Are you a qualified team leader? Please self-check!

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The shift leader in the workshop serves as the main bridge of communication between the company and the production staff. The quality of management by the team leaders in a company has a direct impact on the production schedule and product quality of that company’s products. The special status of a team leader requires him to adopt different approaches toward people from three different levels: ① When dealing with subordinates, he should take the position of representing the managers and speak in the voice of a leader ； ②When facing the manager, he should take a stance that reflects the opinions of his subordinates and speak on their behalf ； ③When speaking to his direct superior, one should adopt the stance of a subordinate and an assistant to a superior. The work team leader represents the smallest production unit in a company, and team management is the foundation of corporate management. Regardless of the industry or type of work, what they all have in common is that they use the same tools and work with the same materials, and they are directly responsible for carrying out certain production tasks, which also include the creation of service products. Therefore, team leaders play three important roles: ① Team leaders influence the implementation of the company’s production decisions; after all, no matter how good a decision may be, it will be difficult to put into practice if those responsible for executing it are not competent. Therefore, team leaders influence the implementation of decisions and the ultimate achievement of the company’s target profits. ②The team leader serves as a bridge connecting higher and lower levels, as well as a link between employees and management. ③Team leaders are the direct organizers of production as well as the workers who carry out production, so they should be both technical experts and versatile professionals in business matters. The three main responsibilities of a team leader: 1. Labor management includes the allocation and scheduling of staff, monitoring their work hours, maintaining strict attendance records, managing employees’ emotions, providing technical training to new employees as well as instruction on safe operating procedures, ensuring cleanliness at the production site, and fostering team cohesion. 2. Production Management Responsibilities Production management responsibilities include on-site operations, personnel management, product quality, manufacturing costs, material management, machine maintenance, and so on. 3. Assistant team leaders should promptly and accurately report the actual situation of work to their superiors, offer their own suggestions, and serve as helpful advisors to senior management. However, many team leaders currently limit themselves to routine personnel allocation and production scheduling, failing to fully exert their leadership and exemplary role. Three key skills for an excellent team leader: First of all, you should be aware of the role you play within the company. Understand accurately your own rights and obligations, the expectations placed on you by company leadership, as well as those held by employees toward you. To be precise, there are three aspects: 1. A clear understanding of the norms, rights, and obligations associated with one’s role. Team leaders must represent three different perspectives: they represent the management’s interests among their subordinates, the producers’ interests when dealing with those above them, and at the same time, they represent the employees’ interests as well as that of the supervisors who are under their authority. 　　If a team leader is not aware of these guidelines, and does not know exactly what rights, obligations, and responsibilities he has, or what role he should play, then although he holds the position of team leader, he fails to fulfill that role and is therefore a team leader of no real value. Of course, one should not go to extremes in portraying one’s own role; the West refers to this phenomenon as impression management, which, in simpler terms, means \"pretending\" in order to avoid recognizing or understanding those below one in rank. 2. Understand the leader’s expectations. As a subordinate, it is necessary to accurately understand the leader’s instructions, as well as the background and circumstances surrounding those instructions and the leader’s style. Sometimes, as a subordinate, you put in a lot of effort to do something, but it isn’t what the manager wants; as a result, all that effort goes to waste and the desired outcome isn’t achieved. Of course, it’s possible that you’re right, but the manager doesn’t understand. What should we do? At this time, it is necessary to choose the right moment to present one’s suggestions, so that the leader can receive or adopt them in a more comprehensive and accurate manner. There is a saying in the West these days: to manage your leader effectively, you need to understand their style as well, in order to coordinate relationships better and carry out work more successfully. 3. Understand your subordinates’ expectations of you. Subordinates have the following six expectations of their superiors: 1. Be fair in handling matters. It’s easy to say that one should handle matters fairly, but it’s very difficult to do so in practice. In our country, due to the long-term influence of the traditional small-scale peasant economy and planned economy, fairness is often mistaken for egalitarianism. Therefore, team leaders need to handle tasks in an impartial manner, ensure clear rewards and punishments, and distribute benefits fairly – only in this way can they gain the trust of others. 　　