The seniority has the experience of the seniority, and the young people have the young management thinking. The improvement of the thinking is more important to the development of the team. Subordinates are older than their own qualifications, and their professional knowledge is stronger than their own, so they can give them the greatest degree of freedom. It is recommended to learn about the new management method of OKR target management method. In this management method, as the superior, you should not tell the subordinates what to do, but tell the subordinates what we need. The subordinates think about how to do it and present the results to the superior. According to the company’s strategic goals and phased OKRs, the OKR of your team is formulated. This is a goal setting meeting conducted by the team (at least the main person in charge). First, it is clear what the company wants, and then define what the team needs to do. After setting the goal, select the key aspects to formulate the key results. The key results are the indicators to measure whether the goals are achieved. It should be a value or a state of a certain thing. In this way, the team’s OKR is formulated, and then how to do the indicators of how to achieve the key results. The key results owner should formulate the implementation plan (OKRs-E framework). OKR is challenging, and its own difficulty will make people’s experience focus on achieving goals. As a superior, you cannot relax in the process of achieving the goal. You should insist on opening regular OKR meetings, OKR summary, etc. to ensure the progress of OKR. This process will not be particularly pleasant (at least at the beginning), because OKR is an open mind and decision-making power for employees, and it is also a greater pressure and challenge. But when you can achieve a success, you will find that not only the challenging goals have been achieved, but the execution and thinking abilities of the people involved in OKR have been improved.