The heroic manager of rule-by-person

Module 2: Frontline Management Practice

From executing real projects on the front line to handling the point problems that erupt in daily work — build a strong sense of responsibility and cohesion, and become the backbone through execution.

40Lessons

15Core topics

Learn frontline management skills systematically

From role cognition to hands-on techniques

Psychology support: social psychology + positive psychology

Course Overview

Frontline management is the critical link in organizational effectiveness. Based on the idea of the "heroic manager of rule-by-person", this module helps managers master team building, people management, goal execution, and other core skills.

Team Building

Form effective teams and optimize role assignment

Goal Management

Set goals and track execution

Performance Management

Build feedback mechanisms and lift performance

Employee Motivation

Unlock potential and raise drive

Course Content

Part 1: The Manager Role and the Competency Model

Understand the manager's role, build a scientific competency model, and master management's core methods.

1The manager competency model

•Manager vs. leader: the difference
•Core competencies required of a manager
•Planning a capability development path
•Self-assessment and improvement

2The manager's five jobs

•Goal setting and decomposition
•Allocating and coordinating resources
•Monitoring and adjusting along the way
•Team building and motivation
•Evaluating results and improving

3Everyday management methods

•The PDCA cycle
•SMART goal setting
•The 5W2H analysis
•The time management matrix

Part 2: People Management in Practice

Master techniques for managing different types of employees and build effective motivation and performance mechanisms.

4Managing high-performing employees

•The psychology of high-ability employees
•Balancing delegation and oversight
•Assigning stretch assignments
•Guiding career development plans

Psychology insight: self-determination theory — meet the needs for autonomy, competence, and relatedness

5Handling disengaged veterans

•Analyzing veteran behavior patterns
•Rekindling enthusiasm for the work
•Passing on experience and putting it to use
•Setting boundaries and enforcing rules

Psychology insight: learned helplessness theory — rebuild the sense of achievement and control

6How managers should understand performance management

•The essence and purpose of performance management
•Goal setting and process tracking
•Building feedback mechanisms
•Drafting performance improvement plans

Psychology insight: expectancy theory — the effort → performance → reward chain

7How managers should paint the vision

•The art of painting a compelling future
•Balancing credibility with ambition
•Setting goals in stages
•Motivational language and technique

Psychology insight: goal-setting theory — specific, challenging, attainable goals

Part 3: Communication and Coordination Skills

Strengthen managing up, peer collaboration, and downward communication, and handle complex interpersonal situations.

8What if your boss keeps using you as a proxy?

•Spotting the signs of being used
•Strategies to protect yourself
•How to say no reasonably
•Building mutually beneficial relationships

9What if your boss doesn't like you?

•Analyzing why the relationship is strained
•Strategies to improve the relationship
•The importance of professional performance
•Seeking third-party support

10What if your direct reports are in conflict?

•Types and roots of conflict
•Steps to mediate a conflict
•Mechanisms that prevent conflict
•Maintaining team harmony

11What if cliques spread negativity in the team?

•How negativity spreads
•Identifying the key influencers
•Strategies for injecting positive energy
•Reshaping the culture and atmosphere

Part 4: Management Tools and Methods

Master practical tools to raise meeting efficiency, retrospective quality, and project management.

12How managers should run retrospectives

The value and meaning of retrospectives · The standard retrospective process · How to extract lessons from experience

13How managers should run meetings

Types and purposes of meetings · Preparation and agenda design · Facilitation techniques

14Project management: the manager's main battlefield

Project management basics · Project planning and resourcing · Risk identification and response

Part 5: Career Development and Promotion

Plan your career path and master the leap from manager to director.

15How to make the leap from manager to director

How the capability bar shifts

• From execution to strategic thinking
• From managing tasks to managing people
• From a partial view to the whole picture
• From short-term to long-term planning

Key breakthroughs

• Systems thinking
• Cross-department coordination
• Talent development
• Business insight

Psychological Theory Support

Social psychology

Group dynamics guide team building; social identity theory strengthens cohesion.

Positive psychology

Strengths theory unlocks potential; flow theory deepens engagement.

Cognitive psychology

Cognitive bias theory explains decision traps; information processing theory improves communication.

Learning Outcomes

Clear role cognition

Know exactly what a manager is responsible for

Skilled people management

Handle different types of employees effectively

Strong goal execution

Run an efficient goal management system

Smooth communication

Communicate effectively in every direction

Sound performance management

Build a fair evaluation system

Problem-solving ability

Develop systems thinking

Course Chapters

Chapter 4: Team Building and People Management

20 lessons • Core skills

Go deep into team formation, people management, and motivation to build a high-performance team.

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Chapter 5: Goal Management and Execution

20 lessons • Execution power

Master goal setting, process monitoring, and performance feedback to make sure team goals land.

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