Copy of two thousand words: what should a novice design director pay attention to? Conscience summary to 12 suggestion ~

I have been engaged in Tmall e-commerce design for 8 years and have been promoted to a management position for 4 months. There are doubts and praises.

From managing 7 people to 30 people now, I am always afraid that I can't do it well. It's easier for me to manage it myself. As long as I have a clear goal, I can do things well. However, the difficulty of team management has reached a height that I can't control at present. Sometimes I am afraid of receiving bad reviews, doubts and doubts.

I understand the laws of the earth. When you want to increase the difficulty, everything will be upgraded instantly. All I have to do is adjust. The first is psychological adjustment. You should be able to accept other people's comments. In job adjustment, to be a qualified manager, your management goal should be clear.

The following is a summary of Geiger's experience as a novice manager.

First, from individual contribution to team contribution.

Most designers who have just been promoted to management will have a blind spot: they want to constantly improve their professional ability. I always feel that my design ability must be the strongest in order to have the ability to control the team, but this approach is easy to get myself into a busy state and the team members can't grow. Because only you are strong, it is only your personal professional ability, not the growth of the team.

Solution:

1. In the early stage, you should release your strength, leave things to the following designers and let your team grow. Besides, I have to take time out to learn other skills. Only when your own pattern becomes bigger can you lead the team to grow.

2. Develop a complete learning mechanism and growth space for everyone. Set goals to be achieved at each level. Set goals, break them down into measurable indicators, and let everyone know where they should be promoted, instead of taking working years as an indicator of promotion. Ensure that everyone's ability to deal with problems is getting stronger and stronger.

Second, control the design progress and quality.

People who just do management hope that the ability of the team members can be the same as their own, and they hope to complete the assigned tasks independently, but in fact, communication is also very important and time control needs to be followed up.

Solution:

1. When a project comes, you must first communicate with the team members, and what kind of quality do you need to output in the end. After the direction is clear, time can be spent on the right things, and the design supervisor only needs to guide everyone to achieve their goals reasonably in the middle.

2. For the control of time, we can standardize simple things and sum up what can let everyone know the fastest way to deal with some problems through communication and thinking.

For example, how to deal with the main map of the site quickly, what are the specifications of the detail page, and how to improve the design efficiency. It can ensure that the team efficiency becomes stronger when the goal is completed.

Third, have a meaningful meeting.

First of all, what is the significance of the meeting?

Facing every meeting, we should think about what we can learn from it. If it is aimed at everyone's problems, we should help him solve them through open discussion.

The meeting is not to point out the mistakes in the team, nor to express your suggestions to the design team through the meeting. It's not that bad, but such a team will be blocked.

For example, someone suggested how to make a detail page quickly, so that others can disassemble the problems they encountered in drawing. Through good combing, team members can learn to think independently and improve their design vision and problem-solving ability.

Fourth, learn to make difficult decisions.

Sometimes it's easy to make personal decisions, but as a supervisor, it's easy to have a lot of incomprehension.

First of all, you should be able to let go of the mentality that players call you stupid behind your back. When making some decisions, you can involve your team to help you form a decision-making point of view.

For example, you want to improve your design ability, how to improve your design quality, how to make effective decisions and actions, make decisions together, lead everyone to accomplish their goals, and let your team know that you are standing on the same problem.

5. Communicate with you one-on-one on a regular basis.

Without communication, you will never know what the team members are thinking. For third-tier cities, the ability to go up and down is quite lacking.

Communicate once every three months, keep abreast of the status and needs of each employee, and give suggestions and directions.

Sixth, set an example.

Just like the gas field, it is difficult to ask people in the team to do something if they don't do it themselves. Try bravely and accept your shortcomings. Problems in the team should be solved in time. Give your own suggestions and plans.

7. Recruiting and cultivating talents is a very important job.

In recruitment, we should recruit more powerful designers to our team, and secondly, we should find people who are suitable for our team in design.

It is also essential to organize training, which has just been implemented. Believe in your confidence, you can do it well. Let them grow up faster, whether it is professional ability or general ability.

Eight, training team echelon and responsible person

When the number of people starts to increase to 20, it is necessary to start thinking about team ladder construction and build a core team. Learn to delegate, let them know what their responsibilities are, and give each other room to design and grow.

Clear the person in charge: make the project responsible, plan the design level and responsibility.

Win the battle with the team: take the team to do the task together.

Give them the direction of growth: establish a design growth mechanism so that team members can find the direction and grow together.

Nine, and the team strive for benefits and the right to speak

Understand that as a manager, every time you communicate with your boss, you represent not only yourself, but the whole design team. Do your homework before each meeting, and be sure to understand the background or value of the company meeting. Make sure that every speech is well prepared and help the boss solve the problem.

Ten, handle the relationship with other team leaders.

Many times, whether a thing can be done depends on people. If people do things well, they will make rapid progress. Although at present I am very resistant to targeted communication between people, I have been alone for too long after all. But believe that your initial intention is right, and the current shortcomings should be made up later.

Eleven, need to have business thinking

When you lead the team, you are not alone. You need to start setting short-term and long-term goals for the team and everyone. You need to establish a clear vision and values. There is a clear bottom line, some things can be done and some things can't be done. At present, there is no such thinking about self-reflection.

Twelve, responsible for the results

You need to take full responsibility for the result. You need to put the overall situation of the company strategy on the design level. And help the company get results and communicate with their own leaders when they encounter problems.

Summary:

In the above item 12, the following contents are realized:

First, from individual contribution to team contribution.

Second, control the design progress and quality.

Third, have a meaningful meeting.

Sixth, set an example.

7. Recruiting and cultivating talents is a very important job.

Eight, training team echelon and responsible person

At present, only half of the capacity is:

Fourth, learn to make difficult decisions.

5. Communicate with you one-on-one on a regular basis.

Nine, and the team strive for benefits and the right to speak

Relatively speaking, there are:

Ten, handle the relationship with other team leaders.

Eleven, need to have business thinking

Twelve, responsible for the results

In the subsequent management process, we should pay attention to the following points:

1. Expand your circle of influence, give full play to what you are best at, and establish your initial sense of accomplishment step by step.

2. For the current production capacity of only half, we should strengthen the upgrade and make up as soon as possible to become our own advantage.

3. In terms of relative deficiencies, we should start to change our own views, learn to observe slowly, and then strive for perfection, which can be improved through learning and communication with big bosses.

Above!