2. Care about subordinates. Lack of concern and understanding for employees in their work and personal lives will naturally lead to their dissatisfaction with you. 　　3. Clear goals. Having a clear goal is the most important and fundamental prerequisite for being a leader. As a team leader, the goals should also be very clear; otherwise, one is simply a incompetent manager. 4. Issue commands accurately. As the supervisor on the front line, the accuracy with which team leaders issue commands should be as high as that of air traffic controllers giving orders to pilots; otherwise, misunderstandings can arise, and various mistakes will inevitably occur during the transmission of commands, leading to accidents at work. 　　5. Provide timely guidance. At work, subordinates always hope to receive timely guidance from their supervisors, as such guidance represents attention and training for them. 　　6. Honor is needed. As a team leader, one should also be generous in sharing honors and bonuses among everyone. The more model workers there are among your subordinates, the better you will be able to perform your job. 　　Generally speaking, a team leader at the production site should be aware of the issues mentioned above, but this is far from enough; it is also necessary to understand more thoroughly and accurately the company’s corporate culture, leadership styles, and the personality traits of employees, as well as the past, present, and future status of materials and the condition of workshop equipment. Ten management techniques for dealing with management issues 01: When conflicts arise among subordinates, how should they be handled appropriately? 　Disagreements among subordinates are inevitable. Just as Emperor Kangxi’s grandmother, Empress Dowager Xiaozhuang, offered her own views on how Emperor Kangxi should deal with the conflicts among his ministers: \"You can’t expect those conflicts to disappear; it’s impossible.\" You can only keep this situation under control within your capacity, preventing it from spreading further and from reaching a point of no return that could affect the country as a whole. ”Similar to the problems faced by Emperor Kangxi, such common phenomena also exist around us. So, what’s the best way for us to handle this, so that the situation doesn’t become deadlocked or unmanageable? 　　As a supervisor, one should confront these subjective factors that influence leadership behavior. The most unacceptable attitude is turning a blind eye to conflicts among subordinates. I once met a team leader whose three subordinates were in conflict, and one of them told him about their relationship. He scolded her impatiently, saying, “You have to tell me about such a trivial matter.” Can’t you guys handle your relationship properly? ”That subordinate was very unhappy upon hearing this, and since he didn’t know what to say, he left. A month later, their relationship became increasingly strained; they would undermine each other at every turn. Eventually, this led to quality issues at work, forcing all the products produced that day to be unpacked and reworked. 　　In fact, when a subordinate raises contradictory questions, it is usually because he is no longer able to handle such relationships that he does so. Well, if you don’t take positive action, it usually leads to even more strained relationships. He might throw caution to the wind, ultimately affecting his work. As a supervisor, one should have a certain understanding of the relationships among subordinates. I often try to understand their relationship by observing their words and behavior. When a less harmonious atmosphere emerges, it is necessary to know when to stop. One aspect to consider is the extent to which it affects work, and the other is the duration of such an atmosphere. Different mediation methods are adopted depending on the circumstances. 　　In short, remember the following points: ① Do not avoid problems. ②Don’t blame them for not handling it well. Because everyone has a different personality, there are people in this world who are disliked by others. That kind of relationship is very difficult to adjust on one’s own. ③Don’t be on the side of the conflict and speak about what the other side thinks of it. To prevent him from holding even deeper resentment, which could instead strain their relationship. “Things like “He said you again… You said he again…” must never be said to either party. ④During the mediation process, try to maintain a calm mindset as much as possible. Let them express their views fully, then objectively analyze their problems and point out their incorrect opinions and behaviors. Extreme behaviors that have already affected work must be severely criticized, along with an explanation of the impact of such behaviors on the outcomes. ⑤In cases where reconciliation is impossible, organizational adjustments should be made to transfer the person away. ⑥Lead by example and work with them on a highly collaborative project to strengthen their team spirit. 2. How should one arrange work when taking time off? 　　Organize the tasks at hand (projects, progress) into a list, present it to your supervisor, and explain in detail your ideas and plans. Be sure to highlight any important matters and seek the supervisor’s opinion. 　　