Team Management: Motivating Eight Ways To Win

If you see the antelope running away on the grasslands of Africa, it must be the lions. If you see lions hiding, they are angry. If you see hundreds of lions and elephants running away from their lives, what is it? The ant Corps is coming!

Small success depends on individuals and great success depends on teamwork.

But there are also such phenomena:

The three monks met in a broken temple. Why is this temple abandoned? I don't know who raised it.

It must be a monk who is not pious, so the Bodhisattva does not work. A monk said.

The monk is not diligent, so the temple is not repaired. B. monk said.

The monk is not respectful, so there are not many pilgrims. He said.

The three men argued endlessly, and finally decided to stay and do their best to see who could succeed at last.

Therefore, a monk chanting Buddhist scriptures recite scriptures, the monk tidies up the temple affairs, and the monk monk draws the line. Sure enough, the incense gradually flourishing, and the original Temple restored its past grandeur.

Because of my Buddhist scriptures, the Bodhisattva reveals itself. A monk said.

Because of my frequent management, the temple is well organized. B. monk said.

All because I urge the world to run, so there are many pilgrims. He said.

The three were arguing and not doing anything. Gradually, the grand monastery gradually disappeared.

What should we do in team building? What are the problems faced by team building? Why do teams always have problems?

It can't really operate efficiently. The following aspects deserve attention.

Phenomenon 1: mutual dismantling, no sense of cooperation

The reasons for mutual dismantling are nothing more than two kinds of interests and responsibilities. The interests are all drawn by everyone, but the responsibility is not. Some responsibilities are for everyone to bear. Some of the responsibilities are for themselves to bear. In this case, if problems arise, they are not trying to solve them, but mutual shuffling. The result is mutual dismantling, telling the other's various kinds of things, not having nothing to do with themselves. In the final analysis It is because the team lacks the sense of cooperation, and it is too clear to distinguish between the two sides of the Chu River and the two sides, rather than the comrades on the same front.

H dairy company's sales department and after-sales service department has seen this happen. The sales department has developed a large number of milk users in the community sales activities, and the milk of these milk users is delivered by the after sales service department. It is often the case that the sales staff promise to deliver their customers to the doorway for the purpose of making the milk Commission. The seven floor and the eighth floor do not consider the reality of the after-sale service department. In the latter part of the sale, if there is no vested interest, in order to ensure the vast majority of customers' milk delivery time, they simply forget the customers who live in high-rise buildings.

Customers did not receive the milk they ordered, and they had to complain. The result of the complaint was that the sales department and the after-sale Department mutually prevarication. The after-sale Department said that the seven floor and the eighth floor should add money, and how to send it without money? Only think of their own interests, do not consider their responsibilities, there is no sense of cooperation.

Phenomenon two: each has its own way. Weakening team Power

Each department is an organic part of the company. If all departments can not form a unified opinion, they can not use the same voice to face the market. They think they are the eldest of the company. They are going to deal with the problems coming from the market in their own way. This will not form a joint effort to weaken the strength of the whole marketing team.

In the early days of its establishment, H dairy company faced with the market impact of big brands such as Erie, Mengniu, Guangming and so on, and how to find a way out in the gap of the market. After investigation and study, it decided to set up the after sales service department with the community as the breakthrough point, cooperate with the sales department's community marketing department, ensure the freshness of dairy products through high-quality dairy products and close distribution, because consumers want to drink milk, if the price is reasonable, and can be easily consumed, they will be sent to their homes every day. Why not choose this product?

But in the process of implementing H, the two departments are in their own hands. The sales department thinks that I can catch customers, no matter how far or near, they must deliver milk. But the fact is that every milkman of the after-sale Department has a breast feeding radius. If he exceeds the radius of the milk, he can not provide timely quality service to his customers. In this case, the sales department will continue to open up the market and develop it to the after-sale department, and the after-sale department must consider whether it can provide quality services. The work that can not be completed under the current conditions will be delayed. Eventually, customers will not be able to receive fresh milk in time and complain.

The sales department takes charge of the sales department, does not consider the actual ability of the after-sale department, develops a large number of customers, and the customer loses after failing to get the proper service. After sales department does the follow-up service, due to the limited conditions, it can not serve the customers in time, and the customers are dissatisfied and lost. The final result is that customers complain about the company, and they no longer trust the company.

Phenomenon three: bookish. Process management Mere formality

With the development of China's marketing process, we only attach importance to the results, ignoring the process of gradual withdrawal from the stage of history with the standardized operation of transnational corporations. Domestic enterprises begin to pay attention to the process and approach advanced marketing methods. An important way to strengthen process management is to supervise and assess the marketing staff's work schedule, itinerary and performance through the form of form management, report management, and so on. The process is good, of course, the result is good. However, many domestic enterprises are unable to build a counter dog. They have become a bookholder. They have a large number of reports, reporting daily, formality, and not thinking about deep-seated market problems.

