The three consciousnesses of the team leader

The three consciousnesses of the team leader

The three consciousnesses are management awareness, problem awareness and improvement consciousness. The three consciousnesses are suitable for all middle and grassroots managers, that is, middle and grassroots managers need to "dare to manage, good at management", "detect problems in advance, rather than "sitting" and other problems to come to the door", "consciously carry out improvement work, so that the work is smoother and smoother".

If the team leader wants to complete the gorgeous transformation from "employee" to "manager", he needs to master and have these three consciousnesses.

What is consciousness? Consciousness is a person's basic cognition of things, and with this cognition, things will be done much more smoothly.

As a team leader, if you want to do a good job in the team work, make bright spots, and lead the team to make continuous progress, you need to have three consciousnesses.

First, management awareness.

After many personnel were promoted to team leaders, they still maintained the simple style of "hard work", and the maintenance of a good style was praised, but there was a problem in this, that is, after becoming a team leader, they had management responsibility for the entire team.

This is the emphasis on management awareness, which means that the team leader needs to give full play to the value of the team and lead the team to progress. Management awareness includes:

Establish a certain level of authority to ensure the effectiveness of execution when giving orders.

Motivate employees in a certain way.

Build: Establish a good sense of teamwork, so that team members help each other and have a good sense of collective honor.

Management: The meaning of managing people and directors, that is, getting things done through the management team. Although the position of the team leader is not high, he is a manager and should take on management responsibilities.

2. Problem awareness.

Many team leaders are Xi accustomed to finding ways to solve problems, so their work is often busy fighting fires, which is a common symptom of a lack of "problem awareness". If you have a "problem awareness", take the initiative to detect the problem and solve it in time, the problem can be solved before it appears or in the bud, and the production efficiency and quality level will be greatly improved. This is the huge difference between a lack of "problem awareness" and having a "problem awareness".

The team leader's problem-aware practices are:

Good at observation, especially before production and during line inspection.

Encourage employees to ask questions or identify issues through communication with employees.

User** to find the problem. For example, if the team leader has mastered the knowledge of 5S and the knowledge of the seven wastes, then he can find many problems on the work site according to these methodologies.

The team leader is good at finding problems, which provides an opportunity for further solving problems and improving team management.

3. Improve awareness.

Work = Daily Work + Improvement.

Many team leaders are satisfied with completing production quality indicators, that is, staying in the state of "daily work". In this scenario, it is difficult to change the status quo of the team, and it may be in a state of "standing still" for a long time.

It is a good practice to carry out certain improvement work on the basis of daily operations, which makes daily operations smoother and smoother, with higher and higher personnel cooperation and higher efficiency.

The proportion of improvement work in the whole work is about 5 15%, depending on the specific situation of different teams and production tasks, such as when production is not busy, you can spend more time to carry out improvements. This ratio suggests that work should be based on routine work, but improvement is also essential.

The focus of the team improvement work is:

Enhance the awareness and skills of personnel;

Sort out the pattern of recurrent problems and make improvements;

Carry out improvement work in combination with the operation and management objectives of the enterprise.

Improvement consciousness is a consciousness on the basis of management awareness and problem awareness, and its premise is to play a team role, find problems, and then better carry out improvement work.

Summary of three consciousnesses: management awareness, promote the value of the team; Problem awareness, so that personnel are no longer passive in the face of problems; Improve awareness, so that problems can be solved in a timely manner, and work is getting smoother and smoother. (*Security never ends).