A supervisor is like a middle-aged person with senior managers and employees. It is very difficult to do a good job, and it is even more difficult to do what you want without being tired. I only give my personal suggestions for your reference:

First, be clear about your goals. As a supervisor, to lead the team forward, the direction of progress should not be mistaken. It is necessary to clarify the general direction of the company and take charge of the expectations and requirements of the senior leaders of the departments for their own departments. What business does the department want to do, what indicators it achieves, and what kind of positioning it has. In this way, we will not go the opposite way, otherwise, no matter how hard we work, we will only get twice the result with half the effort and waste our effort.

second, manage expectations. In order to manage the superiors in anticipation, we should have a full understanding of ourselves and the team after defining the objectives of the superiors, and whether we can achieve the objectives, whether we can achieve 81% or 1.21%. The gap between the team's ability and goal must be psychological. If the ability is greater than the goal, it will be easier to achieve 111% and overfulfil without too much effort. If the ability is lower than the target, we should properly tell the leaders the facts and talk about some difficulties, indicating that we try our best. This can be done best, and if it is not done, the leaders will have expectations and will not be too disappointed.

third, use leadership. As a supervisor, your resources are not only your employees, but also leaders. Sometimes you can turn to leaders for help when you encounter difficulties in project promotion. Leadership ability, pattern and resources should be better, which can make you more relaxed. You can also help the team management with the help of leaders.

first, clear objectives and reasonable division of labor. After clarifying the requirements of the senior management for the department's goals, let everyone in the team know the team's goals. At the same time, according to everyone's ability and characteristics, the department's work objectives are properly decomposed and divided, so that everyone can clearly define their own goals and work. Goals and division of labor are the prerequisites for employees to do a good job.

second, cultivate and decentralize. If the team has just been formed, or there are new people, it is necessary to cultivate the team. Work with employees in advance, then let employees do it freely, and you will check and guide, so that employees can continue to grow in their work. When employees have a certain ability, they should focus on the big and let go of the small, grasp the key events and key nodes, and then leave the detailed work to the employees. As a supervisor, you may do a lot of work better than employees, but if you do it yourself, you can only become a technical backbone and then kill yourself. Cultivate employees, know how to delegate power, and make employees your lever, and your supervisor's work will become easier and easier.

third, team building. It is also very important to manage a team well and do a good job efficiently, and the relationship and atmosphere of the team are also very important. Work requires relaxation, proper team building, and some benefits, so that everyone can relax and increase communication. The atmosphere of the team is harmonious, and the work will certainly be smoother and more effective.

No matter the job of a supervisor or any job, it is easiest for people who can be self-disciplined.

you need to make a good work plan, smooth and standardize the work objectives, work progress, work division, and develop good work habits, which will make your work easier, otherwise temporary procrastination and laziness will make you more tired. For example, spend 11 minutes every day, sum up and sort out the work of the day and arrange the work of tomorrow. If you stick to this good habit, your work will not be too complicated and you will not feel too tired.

Generally speaking, there are people in charge above the supervisor, people are bored below, and there is their own work in the middle. It is difficult to do well without being tired. But for leaders, for employees, for yourself. After careful analysis and utilization, you will still be very tired at the beginning, and you will be more and more relaxed when all the habits become natural.

supervisor-the verb means "in charge of management". The name is "an official in charge of a special matter; The meaning of "housekeeper".

every supervisor is the mainstay, leader and backbone of the unit. If you want to be a good supervisor and not be too tired, there are certain methods. Famous management scientist Peter? Drucker said: "Effective managers are good at employing people." Wilde, a Belgian architect and design educator, said: "The basic ability of managers is effective communication." Jack, former chairman and CEO of General Electric? Welch said: "management is to simplify complex problems and plan chaotic things." Lenin, the leader of the former Soviet Union, said: "Trust is good, but monitoring is more important." Taylor, known as the father of scientific management, said: "Management means knowing exactly what you want others to do and making them do it in the best way."

as a supervisor, you should be responsible to the unit, departments and employees. Therefore, we should constantly learn, master and apply management theories and methods, such as: scientific management, ABC analysis, 5S management, risk management, quality management, safety management, walking inspection management, OKR (goal and key achievement method) ...

