The First Day as Team Lead
Who this book is for
Người làm nhân sự ở doanh nghiệp vừa và nhỏ Việt Nam: chuyên viên nhân sự tổng hợp, trưởng phòng nhân sự một hai người, hoặc quản lý hành chính kiêm nhân sự ở công ty từ hai mươi tới vài trăm người; tự lo từ tuyển dụng, hợp đồng, chấm công, bảng lương tới đào tạo, và thường báo cáo thẳng cho giám đốc.
Sound familiar?
- New leads keep doing all their old work plus management.
- Nobody teaches new leads how to delegate.
- Former peers do not follow the new lead.
- New leads only come to HR when something big has gone wrong.
After reading, you can
Help HR staff support newly promoted team leads through their first three months.
Each chapter answers one question
Chapter 1: Does being great at the job make a great lead?
How is a team lead's job different from the old one?
Becoming a team lead is changing profession, not adding tasks.
Chapter 2: Faster to do it myself, or to delegate?
How do I delegate a task so it does not have to be redone?
Clear delegation states the result, the deadline and the level of autonomy.
Chapter 3: Why meet one-on-one if nothing is wrong?
How should my one-on-one meetings go?
Regular one-on-ones are a team lead's cheapest tool.
Chapter 4: Is a team without disagreements a good team?
How do I handle it when two people on the team disagree?
Team leads are judged by how they handle disagreement in the team.
Chapter 5: Can a one-day course prepare a new manager?
What does a three-month programme for new team leads include?
HR supports new team leads with a three-month schedule, not a one-day course.