I have just been a product director for 3 months and want to resign

It’s not easy for people in the workplace.

Yesterday, as usual, I checked the WeChat messages sent to me by readers one by one, and responded to them one by one. Click on a message, and a paragraph pops up:

Teacher Wang, if you have time, can you help me?

I left my original company 3 months ago, and now I am the product director of this start-up company (it was just a product manager). I changed my job at the time. First, I thought it was a rare opportunity, and second, I wanted to challenge myself. After all, I couldn’t stay at the grassroots level.

But now, I am getting more and more confused. I don’t know what I can do, and I don’t understand more and more.

I was wondering if I really went wrong, should I leave my job?

It can be seen that she is a little emotionally broken, so I immediately replied: Don’t worry, you can talk about the specific situation.

Soon, she sent two more messages:

It’s really difficult to build a team from 0 to 1, and I don’t know how to manage it more appropriately for people born after 95. Too much tension and relaxation will have negative effects, and this degree is not easy to control.

Every time a rule is formulated, someone will oppose or even leave. This way I feel very panic. Did I do something wrong?

I sighed. As a past person, I know that she is going through a period of pain that most “novices in management” will face. To make matters worse, she still airborne. In this case, if you do not prepare well in advance, it is easy to fall into an embarrassing situation.

In fact, in addition to “management novices”, I also recommend that every product manager prepare in advance: as you grow older, you will most likely bring a product team, or even start your own business. At that time, management skills will become the key to your success.

01 The essence of management

Strictly speaking, management is a skill that everyone can learn.

I also started from a novice in management. From managing projects to managing teams, from managing a few people to managing dozens of people, from big company directors to startup partners. Along the way, I stepped on countless pits. But he has become more and more mature, more and more like a manager.

Although project management also has the word “management”, compared with “team management”, project management is insignificant.

The key here is: team management is the art of dealing with people. This is the essence of management. For those who have not realized this, management has not yet started.

02 How to do the first management job in life

Management is to deal with the relationship between the various roles of the company.

When we were only product managers or project managers, our core competence was professional competence. In terms of relationship management, as long as we can deal with customers—especially difficult customers—we will establish our own “state of the world.” I still remember that I just joined a new company a few years ago, and the deputy director of the department saw me particularly “not pleasing to the eye”-in fact, this was largely due to my perverse personality at the time. But when I easily dealt with a “customer whose entire department was helpless”, the deputy director’s attitude took a 180-degree turn.

However, when you become a manager, you will find that you have to start to weaken your “professional ability.” How to motivate others to complete tasks and how to help others grow or succeed will become your core task.

Specifically, novice management must handle the following relationships:

1. Handle the relationship with yourself

1.1 Accept to rely on others to complete work

When we were professionals, most of the work was done by ourselves. Although it was very tiring, at least we felt at ease.

Once you become a manager, you must accept a “horrible” reality: you have to rely on others to complete your work!

Our ability to be managers has proven that we are trustworthy people. But I’m sure that in your team, in addition to a few relatively good employees, there will always be a majority of relatively mediocre employees, and a few backwards! It’s scary to tie the “destiny” of your first management job to them. However, this is the reality that you must accept, at least for a short period of time.

1.2 Accept frustration

In addition, there are big differences in work objectives and content between being a manager and being a professional. When you are a novice in management, you are like a baby, staggering, making mistakes along the way, and even getting criticized by the leader! This was almost unimaginable when we were still professionals.

However, you must accept this reality: you are indeed a novice on this road of management. Making mistakes is a process we must go through. Accept this frustration, and you can survive this difficult time safely.

1.3 Manage your time

Some managers, because they have taken over a large team, suddenly become too busy.

I still remember when I was first promoted from department manager to director, there was a period of time when I ran to the bathroom. I know in my mind: There are so many things to manage, and I report directly to SVP and CXO. Often when I was still thinking about one thing, I received a call from them and arranged a new task.

I understand that this is not the way to go, so I borrowed from Drucker’s method: record my working time every 10 minutes. Soon I discovered my problem: I spend too much time thinking about work. Because before I managed a small team of ten people, there were not many product lines, and many things could be thought about by myself and then arranged; but now the team has more than doubled, and the product line managed has also increased, and many things have to be thought about The efficiency is too low if it is arranged properly.

So I adjusted my strategy decisively: When receiving a new task, the first thing is not to think about the logic of doing things, but to think about who is the most suitable person in charge. In this way, I only need to explain the requirements, and let the person in charge sort out the rest.

Sure enough, I soon relaxed, and I could spare time to think about more important but not urgent tasks.

If you are also faced with a situation where you are too busy, I suggest that you must sort out your time and adjust your work thinking in a targeted manner.