In light of the supervisor’s suggestions, specific work arrangements are made and responsible persons are assigned to ensure the progress of the work. 　　Leave your detailed contact information and phone number so that you can be reached promptly in case anything goes wrong with the workers. 3. What to do if an indirect supervisor personally directs your work? 　First of all, I would like to congratulate you; this shows that your excellent work ability has been recognized by many supervisors, so your indirect supervisor cannot simply \"refuse\" you. Upon receiving instructions from your indirect supervisor, you need to quickly determine whether this is an emergency. If so, it should be dealt with as soon as possible; if not, it should be reported to the direct supervisor, and implementation should take place with the supervisor’s approval. Regardless of how the instructions from the indirect supervisor are ultimately carried out, one must report the progress and results to the direct supervisor, who will then relay the report to the indirect supervisor. 4. What to do if you disagree with your supervisor? 　　As the saying goes, even the closest of teeth and tongue can get into a fight. It’s inevitable to disagree with one’s supervisor. Should one give up one’s own opinions completely, or should they argue firmly, holding onto the belief that \"it doesn’t matter if I lose my head as long as my principles are right\"? 　　A principle to keep in mind here is to judge based on the ultimate outcomes of different work plans. If two plans have the same objectives and results, it’s advisable to incorporate one’s own ideas into the supervisor’s plan, thereby combining strengths and complementing each other’s shortcomings ； If the supervisor’s idea is wrong, it is only right to remind them of that. However, while giving such a reminder, it should encourage the supervisor to recognize the shortcomings in their own plan and consider new approaches instead. Unless your supervisor asks for your opinion, it is generally better not to propose your own ideas, as this may upset the supervisor and could lead to your suggestions being rejected. 　　Therefore, when opinions differ from those of one’s supervisor, some communication should take place. It would be best if, through communication, one can align their boss’s ideas with one’s own ； If there is no consensus, then as subordinates, one should unconditionally follow the orders of superiors, because they are in a higher position and bear greater responsibilities; there are many considerations that we may not fully understand. 5. How to convey employees’ opinions to their supervisors? 　The team leader serves as a bridge for communication between superiors and subordinates; it is very important to ensure that information flows from the lower levels to the higher ones and that orders are conveyed from the higher levels to the lower ones. Before presenting employees’ opinions to your supervisor, organize the matters first; it is better to do so in the form of a written report. It is important not to focus solely on the facts; one should also add one’s own opinions and suggestions. Since managers are busy and have to deal with many people, making decisions based on your suggestions can speed things up and help avoid omissions. 　　Furthermore, as a manager, it is far from enough to merely act as a \"megaphone.\" Regarding the suggestions and opinions put forward by employees, if one can resolve or clarify them on the spot, they should be dealt with immediately, with a report to the supervisor given later; there is no need to pass all matters unchanged to the supervisor, thereby increasing their workload. 6. How to communicate the implementation of the above resolutions to employees? 　Communicating the above spirit and resolutions to employees falls under the category of tasks that involve issuing orders from above. There are several key points to follow when carrying out this task: ① Fully understand the purpose, requirements, and methods of implementation of the superior’s decisions. This is not something that can be simply posted on a bulletin board or mentioned casually during a morning meeting; if the issues are not properly addressed, it becomes impossible to determine how employees should proceed or whether they meet the required standards. If mistakes are made, things will only get worse. 　　②You can’t wait for the harvest without sowing seeds first. Once the work plan is in place, it’s certainly not enough to just wait for the results; regular tracking of progress is necessary. After the work plan is established, the team leader needs to verify and address various aspects such as the progress of implementation, any problems that arise, and how to solve them. ③Do a good job of communicating and explaining things to the employees. Many of the company’s decisions may cause discomfort among people, and it’s inevitable for emotions to run high. However, as managers, one should not show their own emotions, as that would only add fuel to the fire. It is necessary to patiently explain the contents of the resolution to the employees, reassure them, and ensure the normal progress of production tasks. On this point, one should take the company’s perspective. 　　④Provide timely communication and feedback. Once the superior’s decision is issued, feedback on the execution process and results should be provided promptly. For matters that cause a significant response and may lead to serious consequences (such as strikes, damage, or staff turnover), it is even more necessary to report them promptly in order to seek effective solutions. 