How To Build The Core Team Of An Enterprise

To develop enterprises, we need to establish a stable and reliable core team, which is what we call "teamwork" at ordinary times. As an enterprise leader, building an excellent core team is your first priority and an important manifestation of leadership. Conversely, a strong core team can enhance the leadership of a company, and building a failed core team will quickly weaken your leadership.

　　 1, choose the core Team members

How to set up this team, the first thing that business leaders need to face is the selection of core team members. This is also the basic work of team building. From the source, there are two ways of internal training and external recruitment. However, whether you bring yourself in or out from outside, the core team members must have different levels and expertise so that members can learn from each other's strengths and complement each other and get the "1+1>2" effect. Just imagine, if everyone's expertise, ability and experience in a core team are similar, it means that the less important the whole team is in many other important places, the "short board" of the famous "barrel theory", which will never reach the maximum storage capacity.

In addition to expertise, ability and experience to complement each other, when selecting team members, we should also consider the stage of development of enterprises. Enterprises are in different stages of development, and the requirements for core team members are different. In the start-up period, the core members of the team are generally less, less than three or four, and more than ten people. At this time, students, friends, alumni or fellow countrymen who should be familiar with each other should be chosen. This can avoid the various conflicts or disputes between the core members because they are not familiar with each other, which is conducive to the rapid formation of the centripetal force and cohesion of the team. Like Shanghai Fuxing high tech group, one of the top three private enterprises in China, 5 of its entrepreneurial teams are graduated from Fudan University, and they know each other's roots. At the beginning of their entrepreneurship, they made a reasonable division of labor according to the characteristics of each member, forming a strong core team and creating a myth of nearly ten billion net assets in 10 years.

And when the enterprise develops to a certain stage, the core members can not be confined to the personnel in the start-up period, but should balance in the cultural background and knowledge structure, otherwise it will not only affect the development speed of the enterprises, but also may cause fatal problems for the long-term development of the enterprises. For example, if most of the core team members of an enterprise come from the same university or region, on the one hand, it is not conducive to attracting talents from other universities. On the other hand, it is easy to form unhealthy informal organizations or small interest groups within the enterprise, which brings many unfavorable factors to the decision-making and daily management of enterprises. What is even more frightening is that if one of the core members leaves the company, it is likely to trigger a "collective resignation" incident, and the core team of the enterprise is destroyed, which is likely to bring a devastating blow to the enterprise. For example, China's regional manager, personnel director, chief financial officer, channel director, agent director, after sales service director, and general managers of key regions such as Shanghai, Chengdu and Guangzhou all come from Taiwan. When the general manager was forced to resign due to poor performance, in less than 1 months, most of the directors or regional managers were gone with the former general manager, making the company's core team, which had been working hard for ten years, almost dispersed. Such a lesson is very painful, and the leaders of enterprises should take warning.

　 2. Establish Trust relationship

The correct selection of core team members is only the basis for team building. It is most important to ensure that these core members are able to go all the way to a place where they want to work, and to truly form a high-performance team. If team members are divided and suspicious, how can the team cooperate effectively? How is it possible to form an efficient, cohesive and fighting team? Therefore, as an enterprise leader, it is necessary to create an atmosphere of mutual trust within the team.

The atmosphere of mutual trust needs to be considered from two aspects: horizontal and vertical. In the horizontal aspect, team members can build mutual trust by strengthening communication, enhancing understanding and supporting each other's correct views. In the vertical aspect, as an enterprise leader, in addition to using these methods to enhance trust between core members, effective empowerment is also necessary. This is the best way to establish trust relationship between your subordinates and their subordinates.

From a leader's point of view, effective empowerment on the one hand can give your core team members the opportunity to exercise, develop their leadership skills in practice, on the other hand, they can give you more time and energy to concentrate on strategic decisions and other important issues. These two aspects are directly related to the long-term development of enterprises. From the perspective of team members, empowerment enables them to feel the trust of their leaders, and to further stimulate their inspiration and work enthusiasm and improve their work quality.

Empowerment is an art. It needs to pay attention to some methods, otherwise it may backfire, not only can not achieve the purpose of enhancing trust, but leads to unnecessary misunderstanding.

[1] should have clear and challenging goals when it is authorized. If the target is not clear or challenging, it will not only inspire the team members, but also make the team members feel that they are fully trusted. They will also make them feel at a loss, or even cause unnecessary misunderstanding. For example, if you say to a new product manager, "you are responsible for the promotion of A products this year, do well, and the company will give you a generous reward." Then he may be in a daze, do not know his direction, or even doubt whether you really trust him. For the same authorization, if you explicitly tell him: "you are responsible for the promotion of A products this year, if you can reach 30% market share in the country, the company will give you 500 thousand yuan reward." He may be proud of this challenging task and fully mobilize his potential.

[2] do not repeat authorization. You must not hesitate or be uncertain when you authorize, otherwise you will destroy the trust relationship between teams. Unfortunately, such arbitrary authorization often occurs in domestic enterprises. Before I worked in a software company, the general manager authorized the R & D department's travel expense audit to the R & D manager. In less than three months, the approval authority was recovered. The manager of the R & D department believed that the company did not trust him or even felt humiliated. He left the company on the third day of the examination and approval right. Of course, I do not take this example as an example of not being able to reclaim power after empowerment, but to warn leaders that you should consider clearly what might be brought before authorization. risk And make corresponding control measures, which may be more effective than authorized power recovery.

　　 3, effective use of conflicts

Although the team is trying to form a cooperative relationship among members, it does not mean that there is no disagreement in the team. In fact, conflicts on the team can happen at any time, some are dominant, some are recessive; some are constructive, some are destructive; some are cognitive, some are emotional; others may endanger the survival and some may not be worth mentioning. Facing the conflict in the core team of an enterprise, as an enterprise leader, we should correctly face it, analyze it and solve it, so as to clarify the team atmosphere and improve the overall performance of the team.

Different kinds of conflicts should be resolved by different leaders. We should try their best to avoid disruptive, emotional and endangering the survival of enterprises. Once we find this sign, we should cut the Gordian knot and kill it in the cradle. For constructive and cognitive conflicts, we should guide them appropriately, use conflicts to explore different opinions, and stimulate more creativity. Jack Welch, a former GE CEO, attached great importance to the positive role of constructive conflict and cognitive conflict. In his view, enterprises must oppose blind obedience. Every employee should have the freedom to express different opinions, put facts on the table for discussion, and respect different opinions. It is this constructive conflict that cultivates the unique corporate culture of General Company, enabling GE to achieve sustained and rapid development in the past more than 20 years.

existence conflict It may not be a bad thing. If there is no conflict in the team, it is absolutely terrible. If there is no conflict in your core team, everyone will be friendly and agree with each other on your or other members' motions. You can not hear any objection. Then, as a team leader, you must be careful. Wrigley chewing gum, executive William Williams, once said, "if two people's opinions are always consistent, one of them is not needed." By reasoning in this way, does it mean that you have actually become a "commander in chief"? At this point, you should thoroughly review your leadership ability. Is it a crisis of confidence? Is it a dictatorial way of leadership? Or is there a problem with the management system?