2. Handle the relationship with subordinates

Regarding team leadership, Sun Tzu’s art of war has a classic saying: If a pawn is not attached, it will be unacceptable, and if it is not accepted, it will be difficult to use; if a pawn is attached, it will be unavailable.

This means that when the soldiers have not been close to depend on them, the generals will punish them rashly. They will definitely be dissatisfied, so it will be difficult to use them to fight; if the soldiers are already close to their generals, but do not execute the military decrees, then they can’t fight. of.

This passage is really appropriate for the relationship with subordinates.

2.1 Building trust

Some people say that good character is the core quality of a good manager. I still quite agree with this point. Because a manager with a bad character can only consider himself, let alone his subordinates. Such a manager cannot establish a true relationship of trust with his subordinates.

As product directors, if we want our subordinates to devote themselves to work, or even overcome all difficulties for the team’s goal, then gaining the trust of subordinates is the foundation of all this.

I suggest that newly appointed managers have a good relationship with subordinates, especially core subordinates.

For example, I heard that a subordinate had just given birth to a child, so I went to the Foding Temple in Nanjing and bought a rain flower stone for him. It is conceivable that when a subordinate sees his leader treat himself so hard, he will definitely be grateful, and then have a sense of trust in you.

2.2 Helping employees

As managers with a professional background, we must have stronger abilities than our subordinates in some respects. Helping subordinates solve problems, in addition to showing their professional abilities, they can also gain the trust and respect of subordinates.

However, we must remember one thing: it is the problem of our subordinates, not ours. Inexperienced managers can easily pick up problems. In addition to overwhelming themselves, their subordinates have no sense of participation.

My favorite way to “help” subordinates is to ask questions.

For example, Xiao Li came to me and said that a certain project was going to be postponed, but he didn’t know what to do. I will ask: Why is the project postponed? Xiao Li might say: Because a big bug was discovered during the joint debugging stage. Then I will further ask: What functions does this bug affect? If you want to go online on time, what are the resource bottlenecks? Are there other ways to solve these bottlenecks?

When asked this way, the subordinates will know the idea of ​​solving the problem.

2.3 Motivate employees

Now most of the employees are post-90s and post-95s. Compared with post-80s, they are more eager to respect and grow. Therefore, we cannot simply use the method of “giving orders” to arrange work, but should use the combination of “participatory management + positive reinforcement”.

For example, every time I want to release a new management system, or arrange a new job, I will summon the core staff to ask for their opinions. In this respect, I can avoid my inadequate consideration. More importantly, it can make them feel involved and regard the new system and work as their joint decision-making.

When I manage a team of 10 people, I take time out every month to connect with everyone, affirm their achievements and growth, and then point out their shortcomings from the perspective of helping them succeed. When I manage a team of close to 30 people, I will also ensure that I have one-on-one communication with the core staff every month.

Of course, in addition to the monthly routines, it is also a good way to motivate employees by paying more attention to private contact with employees and affirming their performance.

2.4 Respect is more important than love

Although it is supported by employees, it is a necessary condition for good managers. But we must also understand: getting the respect of employees is more important than getting their love.

As a manager, the company has actually given us authority. Therefore, on the premise of protecting the employees’ due interests, we must implement the company’s instructions as much as possible, even if these instructions are not what employees like.

For example, the company implements the final evaluation system, and employees with low evaluations will have their year-end bonuses affected. Maybe we can’t bear to give a low score to any employee, but this is the company’s rule, and it is also conducive to the growth of the entire team, so we must resolutely implement it.

Under this circumstance, we must keep a proper distance from our employees, make jokes with proper measures, and always pay attention to maintaining the image of managers. This way, when you need to criticize employees or give them negative comments, you won’t be embarrassed.

Someone may ask: How to maintain a good relationship with employees and keep a distance from them? How to grasp this degree? My suggestion is: build a good relationship first, and then keep a distance; build a good relationship in personal matters, and keep a distance in official matters.

The specific degree requires us to grasp it in practice.

3. Handle the relationship with superiors

As managers, we must understand that it is your superior who really decides your destiny.

Of course, sometimes you have more than one superior. For example, in a startup company, some co-founders like to leapfrog into the work below, and give pointers to your superiors. In this case, your “real superior” also includes the co-founder.

3.1 Understand the goals of superiors

Your leader hires you, or gives you opportunities, essentially because you can “help them achieve their goals.” Therefore, it is very important to understand the goals of the superior.

Here, we need to pay attention to that the goals of superiors are often divided into two parts: 1) the goals assigned to him by the company, such as the monthly life of core products; 2) his personal goals, such as increasing the influence of the production and research department .

