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—— Jiusheng ——
Suzhou Security Company Team Management

Ten core points

01 Clear architecture
The most important thing to take over any department or project is to clarify or readjust the organizational structure. The key to architecture is to clarify who is in what position and responsible for what content.
The meaning of 'clear' is:
Two people are not allowed to cross responsibility!
Collective leadership is also not allowed!
No ambiguous fields allowed!
If something goes wrong, everyone knows who should take responsibility. The achievements have been made, and whose credit is also very clear.

02 明確的目標(biāo)
領(lǐng)導(dǎo)不是決定怎么爬梯子的人！他是決定把梯子搭在哪個(gè)墻上的人。
所以他必須明確的指出這個(gè)方向，向全員傳達(dá)。如果這個(gè)沒(méi)有做好，再優(yōu)秀的團(tuán)隊(duì)也不會(huì)拿出好的結(jié)果。

03 No rights, no responsibilities
There is no such thing as letting horses run and not letting them eat grass in the world.
If you clearly delegate your requirements, you must clearly authorize and invest resources in them. Otherwise, the responsibility for the problem is not his, but yours.
An important responsibility of a boss is to solve problems that subordinates cannot solve. And what you can provide is actually power and resources. Make good use of them.

04 Visualization
The biggest problem with a large team is that you can't see the problem.
Even if the team is still small, it is necessary to form a visual combination of tools and processes. This way, your team will have sufficient scalability.
You don't need to really track what everyone on the team is doing every day, but you need to have the ability to see these things. Only in this way can we grasp the first-hand materials when problems arise. And team members know that their things may be seen, and the efficiency and quality of execution will also be improved.
Visualization also means' symmetry of information '. All the tools and processes mentioned above can ensure that team members have the lowest cost of understanding 'what's going on in the project'. Ensure fast and accurate response.

05 Flattening
Don't set too many levels when doing things. Ensure that the person in charge of any matter can directly find the person who can make the decision.

06 Segmentation and appropriate intermediate result check
Dividing a large project into multiple time points for inspection can effectively manage risks.
Ensure that the results of your inspection are not false. Must be visible, preferably something that can be touched. Introduce some agile management methods to ensure this.

07 Advance Request Commitment
One often overlooked point in management is the lack of prior commitment from team members. A task assigned from above is often not well completed. A project that promises to do well is different. Although it is likely the same thing.

08 Don't try to change someone
People are not immutable, but costs are often not suitable in companies.
If a person is not doing well in their position, even if they have the ability, it is useless to not fully utilize it. Let the right person do the right thing.

09 Want results, don't borrow
There are only two outcomes in work: done or not done. If it's not resolved, what does the leader want to hear about the losses? Is there a way to make up for it? What help do you need? As for why you messed up, what kind of dog blood was there in the middle? Do not report to the leader. There is no point in reporting these matters afterwards.

10 Continuous improvement
Improvement is one of the core methods of team management. The world is rapidly changing, and the methods that are effective today may fail tomorrow. Observe the team, identify problems, and continuously improve.

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