The Best Team Management Mode

Team management is all success.

Leadership is the key to a team. Even a lack of leadership team is slow in direction.

The current team leadership patterns are basically divided into two types: avant-garde leadership and Resource Leadership, each of which has advantages and disadvantages.

This leadership pattern is that leaders are standing in front to guide and motivate their team to follow.

He only considers his own strength and tries to instilled the same qualities in other members by example.

He hoped that the team members would follow him and fight with him, with his vigor and views, and follow his standards.

If team members do not do that, he will feel frustrated, disappointed and helpless.

He only complains that they do not follow, instead of studying their own choices and expectations.

Vanguard leadership may be efficient, to achieve goals, to form a good team image and style, and to be a positive and caring member.

In some cases, the vanguard model is inappropriate.

Leaders who are superior and do not obey the requirements of everyone can only lead to frustration, dissatisfaction, competition and conflict.

2. Resource Leadership.

Resource Leadership is the practice of modernist leaders. He leads from the back to estimate how much resources are available in the group, and what the leaders should do to fill the gap according to the weak links.

Resource leaders will suppress individual demands for the interests of the group.

This ensures the control of the group and enables the other members to make full contributions.

But in a lifeless and lifeless team, resource leaders often fail to motivate team members well, so they do nothing, and the maturity of team members can not lead the team in one way or another.

Pioneering leaders should stimulate resources, while resource leaders seek the maximum distribution of resources.

The vanguard leaders pay attention to what they want from the group, while resource leadership looks at what the group wants from them.

Compared with the above two leadership modes, situational leadership can well judge the environment and the maturity of team members, so that it can not only inspire people, but also make rational use of resources to cultivate people.

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Perhaps some people do not yet understand the concept of situational leadership. In fact, if we explain in a single sentence, "situational leadership" means that when we are leading and managing a company or a team, we must not use the same way, but change the way we lead and manage as circumstances and circumstances change and employees are different.

The growth process of employees is divided into four stages: the first stage is "no confidence, no ability" stage, the second stage is "confidence, no ability", the third stage is "unsure and capable", and the fourth stage is "confidence and ability".

When employees first enter the company, their working state is basically "no confidence, no ability", but after the encouragement of leaders, they can bring their employees into the second stage of "confidence and inability".

And when employees are able to work slowly and reach a "confident and capable" situation, they should be empowered to give more to this employee. Then the employee should gradually leave the asylum of the leader. He often makes his own decisions and will have insufficient confidence, so he will enter the third stage of "uncertainty and ability".

Finally, the employee went to maturity step by step, and the leader decided that he could fully empower the employee after the fourth stage of "confidence and ability".

Compared with four different stages of staff, leaders should adopt four different modes of leadership.

When employees are in the first stage, leaders should adopt "inform" to guide and instruct employees.

When the employee is in the second stage, the leader should adopt the "sales promotion" to explain the work and persuade the staff.

When employees are in the third stage, leaders should adopt participatory ways to motivate employees and help employees solve problems.

If the employee reaches the fourth stage, the leader should take the "authorization" to deliver the work to the employee. The leader only needs to monitor and inspect the work.

The theory of situational leadership does not seem to be profound, but the difficulty for leaders is that they do not know how to judge employees at any stage through their words and deeds, and if they are wrong, they will cause trouble. For example, if an employee reaches the second stage, the leader will still be guided by "informed" style, so the employee will not stay in the company because he will feel that he has no chance to grow up.

The greatest contribution of situational leadership is to stress the flexibility of leaders' behavior, to treat different subordinates in different ways, or to treat the same subordinates in different ways when circumstances change.

In addition to being enthusiastic, leaders can also try to shape their subordinates' abilities and confidence and create advantages.

If every team leader can grasp the situational leadership, the competitiveness of the company will surely increase.