The methods of enterprise management include administrative methods, economic methods, institutional methods and educational methods, and the supervisors should seriously study, master and apply them; Learn to use and promote superiors, that is, to grasp the expectations of superiors and make up for their shortcomings. Give advice and suggestions to your superiors, and listen to their opinions humbly and respectfully. You can't push your superiors in the front, but you can push your superiors in a roundabout way. Regularly report the progress of work to superiors and strive for their support. Learning psychological knowledge can communicate with subordinates with different personalities, arouse everyone's enthusiasm, think in one place, use it in one place, and improve execution.

it's a disaster, but it falls short. As a supervisor, we should adhere to the safety production policy of "safety first, prevention first and comprehensive treatment", and prevent the situations described by Murphy's Law, Parkinson's Law, Peter's Principle and broken window theory from happening.

as the saying goes, "once born, twice familiar, three times and four times a master." I think that if the supervisor does the above methods, he will have a well-thought-out plan, he will be handy, he will be familiar with everything, and he will not be too tired and concentrate on his work better.

Hello, I'm Daodao, a professional person who specializes in dealing with people. I'm glad to answer your question.

How to be a good supervisor and a good manager may be the ultimate problem for countless entrepreneurs and people in the workplace. Because everyone has different personalities and different work situations, they may have different answers.

I want to start from my own study and practice, and try to find some * * * characteristics for your reference.

The management responsibilities undertaken by the supervisor are actually two parts:

peter drucker, the father of management science, pointed out:

This is to emphasize the self-management of the manager. As a supervisor, he should do the following in self-management:

1. Pay attention to the core objectives

The manager is the helm of a department and grasps the direction of work, so he should never get caught up in specific work and ignore the attention to the core objectives.

In our daily work, we will encounter many indicators, that is, small goals in our work. For departments and managers, these small goals are all for the ultimate core goals.

Take the familiar new media industry as an example. Many companies will set a target for the number of pictures and texts published every day, and this target points to the core goal of improving fan activity.

In my specific work, many new media will produce a large number of low-quality pictures and texts in order to achieve the quantitative goal, which will hurt the activity of fans.

If managers only focus on small goals that are easier to see, they will be farther and farther away from the completion of the ultimate goal.

2. Make good use of time, priority comes first

Managers always have to deal with heavy matters, and if they want to finish their work less hard and effectively, they need to make good use of time and give priority to important matters.

it is impossible to finish unlimited work in a limited time, which is also the reason why many managers are exhausted and clamoring for hard work. But in fact, according to the "28" rule, only 21% of your work may be really important.

what managers need to do is to find out these 21% contents and finish them efficiently and with high quality.

Here, I recommend that you make good use of the four quadrants of urgency and importance to divide work matters.

For the first quadrant, important and urgent things should be done immediately;

For the second quadrant, important but not urgent things should be done in a planned way;

For the third quadrant, you should authorize others to do unimportant but urgent things;

For the fourth quadrant, do less things that are neither important nor urgent.

3. Parallel processing

There is a classic example about how to boil water and sweep the floor efficiently in the process of housework. The answer is, of course, to boil the water first, then sweep the floor. After sweeping the floor, the water is also boiled.

In practical work, some things, like boiling water, need a certain process or time accumulation, while some work, like sweeping the floor, can be pushed forward smoothly and quickly.

We should distinguish the difference between the two in our work, and do a good job of overall planning and parallel processing to avoid a lot of ineffective time consumption in our work.

Management of others is divided into two parts

1. Management of subordinates

Management of subordinates should make full use of talents, avoid shortcomings of others, and make use of talents.

