管理责任Management Responsibility

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每个新晋管理者都要完成三次关键跨越：

承担管理责任、


推动执行和


辅导他人

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Each new manager must complete three key leaps:

Undertake management responsibilities


Drive execution and


Tutoring others

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以身作则

1、要求团队做到的事情，自己先做到，还要做更好。即使是小事，如果成为团队的标杆，成员更容易信服并向此看齐。

2、遇到困难时能站在最前面。成员在日常工作中遇到自己感到搞不定时，他们最期待的是团队leader能帮忙协调资源解决。才能建立团队信任感，增强组织凝聚力

                               
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Lead by example


1. Do what the team is required to do first, and do it even better. Even small things, if they become the benchmark of the team, members are more likely to be convinced and aligned with it.


2. Being able to stand at the forefront when facing difficulties. When members encounter uncertainty in their daily work, they most expect the team leader to help coordinate resources and solve the problem. To establish team trust and enhance organizational cohesion

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为结果负责：

为决策负责，敢于做决定，不怕出错

团队的经营者，必须具备决策力和果断力。

如果向上沟通时盲目接受，向下决策时直接将决定权交给成员，不亮明态度，或许能避免正面冲突，但在团队不成熟或事情紧要时，很容易出问题。

管理者之所以出现回避做决定，是因为害怕犯错，但这恰恰是需要突破的心结

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Responsible for the results:

Responsible for decision-making, daring to make decisions, and not afraid of making mistakes

The operator of a team must have decision-making and decisive abilities.

If one blindly accepts when communicating upwards and directly delegates decision-making power to members when making decisions downwards without clearly stating their attitude, it may avoid positive conflicts.

However, when the team is immature or things are urgent, it is easy to encounter problems.


The reason why managers avoid making decisions is because they are afraid of making mistakes, but this is precisely the knot that needs to be broken through

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对于团队取得的“好”结果，则要尽量做到“不承担”.

即使团队leader起到了举足轻重的作用，也要把舞台留给团队成员，这对于很多人而言其实很难，因为我们经常习惯了当主角，享受聚光灯。

要鼓励成员去汇报团队项目的成果，或者在上级赞扬了团队时，提及成员的贡献

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For the "good" results achieved by the team, efforts should be made to "not take responsibility"

Even if the team leader plays a crucial role, leaving the stage for team members is actually difficult for many people because we often get used to being the protagonist and enjoying the spotlight.

Encourage members to report on the achievements of team projects or mention their contributions when praised by superiors

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管理就是反复反复在反复