Good management is when managers serve their employees

　　In the beautiful new world, the role of managers should be to eliminate obstacles faced by employees and enable them to do their job well - so that they can be satisfied, rewarded, and encouraged in their work.

One of the hardest things for entrepreneurs to learn is that most of the time, the best thing they can do is not to hinder employees who are truly working. This is also the case; Minimally Invasive Management; The core object. This viewpoint reflects the need for tech startups to rethink the role of professional managers. These companies are often operated by engineers and creative personnel, rather than business managers. At least in Silicon Valley, management is becoming another operational department, just like finance and sales, whose role is to assist technology and creative personnel who shoulder heavy responsibilities to work smoothly.

　　We need to be aware that the potential risk is that this approach goes too far and results in inadequate company management. Skilled managers are still quite important - minimally invasive management is not completely unmanaged.

　　Have you heard of software services? This is management service. Managers serve their employees at work. In a company, no one is more important than the employees who work.

　　In the beautiful new world, the role of managers should be to eliminate obstacles faced by employees and enable them to do their job well - so that they can be satisfied, rewarded, and encouraged in their work.

　　When you start a company, there are six people in the office, and each task is important. Everyone is involved in every decision, authorized, and a stakeholder. But then you hired six more employees ... and then recruited six more people... and then another six people Then, you begin to discover the flaws in the team. At the beginning, you hired a group of people to do things, but in the end, the organization did not run smoothly. Without setting priorities, resolving differences, and clear communication, employees do not know what decisions were made or why they were made. Morale is gradually declining - things are progressing slowly. This is not good: in the world we live in, speed is everything.

　　The above are the signs you need to manage. Not because employees need bosses, but because they need someone to solve the problems that hinder them from doing things. Managers are not attackers with the ball, but people who protect attacking players to prevent opponents from stealing the ball.

　　In minimally invasive management, managers have three main tasks: hiring talent; Train and serve employees; Dismiss incompetent employees.

　　Hiring the best employees is the simplest way to build a highly efficient and competitive company. If you don't do a good job in recruitment, you will spend most of your time dealing with personnel issues, and you will find that 75% of your time is spent on solving problems. If you hire the right employees, you can invest more time in strategy, innovation, and goal setting. Managers can spend most of their time finding C+employees and turning them into B-employees, or finding A-employees and turning them into A-employees. Where do you want managers to spend their time? The answer is very clear.

　　The second task is to cultivate employees. An excellent manager will not make employees like gears on wheels, but will make all wheels rotate together. This requires setting clear priorities for employees from the beginning, clearly informing them of the company's operational status - what decisions have been made and the reasons behind them.

　　尽管你能尽你所能招聘优秀员工，尽力培养员工，但是你终究可能会犯错。职位变动、员工不接受新任务、组织变化，你需要知道谁可以改进，谁能力不足。管理者需要知道差异所在。如果一名B级员工有能力成为B+或者甚至A级员工，那么让他们离职会造成高昂的成本。但如果他没有这样的能力，你需要尽快解决这个问题。公司会退回到平均水平。如果你有一群止步不前的B级员工，你的团体将倒退回他们的水平。

　　在创业型组织中加入管理者一向都很困难。你最先招聘进来的的六名员工感觉好似利益关系人，他们参与每一项决策。现在你有了管理者，就让他们更专注在自己的工作上，不要参与每一项决策。这需要信任。一名出色的管理者需要为公司营造信任的氛围。他们需要通过沟通，并展现可预知的、可靠的行动来建立信任。大家不可能总是会达成共识，但管理人必须公平和坦诚——为了团队的利益而努力工作。最终你需要的管理者必须知道：大多数时候他们应该要让员工做好自己的工作，不要去妨碍他们。