應(yīng)改變，克服新崗位帶來的各種困難
主管這一角色的定位特點
同上級一起明晰崗位的責(zé)任和任務(wù)
找出并理解團(tuán)隊表現(xiàn)出的抵觸，加以應(yīng)對
了解團(tuán)隊成員的想法

2.進(jìn)入主管角色
初來乍到，認(rèn)識團(tuán)隊
以新的職務(wù)身份與團(tuán)隊接觸
收集員工的信息
制定并實施新規(guī)則
循序漸進(jìn)：觀察、傾聽、調(diào)整、介入
通過面談來接觸員工

3.根據(jù)團(tuán)隊實際情況來調(diào)整自己的管理風(fēng)格
診斷自身管理風(fēng)格
識別下屬之間的差異
適合管理方式的選擇標(biāo)準(zhǔn)
下達(dá)指令還是自己參與，要把握度
辨認(rèn)自己的強項及弱項
正面鼓勵大家的積極性

4.應(yīng)對一些敏感局面
管理前平級同事
矯正員工行為
管理有尖端技能的員工
管理年長員工
管理員工特點多樣化的團(tuán)隊

5.打造成功的計劃
定義未來六個月業(yè)績的成功標(biāo)準(zhǔn)及自己的目標(biāo)
確定公司、上司及下屬各方的期待

1. Integrating changes and overcoming the difficulties related to new role
Specificities of supervisor’s role
Clarifying the role and missions together with your boss
Locating, understanding and handling resistance from your team
Identifying the logic of your team members

2. Settling in the role of supervisor
Arrival and presentation of your team
Making contact with your team by assuming your new role
Collecting information of your team members
Implementing new ground rules
Respecting these stages: observing, listening, adjusting, involvement
Understanding team members via interviews

3. Adjusting your management style to your team
Analyzing your management style
Recognizing differences among team members
Criteria to consider when adjusting your management style
Balancing authority and participation
Understanding your own strengths and areas for improvement
Working on team members’ motivation positively

4. Handling delicate situations
Managing former colleagues
Correcting actions of a team member
Managing skilled team members
Managing elder team members
Managing a heterogeneous team

5. Constructing successful plan
Defining your successful performance criteria as well as objective for the next six months
Clarifying expectations from company, your superiors and your team members