Since its establishment, H dairy company has hired a number of marketing personnel who have been mixed up in large companies as executives, and has been highly regarded by the company leaders. So we designed daily sales report, weekly report, ten day report and monthly report. At the same time, we have to pay daily marketing diary, visit road map, competitive product dynamic list, daily work plan and so on. Originally a newly established enterprise, it is important to build up sales according to the established marketing strategy, and then go on sale to survive. Only when they can survive can they develop. "Sales and market" once had a special article called "no brand sales," which is the way for small businesses to survive. So many forms are to be filled out, and the salesmen have sales tasks. The result is that the report has become a bookseller, and salesmen fill in the form just to cope with errands.

Phenomenon four: there are no standardized systems and policies.

The success of Shang Yang's reform lies in the fact that he must do what he says and must do so and get the trust of his subjects. As a marketing team, leaders must do the same. No rules, no Cheng Fangyuan, strong sales policy and standard system is a strong guarantee for the healthy development of the team. If the change is going on, it will not only affect the cohesiveness of the whole marketing team, but also lead to distrust of the dealers, even to the advantage of the company. As a result, the credibility of the system will decline, and the authority of the leaders will be challenged.

After the H dairy company has been running for a period of time, the vice president of the company's airborne marketing decides to establish a standardized sales policy and a standardized company system. All these are all right. But the problem is just after the introduction of these policies.

Fresh milk products have very strong timeliness and shelf life is only three days. In the early stage of product launch, they promise retailers that if sales can not be finished, they can be returned. After the sale of products is stable, with the sales staff's control of the market, they can basically understand the sales volume of each retailer every day. According to this situation, the company decides to cancel the return, unless the quality problem arises, otherwise, the salesperson will bear the responsibility on his own. Therefore, salespeople have to get sales information from retailers every day, how much is the approximate sales volume in second days, report to the production headquarters every night, quantitative production and reduce stock, this is a good method. After the introduction of the new sales policy, the sales staff were boycotted first, and his sales volume could not be reported too much, too much sales and endless losses, and too few reports would affect the sales task, resulting in a decrease in sales revenue. Then retailers began to have some ideas, sometimes the products were not enough to sell, sometimes they could not be sold, and they could not be sold or sold. The policy has just been implemented for several days, and it is considered that the policy needs to be abolished. After the abolition of the policy, there was a large number of returns. After that, the policy was repeated several times, and all departments were not satisfied. Vice president of marketing, because of the small policy of return and no return, became a policy of "Waterloo".

In fact, this matter is very simple, can be returned, but it is necessary to return the proportion of less sales staff and distributors to reward, gradually reduce returns, until the abolition.

Phenomenon five: labor is not welcome, there is no reasonable incentive measures.

Motivation is relative. The main purpose is to set an example and create a sense of pioneering and enterprising. If there is no reasonable incentive measures to let the employees do not get a reasonable return, it will affect the enthusiasm of the marketing team members. In team building, labor undesirable things happen frequently, which affect the team's growth and progress.

H dairy company always has the habit of early meeting. This is the beginning of a day's work, including singing division songs, doing morning exercises, meeting of departments, etc. This kind of invariable practice, the staff is boring, the leader also feels that does not have the goal which encourages the staff, therefore, seeks the opinion to the various departments of the company, changes the early meeting this kind of practice. A new staff member of the company's sales department has made a suggestion that every day a link will be added, that is, every department will elect a representative every week, give everyone a lead, lead a song, give you a motto (the purpose is to let the staff think) or a small humorous story (the purpose is to make the staff work happily). This idea is very simple and has been approved by the company. Then it will be implemented. In this case, cancel it! The result is that the new employees are not only rewarded, but also feel well off by their colleagues. The new employees feel wronged. The company says that the proposal has just been adopted and canceled. The reward is not. Colleagues do not recognize themselves. That is really annoying.

Mo-tse's team management

In the spring and Autumn period and the Warring States period, the ploughing column was the favorite pupil of Mo-tse, a great master, but he was always scolded by Mo-tse. On one occasion, Mo-tse reproached the ploughing column. The ploughing column felt that he was really very grieved, because in many of his disciples, everyone recognized that the ploughing column was the best person, but he was often criticized by Mo-tse for making him lose face. One day, the ploughing column asked Mo-tse indignantly: "teacher, is it so bad that I am so often criticized by your old people in such a large number of students?" after listening, Mo-tse was very angry: "suppose I am going to Taihang Mountain now. Do you think I should pull a cart with a good horse or a trailer with an old ox?" the ploughing column replied, "a stupid person knows that he needs to pull a cart with a good horse." Mo-tse asked again, "why not use the old ox?" the ploughing column replied, "the reason is very simple, because a good horse is enough to shoulder heavy responsibilities and is worth driving." Mo-tse said, "you answered nothing wrong. I often scold you because you can shoulder the heavy responsibilities, and it is worth teaching and correcting you again and again."

