1. Clear structure

The most important thing to do when taking over any department is to clarify or restructure the organization. The key to the architecture is: who is in what position, responsible for what content, must be clear.

By "definite" we mean:

No two people are allowed to cross charge!

Group leadership is not allowed!

No blurred fields allowed!

When things go wrong, it's clear who should take the blame. It is also clear who deserves the credit for the achievements.

2. Clear goals

The leader is not the one who decides how to climb the ladder! He's the one who decides which wall to put the ladder on.

Therefore, he must clearly point out this direction and communicate it to the whole staff. If this is not done well, the best team will not produce good results.

No power, no responsibility

There is no such thing as letting a horse run and not letting a horse eat grass.

If you have clearly delegated your request, you should clearly authorize and commit resources to him. Otherwise, when things go wrong, it's not his fault, it's yours.

An important responsibility of a boss is to solve problems for his subordinates that they cannot solve. What you have to offer is power and resources. Use them well.

4. Visualization

The biggest problem with a big team is that you can't see the problem.

Even if the team is small, building a visual combination of tools and processes is a must. That way your team is scalable enough.

You don't really need to keep track of what everyone on your team is doing every day, but you do need to be able to see it. So you can know firsthand when things go wrong. While team members know that their stuff "may be seen," the efficiency and quality of execution will also improve.

Visualization also means "information symmetry." All of the above tools and processes ensure that team members learn "what's new in the project" at the lowest cost. Fast and accurate response is guaranteed.

5. Flatten

Do not set too many levels. Make sure that the person in charge of any matter has direct access to the person who can make the decision.

6, segmentation and appropriate intermediate results check

Breaking up a large project into multiple time points for review can effectively manage risk.

Make sure the results you check are not false. Be sure to ask for a visible, preferably touchable product. Introduce some agile management methods to ensure this.

7. Ask for commitment in advance

One of the most overlooked aspects of lean management is that it does not require commitment from team members in advance. A "task assigned from above" is often not well completed. A "project that promises to do well" is different. Although it's probably the same thing.

8. Don't try to change a person

People are not immutable, but companies often don't fit cost-wise.

If a person is not good at his job, even if he has the ability but does not always play it is useless. Let the right people do the right things.

9. Want results, not excuses

Things at work have only two outcomes: they get done, or they don't.

If it doesn't, what I want to hear is what's the damage? Is there a way to fix it? What can I do for you?

As for why you screwed up, what's the deal? Don't report to me. There's no point in reporting these things afterwards.

10. Keep improving

"Improvement" is one of the core aspects of Toyota's management approach. The world is changing so fast that what works today may not work tomorrow. Observe the team, identify problems, and constantly improve.