For subordinates with different talents, it is necessary to adopt different communication methods and arrange duties that are in line with their strengths.

A manager of a brand department once complained to me that his department was inefficient and had a high turnover rate. After observation, I found that many employees who are good at writing creativity in the department are asked to undertake too much work in artistic creativity, and the result is self-evident.

therefore, it is a basic requirement for managers to know people and make good use of them.

2. On-line management

On-line management in the workplace is a big problem, here we talk about the key points of on-line management.

The so-called upward management is actually to actively promote and assist your boss. To this end, you need to do a good job of upward feedback.

timely, efficient and skillful reporting is the key to online management.

Timely

Fixed time and important time nodes of work should be reported to superior leaders in time.

We think in the opposite direction. Superior managers also need to control the work direction and core objectives. If they can't get feedback in time, not to mention that the leaders will be dissatisfied, it is also unfavorable for the work.

Efficient

Your superiors are often busier than you, so avoid verbosity and piling up in the report.

You don't need to report the daily matters in detail. That's your job and the leaders are familiar with it. The process in the work need not be developed in detail unless the leader asks, which is not the focus of the leader's attention; Don't report the summary of subjective results, leaders should look at objective data.

Only by being clear, focused and speaking with data can we achieve high efficiency in reporting.

Skill

The so-called skill is hardware.

I am good at using excel, PPT and other tools to present a clear and beautiful visual effect to the leaders;

the second is software.

the achievements and failures in the work should be reported, and the experiences and lessons gained or summarized from them should be reported;

Don't throw the obstacles at your boss directly, but attach your own solutions.

the attitude of reporting should be neither supercilious nor supercilious, reasonable and restrained.

I hope the above answers can help you.

My experience and understanding:

1. Management by objectives. Work out OKR for the interval and team members at least quarterly, and then disassemble it into months, and implement and review it weekly (weekly meeting). In this way, members know what the goal of the whole team is and the time node for completion.

2. Decentralize the power, designate the project leader (member), and let the project leader be responsible for the follow-up and implementation of the project. Of course, it is also necessary to set up some checkpoints, such as early meetings or parties, so as to keep abreast of the progress of the project that the responsible person is responsible for and the difficulties he has encountered. When you need to solve them, you should follow up in time to help clear the obstacles. This can not only exercise the ability of members, but also give them upward motivation.

3. Provide more opportunities and environments for members to communicate together and with other project stakeholders, and cultivate an atmosphere of cooperation and easy communication.

4. Provide more internal and external sharing, so that members have the opportunity to learn and share together.

5, practical, clear rewards and punishments, open and transparent.

1. Cultivate subordinates who can work and obey.

Young people should be encouraged and willing to let them do things, which can help them bear the risk of failure.

cultivate slowly.

2, unite the relationship between subordinates.

Let employees communicate more and form a good cooperative relationship.

3. Put an end to smooth hands and veteran people.

anyone who has the ability but doesn't work and plays a lot of games all day long must not.

because it will affect the combat effectiveness of the whole team.

4. Establish a good team discipline and assessment system.

discipline is very important, and there must be an assessment system, otherwise there will be no motivation.

5. Encourage competition.

Just like a team, the number of players is limited, so everyone needs to improve their own level to cope with internal competition while cooperating with others.

6. Organize regular training and league building.

7. Pay more attention to employees' lives.

No one has just a job, and there are many things in life.

so pay more attention and help. Let them have more energy to devote to their work.

8. The supervisor should be responsible and know how to make concessions.

you can't let others do everything, you should get to the point.

at the same time, you can't make your own decisions and not listen to advice.

first of all, you must have relevant knowledge and skills in your industry, and then you must have management skills. Learn to delegate power and assign tasks, complete deadlines, follow-up and inspection, assessment and reward and punishment systems, and you should also implement them step by step.

a little. No doubt about employing people, no doubt about people!