How To Build Excellent Team With Leadership

How to build an excellent team with leadership? Professor Wang Yue, a professor of management at the China Europe Business School, Professor Xin Rong, a vice president of Bayer leadership, shared their unique insights and practical experience with vice president of Greater China.

The foundation for enterprises to establish long-term talents strategy is excellent leadership. Leaders control resources, allocate resources, and lead new ideas. The whole enterprise talent strategy is closely related to the leaders of enterprises. Only when a good leader understands the law of talent development and is willing to try to employ people, can he create a truly valuable talent strategy.

Secondly, corporate culture is very important. If the enterprise can not achieve "people-oriented, respect for talent", talent in the enterprise can not get good soil, and eventually will leave.

Third, enterprises create excellent teams, involving three aspects. First choice, how to select your own needs. personnel In the shortage of talent market in China, we should take a differentiated view of team building. Because we are worried about brain drain and do not train him, competitors dig people and you dig people, which aggravates the shortage of talents in the industry. Enterprises should open their minds to help their employees grow.

For employees, wages are not the first demand. Enterprises should cultivate talents in a long-term perspective. Secondly, the reward is linked to performance management. The reward situation is multi-faceted, including not only material level, but also spiritual encouragement, recognition and better challenge. Finally, knowledge sharing is very important, why employees are willing to stay in enterprises, because he is handy in the team and has a lot of knowledge to share, helping employees. enterprise Contribute and help employees grow.

There are two different methodologies for solving the problem of people's minds: first, whether the top leaders are too arrogant, and whether their ideas can not keep up with the needs of the development of the company? Are middle-level cadres not enough to unite? How are the grass-roots employees and front-line managers?

　　 Private enterprise Growth is sometimes the process by which bosses change their own lives. First of all, he must admit that the factors and abilities of success in the past can not drive him to succeed. He must have the desire to change himself and promote the development and progress of enterprises. Second, his deep motivation to start a business is motivated not only by pursuing money, but by social responsibility and contribution. When he looks down on wealth and money and has the motive to contribute more to society, he enters a higher level. At this point, the desire to break through himself and change himself is stronger.

Second, from bottom to top, grass-roots employees find different practices, or occasionally discover new products, and drive enterprises to take some positive changes from bottom to top. It is also possible that the middle level leaders have pushed some changes in the region and pushed the upper levels to change.