Editor: Let's analyze the current situation first: you have been promoted, but not in this department, but across departments; It's rare for the boss to think highly of promoting you. You hope to make achievements in the new department. This is the most urgent vision and the most important purpose. According to this situation, I suggest that the person in charge who has been promoted across departments should follow the following suggestions to implement a three-step approach.
Step 1: Know your enemy and know yourself. Before you start your work, you should first know all kinds of information about the new department. 1. What are the previous impressions of your colleagues in the new department and the impressions you have left them now?
For the employees in this department, you are an inter-departmental airborne soldier. For them, you are both familiar and unfamiliar. They didn't know you before, and you didn't know them.
Therefore, recency effect will directly affect their impression of you now, and the first cause effect will affect your future mode of getting along, which is directly related to the follow-up work.
① What is recency effect?
Recency effect refers to the psychological effect that the latest stimulus promotes the formation of impression.
In short, what was the last impression of colleagues in the new department before you parachuted? For example, you are a passionate person in a certain department, and your performance is very good or your ability is very good, but your personality is eccentric.
② What is the first cause effect?
The first cause effect was first put forward by American psychologist Lochins, also known as the first effect, superiority effect or first impression effect, which refers to the influence of the first impression formed by both parties on the future communication relationship, that is, the effect brought by "preconceptions".
Although everyone has heard of you before, now you are dealing with each other head-on. What is your first impression? For example, he is serious and capable, with good performance, and should be a good leader in the future; Or: I heard that he has a strange personality before, but now it really is. Can he really lead us to make achievements in the future?
Conclusion: The previous impression of you in the eyes of colleagues in the new department (proximate cause)+the impression of you after being contacted by the person in charge because of proximate cause (primary cause) = related to the follow-up events between you and colleagues in the new department.
2. What's the performance of the new department now? Everyone's job responsibilities, ability to do things, and work performance.
Is your new department full of vitality or no vitality every day, and everyone is just waiting to get by? Who has outstanding work, outstanding performance, past data, work style, personality and attitude towards you? There are several things that hold the department back, why, past achievements and work attitude, etc. If you want to lead the new department to make achievements, these are all things you must master.
3. Knowing management may not necessarily lead to sales, and knowing sales may not necessarily lead to management: Are you familiar with the operation and business of the new department?
As a member of other departments, you were promoted to be a leader across departments, and the business you were in charge of was naturally different from now. Are you clear about the position of the new department in the company? Are you familiar with the business of the new department? Only by mastering the "rules of the game" and quickly entering the role can we begin to lead the team to "upgrade and fight monsters".
Step 2: Role transformation and positioning: from personal to management, your pattern determines the future development of new departments from grassroots to management. Have you completed the role transformation? It's not just identity transformation, but the pattern is rising. Do you act, think, and assign tasks, from a personal point of view or from a company's point of view? Is it employee thinking or leadership thinking?
There is an effect related to decision management called tunnel vision effect, which means that if a person is in a tunnel, he can't see the path outside the tunnel.
When you are in the position of management, you can't do things and think about problems as before. If you are still in the position of grassroots, it will affect your decision. Only when we get out of the tunnel, let ourselves have the pattern of managers, look far away to think about problems and make decisions, can we lead the team to create higher value.
? How to improve the management pattern and get out of the tunnel vision?
1. Be good at summarizing and planning the future, 2. Be based on the present and look forward to the future when making decisions, 3. Integrate social resources and break through the pattern from contacts, 4. Challenge yourself: broaden your horizons, improve your thinking pattern and be good at breaking through difficulties.
The third step is to master the management rules and easily lead the new department to do a good job. The above two steps have actually laid the foundation for this last step. Only by perfecting the above two steps can we lead the new department to do a good job more easily. Next, I will analyze the three management rules to bring you to complete your performance and generate income.
1, Wilson's law: example is more important than words. If you want to quickly convince employees, you must first make achievements.
As an airborne soldier, the new department must have employees who are not convinced of you. At this time, the strength can crush all opposition voices.
(1) what is Wilson's law?
It means that if subordinates know that there is a leader present to solve difficulties, they will be more confident.
In other words, don't stand on the podium like a teacher and tell employees what to do, but personally lead employees to do a project and set an example to create achievements.
② How to apply it?
Select two employees with medium ability, personally take them out to run the market, and for a period of time, show their strength with actions and make achievements with strength. When you make achievements, employees will be convinced and encouraged to enhance their confidence. Correct mistakes in time and guide employees to solve problems. If the guidance to employees is excellent, performance management will be transformed into a collaborative process, which can benefit everyone. So as to improve everyone's quality and professional level.
To sum up, the person in charge not only shoulders the performance of the department, but also has human resources management. How to manage good people, turn manpower into material resources, and create individual and group values to make them develop higher and further in the workplace is a subject that needs continuous learning. Play chess according to the above three steps, be result-oriented, pay attention to the process, and increase personal confidence in order to effectively lead employees to make good achievements by applying management methods.
I wish the flag a victory