Team motivation is the eight way to win.

First goal incentive

The so-called goal motivation is to combine the goals of large, medium, small, and distant, middle and near, so that the staff can closely associate their actions with these goals at work. Goal motivation includes three stages: setting, implementing and checking goals. When making goals, we must pay attention to making feasible goals according to the actual business situation of the team. An inspiring and practical goal can inspire morale and motivate staff. On the contrary, those targets which are not expected or not to be expected and can not be achieved will have the opposite effect. The supervisor can make and assign business objectives and tasks to the team or individual for the year, half a year, quarter, month and day, and check them regularly so that they can work hard and fight hard for their respective goals.

Second strokes of data incentives

Using data to show results can be more convincing and convincing to motivate staff. We should conduct quantitative examinations on various indicators that can be quantitatively displayed, and formulate the results of publication and assessment. This will enable the staff members to have a clear gap and a sense of urgency to catch up. The supervisor can announce the progress of the team or individual in the monthly, quarterly, half a year, or after the completion of the business competition, and let the excellent people talk freely about the exhibition industry to share the experience so as to inspire the morale of all the subordinates.

The third act is to motivate leaders.

A successful life insurance team leader, the key to his success lies in the charisma of director 99% and the exercise of 1% rights. His subordinates can work hard for him sincerely, not because he has the right in his hands, but the power is not persuasive. Even if he is convinced, he will not be convinced. Most of the reason is that supervisors have good leadership behavior. Good leadership behavior can bring confidence and strength to the staff and motivate subordinates, so that they willingly go back to their goals without hesitation. As a supervisor, we should strengthen moral character, be strict with ourselves, be a person of the same mind, learn to promote and promote your goals, and master the methods and skills of communicating, praising and dealing with people.

Fourth recruit incentives

Reward is to affirm and reward people's behavior, so that this behavior can be consolidated and developed. Rewards are divided into material and spiritual rewards. In the absence of reward, people can only play their own ability of 10%-30%; in the material reward state, can play their own ability 50%-80%; in the spirit of the appropriate reward, can play 80%-100%, or even more than 100%. When the material reward reaches a certain level, the phenomenon of diminishing marginal effect will appear, and the incentive and incentive function from the spirit will be longer and stronger. Therefore, in formulating reward methods, we must combine the principle of material and spiritual reward. At the same time, we should constantly innovate and stimulate new stimuli and changes. Repeated stimulation will gradually attenuate. Reward over frequency and stimulation will also decrease. We should encourage the advanced through encouragement, encourage the backwardness, and arouse the enthusiasm of all the staff members.

Fifth strokes typical incentives

Set up typical personalities and examples in the team, often commend the good deeds of all sides, create typical exemplary effects, so that all subordinates can match the example, let them understand what ideas or behaviors they advocate or oppose, encourage their members to learn advanced, help advance, forge ahead, and unite upward. As a supervisor, we should find typical examples in time, summarize typical cases, and use typical models. For example, set up a tiger list, set up elite clubs, name the excellent employees, name a long-term incentive scheme, and give special holidays to outstanding people.

Sixth strokes solicitude encouragement

Understanding is the premise of caring. As a team leader, there are nine ways to understand a person, that is, to know the names, birthdays, birthplace, origin, family, experience, expertise, personality and performance of the staff member. "Nine counts" means that there are several conditions for the work status, housing condition, physical condition, learning situation, ideological and moral character, economic status, family members, hobbies and social interaction. I often mix with my staff and exchange thoughts and feelings, so as to enhance understanding and trust and sincerely help every member.

Seventh strokes collective honor incentive

By giving collective honor, the director trains collective consciousness and makes his staff proud of being able to be proud of such an excellent team, thus forming a force that consciously maintains collective honor. The supervisor should be good at discovering and mining the strengths of the team, and constantly instilling "we are the best" consciousness to the staff members, so that the staff members feel that their team is the "best" among all the similar teams. In the end, the staff will fight for honor. As a team leader, when formulating various management and reward systems, we should consider the formation of the collective consciousness and the formation of the resultant force of competition. For example, team competitions, competitions and so on. In this way, both collective honor and motivating staff can be cultivated.

Eighth strokes to support incentives

The supervisor should be good at supporting the creative suggestions of the staff members, and fully excavate the intelligence and intelligence of the staff members so that everyone can think and do all things. Supporting motivation includes respecting the personality, dignity and creative spirit of the staff, caring for the enthusiasm and creativity of subordinates, trusting the staff and letting the staff work boldly. When the staff members are confronted with difficulties, they take the initiative to solve problems for their staff members, increase their sense of security and trust, and assume responsibility when they are in error. When a team leader praising his accomplishments and his accomplishments to his superiors, his staff will be grateful, so that they can satisfy their desire to be recognized and their motivation will be more sufficient. Supporting motivation is not only a good way to employ people, but also a way to motivate staff. [