7. How to handle employees’ reports that go straight to higher authorities? Many managers have surely encountered the awkward situation of not knowing anything when asked by their supervisor about a certain matter. Because many employees, for various reasons and purposes, often report their work directly to higher-ups, putting their immediate supervisors in a difficult position. To eliminate this phenomenon, the following aspects are essential. ①An agreement was reached with the supervisor to counteract any reports that are made bypassing proper channels for ulterior motives. This is the most fundamental point; if managers prefer employees who report directly to higher authorities, then such a trend will continue to grow. But it’s a tricky task to get one’s boss to happily accept this view. ②Through morning meetings and other forms of education and publicity, clarify the channels for submitting work reports. ③Have open discussions with individual employees who prefer to report issues directly to higher authorities, sharing one’s own opinions and views to help them understand one’s stance and feelings. 8. What to do if subordinates like to report others? There aren’t many employees who like to tattle; there’s only one or two in the team. We need to be cautious with such employees. Sometimes, their reports can provide a lot of information that we were not aware of, while at other times, gossip can strain the interpersonal relationships within the team. Therefore, for employees who like to report others, the key approaches are as follows: ① Adopt a cold treatment approach, that is, treat such employees with an indifferent attitude, so that they eventually understand the supervisor’s stance and intentions and gradually give up the habit of reporting others ； ②Adjust one’s management philosophy and style as appropriate, handle the information collected with care, create a harmonious working atmosphere within the team, and reduce mutual opposition and friction ； ③Make proper use of this employee’s tendency to spread information, by passing on certain details through rumors, as a way to prepare for and transition toward the official plan. 9. How to handle employee complaints? When employees feel they have been treated unfairly, they develop feelings of resentment, which help to alleviate their dissatisfaction. Complaining is the most common and least destructive form of venting. If not handled properly, extreme behaviors such as a decrease in work efficiency may also occur. Managers must take this seriously. When dealing with employees’ complaints, keep the following points in mind: ① Listen patiently to the complaints: Complaints are nothing more than a way of expressing frustration. When you notice that your subordinates are complaining, find a private place where they can express their concerns without any worries; all you need to do is listen carefully. As long as you can get him to complain in front of you, you’ve already succeeded halfway in your task, because you have gained his trust. ②Try to understand the cause: Every complaint has a reason, and in addition to learning about what happened from the person who filed the complaint, managers should also listen to the opinions of other employees. Before fully understanding the situation, managers should not make any statements; expressing an opinion too early will only make things worse. ③Effective resolution: Regarding complaints, they can be addressed through equal communication with the person who is complaining. Managers should first listen carefully to the complaints and opinions of those who complain, then provide thorough and patient answers to the issues raised by them, and offer gentle criticism for unreasonable complaints. Doing this will basically solve the problem. ④Decisive action is necessary: Since complaints are contagious, it is important to take measures promptly and handle matters in a fair and strict manner to prevent the negative impacts from spreading further. 10. How to deal with employees who don’t obey you? Discontent among employees often occurs when team leaders have just been promoted. When some employees feel that they or a colleague is more qualified for the promotion, they tend to show dissatisfaction or create difficulties to make life hard for the newly appointed supervisor. When this happens, some team leaders, eager to make an impact right from the start of their tenure, tend to use their power to suppress those who don’t obey them, which leads to extreme tension in the hierarchical relationship and ultimately makes it difficult to carry out work. When this phenomenon occurs, managers need to be mentally prepared with three qualities: confidence, generosity, and the ability to treat things differently. Due to a lack of management experience, mistakes are inevitable, but one must firmly believe that they will eventually be able to do this job well; it is only managers with confidence that can earn people’s trust. Treat employees who do not obey you with generosity, focus on the facts, and avoid retaliation; only in this way can their minds be gradually settled. It is necessary to first motivate these employees so that they can carry out their work normally. Everyone has a tendency to follow the crowd; seeing others take action, and under the pressure to make a living, they naturally get involved in the work.