As a subordinate, you need to take the initiative to interact with your superiors to help him achieve his goals.

3.2 Responsible for the results

You must understand that your superiors expect you to be responsible for the results like a “businessman”.

If we do business on our own, when the market environment changes, when it is difficult to recruit employees, when there is a problem with the company’s products or services, what would you do? I believe you must not complain blindly, but rack your brains to find ways to solve the current difficulties, and even plan ahead, to prepare in advance for the problems that may arise in the future.

I once had a product line leader, and every time I asked him about some of the important and difficult points in his work, such as the need to collaborate with a certain business department, he would reply to me: I have thought of this and have made arrangements.

Such subordinates will undoubtedly be highly praised.

3.3 Cultivate an excellent team

Generally speaking, in addition to completing specific business tasks, what the leader expects of you is to cultivate a good team .

The more high-end positions, the more important is the selection and training of talents, and your leaders are often no exception. Especially in our Internet industry, on the one hand, “innovation” is greater than “execution”, on the other hand, “systems” often cannot solve the problem of “talents”. Therefore, how to improve the ability of team members, how to improve team execution, and even continue to survive the survival of the fittest, is one of your leaders’ most concerned tasks.

I suggest that every time you give your leaders a routine report, you add a part of team building. If you do a good job in this area, I believe it will definitely give you extra points.

4. Handle the relationship with other departments

In large companies, each department has its own goals, and the company’s resources (including high-level attention) are often scarce. In order to compete for scarce resources, various departments fight openly and secretly, often resulting in the so-called “office politics.”

Except for a few people who like to play with power, most employees hate “office politics.” However, as long as “resource scarcity” persists, the “office politics” of large companies will exist. Therefore, we must accept it and even use it reasonably.

In this regard, I have 3 refreshments to share with everyone.

4.1 Normally build a good relationship with brother departments

People’s hearts are grown in flesh. Under the same conditions, everyone is willing to cooperate with friendly departments .

The way to build a good relationship is also very simple, which is to “bribery” more often.

For example, the department received a bonus and gave a box of fruit to the brother department who had helped; when he saw a good book, he bought a book and gave it to the head of the brother department who loved to read; organized a party and invited other departments to participate, and so on.

As long as you use your brains, there are many ways to improve relationships.

4.2 Understand the other party’s interests and lower your profile

Each department has its own goals and interests. Knowing this will help you find a way to win-win.

In this regard, I want to emphasize that the shortest distance between two points is often not a straight line.

Once, I accepted the invitation of a chairman friend to serve as a management consultant in a traditional company to promote the digital transformation of the company. As soon as I got in place, I started a survey of first-line stores, and based on the survey results, proposed IT strategies such as “All in WeChat”. But I quickly discovered that the COO is not very cold about digital transformation. I held several meetings and he was absent because of “other important tasks”. After communication, I found that the CRM system of this company has always had problems of various sizes and the data is not accurate, which has caused complaints from the operation department. The operation department even established a set of manual report system, and each store has set up administrative staff to handle these reports. For the COO, solving the problem of the CRM system is his most pressing problem at the moment. Besides, when I first arrived, he didn’t understand my ability and character, so it was inevitable to be wary of me.

After understanding the problem, I adjusted the focus of my work to the CRM system. By adjusting personnel and establishing a problem tracking mechanism, a few months later, the data accuracy of the CRM system has reached 99.97%, and the user experience has also been greatly improved. More importantly, the operation department therefore abandoned manual reports and made a lot of cuts in the administrative staff of each store. The COO finally developed a “favorite” for me. In the following work, he was very cooperative with my project, and the new IT strategy was promoted, so it went smoothly.

If I did not understand the idea of COO, and then take the initiative with the completion of his goal, then you can imagine, my relationship with him will be impossible to improve, I can not work Shun Lee pushed forward.

03 Management is a new journey

We used to be excellent employees in the department or experts in front of customers. However, once we started to manage, we embarked on a new journey. The rule of survival for this journey is: you must learn to achieve your goals through others.

Of course, even if we have insight into this truth, we are also prepared to experience setbacks. When problems follow one after another, we will still feel panic, even anxiety and pain.

Here, I send you one of my favorite words from Dalio’s “Principles”:

Anxiety + reflection = progress

There is no doubt that the road is tortuous, but the future is also bright.

Let us bravely embark on this wonderful journey with a humble heart .

Posted by:CoinYuppie,Reprinted with attribution to:https://coinyuppie.com/i-have-just-been-a-product-director-for-3-months-and-want-to-resign/
Coinyuppie is an open information publishing platform, all information provided is not related to the views and positions of coinyuppie, and does not constitute any investment and financial advice. Users are expected to carefully screen and prevent risks.

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