How To Build An Excellent Team?

(1) confidence building

Michael G

Therefore, the comrades in the Organization Department train each other to improve their knowledge and skills and enhance their confidence.

The improvement of subordinates' ability is rooted in their thoughts, and their knowledge and skills are reflected in their final results and their results.

Therefore, when exercising their abilities, they not only develop their ability to ask questions, but also ask them to put forward suggestions for solving problems.

They are required to form the habit and atmosphere of finding problems, thinking and solving problems.

For your subordinates, consider how to get them to work as quickly as possible, grow up quickly, and plan career paths for them.

Encourage and support them to keep learning, especially to pursue higher education and help them grow harmoniously.

But don't praise and criticize them in public.

Criticism needs to be taken care of, praise should be more careful, but in the external environment, we should praise them in due course.

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(2) inclusion error

In dealing with problems and tasks, everyone is bound to be biased and sometimes unable to complete.

The ability to accomplish tasks is called ability; willingness to work is called willingness.

ability

Desire

Have a strong heart (reward)

Powerless (Education)

Weak in heart (training)

Powerless (careless)

I will not fly at the worst time: "all responsibility is in me".

In April 1980, when the rescue plan for the hostage at the US embassy in Iran failed, the then US President Jimmy Carter made a statement in the TV set.

Before that, Americans did not think highly of Carter.

Some even rated him as "the worst president in the history of the White House", but just because of the above sentence, the number of people who supported Carter suddenly increased by more than 10%.

The most worrying thing for subordinates is to do something wrong, especially after a lot of trouble, because it is a punishment problem and a responsibility problem.

Life is originally a series of mistakes and mistakes.

It is all right to turn over your own boat, and if you accidentally leak a large boat that many people make a living together, there is a real possibility of "going all the way".

Therefore, no one is not afraid of taking responsibility.

Just imagine that one day you unfortunately broke into a catastrophe, and reported to your supervisor like a frightened bird, you were worried to the next second days and sat down at the meeting hall like "public trial conference".

The boss, like President Carter, has come up with a loud voice: "all responsibility is in me!" what kind of mood should it be? President Carter's example fully shows that subordinates and people's evaluation of a leader often depends on whether he has a sense of responsibility.

That kind of indiscriminate red, regardless of whether the subordinate's fault is related to himself, is very furious. From time to time, I emphasize "I told you how to do it" or "I can manage so much" and so on. Not only do the subordinates dare not face up to the problem, feel no guilt, and they can not avoid making a big mood with this boss in the future, and they will never be able to support him again.

Understanding subordinates is helping yourself.

3. Establish an excellent working mechanism.

The responsibility of middle managers is to make their subordinates better.

You need to inculcate your intentions to everyone and make sure they are clear about what you are doing and how you can contribute to your department's goals.

If you often watch the match of the German football team, you will find that the German football team rarely offside, misplace or vacancy because they have carried out the instructions of the coach well, they stick to their posts and complete their tasks, so as to embody the ability of the team.

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There is a question in West Point: sergeant will set up the flagpole. The most standard answer is: corporal, to set up the flagpole.

The work of middle managers is not Lei Feng, not firefighting teams.

It is important that we frame the framework, then decompose it in layers, and fully empower our subordinates.

A great part of your job is to allocate your work, coordinate the degree of harmony between yin and Yang, discover the characteristics of each person, and discover the limits of everyone's ability to work.

The ideal state of work is that you are watching your people very busy and making them feel important. Let them feel that you value their eyes, let them get exercise and let them have the right to deal with problems.

Maybe they didn't do well in your work, but you were iron and a few nails.

They are busy and tired all day. They work passively, do everything they want to do, do not motivate and empower their subordinates, easily lead to subordinates' sense of dependence, and fail to give full play to their enthusiasm and creativity.

Reporting to you is not just a problem. There must be a way to solve it.

The disadvantage of doing this is that you have established a framework and a system, but have not left a resource for yourself. Anyone can take over your job. The leader will also think that your contribution is nothing to do with it.