After chatting with a group of marketing directors, some understandings about leading a team
| After working for three to five years, most of my peers who have some ideas have become leaders in their respective fields. While achieving phased results, greater challenges have also emerged. When we encounter bottlenecks of limited personal energy and specialized abilities, we will inevitably face the challenge of leading a team . Once we overcome this bottleneck, we will enter a new world. Otherwise, we are destined to stop being an excellent executor. Two years ago, I started to pursue the goal of leading a team. I tried to form one, but failed. Now the threshold is right in front of me. I have to either cross it or go back. I would like to share some thoughts and ideas so that everyone can benefit from them. Having people under you does not mean leading a team I often hear the phrase "I have people under me", which is replaced by the concept of "I am leading a team". There are many subordinates who are placed in positions of execution and miscellaneous work. At this time, the "team" is like a person's body. The leader is the brain and mouth to think and issue orders, and the subordinates are the hands and feet to do the actions. Therefore, the upper limit of the ability of the entire "team" is restricted to the ability of the person in charge, and the "subordinates" play more of an accessory role. Leading a team is an easy thing to say and it doesn’t seem difficult to do either. Isn’t it just recruiting a few people and assigning them to work? I used to naively think that this was the case, until I communicated with many excellent team leaders and was trained as a team member by them, then I gradually understood that these three words are really a profound knowledge. Just the initial stage of "setting team requirements" made me go through three different stages of thinking mode: Phase 1.0: Disassemble from your own abilities and enter based on your feelings When I formed a team for the first time, I divided what I was doing into several parts: business, planning, copywriting, campus, and new media. I copied the general requirements of these functions from the recruitment website and started my interview journey. There was no structure to the interview process, and the selection criteria were mostly based on feelings. A team of six was quickly formed. We held meetings to make plans, divide work and summarize. We seemed to be busy and cooperated well, but we did things without any purpose and did not provide any substantial help to the business. The only change was that the updates on Weibo became more frequent. We recruited some campus ambassadors in a serious manner, but did a lot of useless work. In the end, he lost and fled. This stage is a blind period, floating on the surface, with high aspirations and not grounded enough. People always want to have a perfect configuration and establish a perfect process, but ignore the purpose. Stage 2.0 - Start from the experience of others and copy the model After the first failure, I was more cautious when facing this challenge again. So I found many friends who were also marketing directors and had already started leading teams to learn from them. The questions I asked were direct and rough: How many people are in your team now? What is their division of labor? What do each of them do every day? How do you arrange your daily working hours? Fortunately, I have good luck in my life and my friends will tell me about it openly. The job positions of various companies are similar: PR, planning, new media, BD, and design. This seems to be a popular marketing team structure among current Internet companies. In the 2.0 stage, I extracted the skills that were urgently needed from the current busyness, such as event planning and media manager. The descriptions of personnel requirements and job responsibilities were still standardized. After receiving my recruitment request, HR came to me and asked me a few questions that stumped me. She asked me: 1. What kind of resources do you hope the media manager will have? 2. What types of activities does event planning focus on? What kind of abilities does he need to have? Although I managed to give the description under the guidance of HR, I still felt that something was not right. Maybe because I pay too much attention to myself, my perception of others is also at a subjective judgment stage. I always feel that these things are common. Anyway, the resources are there, and as long as the emotional intelligence is high enough and the basic skills are matched, it will be fine. In the 2.0 stage, my definition of recruiting is still at the level of recruiting subordinates, and I prefer passionate white paper or newcomers with one or two years of work experience. Ultimately, it comes from inner lack of confidence, the fear that one will not be able to convince people who are more professional than oneself. In terms of comprehensive ability and mentality, I am very confident that I am an outstanding person, but if I take any one of my special abilities individually, objective evaluation shows that I am not first-class. If I use my own single-point ability as the ceiling, and everyone in this team has weaker specialized abilities than me, this team will most likely become a second-rate team. Fortunately, phase 2.0 did not actually happen, but its simulated existence helped me transition to 3.0. Phase 3.0: Work backwards from the goal, break down key tasks, and create a professional profile; there is no such thing as a new mentality without breaking it down The half-hour chat with Ella from Lagou.com was the watershed between 2.0 and 3.0. I still went to find Ella with a few questions from 2.0, expecting answers, but she directly refused to answer. But she taught me a way of thinking: Determine the goals, find key tasks, break down the capabilities and manpower required to complete key tasks, draw up professional portraits of these positions, and work backwards from the stage goals to calculate the time for team members to enter the team. You can first preset a perfect situation, constantly correct this perfect situation during the implementation process, and then work hard to get close to it. It’s best if everyone is better than you. This way of thinking really saved me from a fog. In addition, the 2015 "military order" had been issued and the goal was clear. Suddenly, everything felt clear. The difference between 2.0 and 3.0 is probably the difference between fish and fishing. |
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