Programmer growth chapter 28: how can managers not do it by themselves?

Chatting with friends some time ago , I suddenly talked about this topic . As a manager , He felt that he needed to do everything by himself . Try to delegate things to subordinates , But there are often problems .

I said, ：“ If something goes wrong, it's not terrible , I'm afraid you don't know why something goes wrong .”

I said before , If the manager does everything himself , Sooner or later, it will become the bottleneck of the team . You can't do everything alone . It's not just a matter of time and energy , There are also capacity problems .

Many managers misunderstand the meaning of authorization , Delegation is not just about assigning tasks , Then you don't care . contrary , You are still in charge , It's just that you don't need to do specific implementation work in person now . But in the early planning , What do you do 、 How to do . You all need to participate . In the process , Also check the time schedule and completion quality .

Back to the question , How can managers not do it by themselves ？ Can use people 、 Understand follow-up 、 There is a duplicate .

Can use people ： In fact, it is authorization , You need to know who is more suitable for this task in the team , What are his advantages , What's wrong with it . Managers should be good at amplifying their advantages , Reduce the impact of its shortcomings .

Understand follow-up ： First of all, we should clarify the goal we want to achieve with him , This goal must be in line with SMART principled , Concrete 、 Measurable 、 Can be realized 、 With deadline 、 Goals consistent with the company's goals . Then follow up on key nodes . Note that we should decompose the key nodes with him . There are two kinds of follow-up ： One is strong participation , For example, early system architecture design , Directly participate in the design of the scheme . The other is weak participation , You only need to make suggestions or guidance for improvement of the scheme . Don't be involved in everything .

There is a duplicate ： The purpose of the resumption is to give feedback . Be sure of what you do well , If you don't do well, point out . Let subordinates put forward their own improvement plan first , Then I'll add it myself . Such a scheme is easier to implement .

No one is born to manage , And they make mistakes when they just start , If you're wrong, just change it . The fastest growing time , It is the time to find problems from mistakes and solve them .

PS： As a manager, you should learn to ask questions , Resist giving solutions directly . The best solution is yours . The plan that subordinates come up with is his , Even if some of the ideas in the middle are immature , As long as it doesn't affect the overall situation , Let him try . In the process of implementation, he will find and improve . Drucker said that good management is to stimulate people's goodwill and potential .