Three Skills of Sharing Team Management Experience
Team management skills 1. * * *' s vision is to build the leader of enterprise team spirit. Only with the vision of * * *, team members can know what they should do and achieve the goals of * * * and Qi Xin with one heart and one mind. First of all, the setting of vision should be practical. An impossible vision will not only make employees passionate about their work, but even dampen their enthusiasm. Secondly, the vision setting must follow the * * * common plan agreed by all. Only in this way can everyone have a positive attitude towards the vision and make everyone in the team willing to do their best to complete it.
Team management skills. An enterprise with good team spirit must have an excellent leader. A good team needs a good leader. The quality of the commander-in-chief largely determines the strength of the team's combat effectiveness. First of all, business leaders should have personal charm and personality charm; Secondly, leaders should have vision, courage and mind.
Team management skills. People with appropriate incentive mechanism are emotional animals, and they often have a negative attitude when they encounter things that are not satisfactory. If these negative attitudes are not properly guided, it will have a negative impact on their work and life. At this time, the most effective medicine is motivation. For personnel arrangements, we should follow the principle of "making the best of everyone" and make the most suitable arrangements for everyone; Try to meet the reasonable wishes of employees.
How do business managers manage a team?
First, increase the cohesion and centripetal force of the team. A team needs cohesion, otherwise it will be like a mess, and the boss will definitely fly into a rage when he sees the inside of the Third Ring Road.
Second, it needs strong execution. Where is the execution? That's the power of managers. If a manager's orders or orders are not answered, there will be no authority in the company, let alone implementation. What should I do at this time? Managers can use their own rights and political skills to operate, thus enhancing their authority.
Third, we need constant persuasion, constant communication and constant training. People are lazy. If there is no new information transmission for too long, people will become lazier. Therefore, continuous training is necessary.
Fourth, set a threshold mechanism to make a fair promotion opportunity. With a step, people will advance for their own goals, because this is a process of self-realization.
Fifth, the last elimination system, with clear rewards and punishments. Those with poor performance at the bottom can only be eliminated or transferred to other departments. Although this is cruel, society needs progress, lazy people will be eliminated, and champions should get what they deserve.
How to manage the post-90s employees in the company? Do you have any good experiences to share?
Turin Zebra: Managing "Post-90s" with "Post-90s Thinking"
Create a gas field after 90.
"Most of the post-90 s are only children, and they have stronger requirements for belonging and are more emotional." This is Wang Yuheng of Huayi Media's judgment on his company after 90. "If leaders are professional and good at communication, they will be more likely to recognize the company and leaders, and they will devote themselves to this job. At the same time, their obedience and creativity will be good. On the contrary, it will be more emotional and easy to leave. " This puts forward a requirement for management, that is, to establish a good communication mechanism. Many managers say that the planning case should be written in person, and there is no time to understand what the post-90 s employees are thinking. This is actually a misunderstanding. The company hires managers with high salaries to teach and lead new people. Managers must have this patience. Managers must study hard how to lead the team, instead of just emphasizing professional ability in business.
Differentiated flexible working system
Many employees of Huayi Company were born in the late 1980s and early 1990s. For the project, the policy is: as long as the performance is good and the work performance is good, the daily management can be flexible. If employees are particularly used to working at night, if they work overtime all night, they can have a day off the next day. If he works overtime until 2 am, he can come back to work the next morning 10 or 1 1. For these employees, attendance is not "one size fits all".
Although this policy is very popular with such employees, some employees in other positions such as administration really feel unbalanced. "How to balance the emotions of other positions in the company" is a big problem. Administrative posts need to go to work on time, and the working hours are relatively fixed. "These situations should be made clear to newcomers when they join the company. In addition, we also give them some convenience when they are on vacation. For example, we can take a long vacation with annual leave, holidays and weekends. " The manager thinks that considering the nature of the company's business, it is impossible for project personnel to take a continuous vacation 10 days, but administrative personnel can enjoy this preferential treatment.
Good treatment of cultivating backbone
Young people want to see how other companies are doing, and it is normal to try more.
In favor of giving employees higher wages and benefits. In addition to the basic salary, employees of the company should also arrange some lecturers with good performance, so that he can also get the income from lecture fees, which is relatively high. In addition, we should also strive for the cooperation unit to give this person a certificate, share it on the website, create a platform to promote employees, and try to retain more people. "
Now many interns and junior positions in the company are post-90s employees. In order to cultivate the business backbones of the post-90s generation, the company has designated the "Future Star" plan, that is, selecting 10 business backbones every year, focusing on cultivating their business and management capabilities.
Interested employees should register themselves first, then be recommended by the supervisor, and then answer their professional ability, corporate cultural identity and management knowledge. After we judged that he had training potential, we signed a formal legal document with him, that is, a long-term labor contract, and his salary rose by 40% to 60% at once. The annual training fee is stipulated.
The company needs tolerance.
These young employees are sometimes willful, so the company must be tolerant and consider problems with their ideas.
I once met a young graduate who did an excellent job. At that time, he was working in the company to promote a Fiat car in Italy, and the customers were very satisfied with him. But after working for half a year, he suddenly resigned because he was going to travel to Tibet. "After the exchange, I agreed to his resignation! Later, I thought, I really didn't have the courage to do such a thing when I was 25 years old, but they did. "
The "exclusive secret" of managing post-90 s employees is worth learning;
First, how to achieve mutual trust and love?
You should play with them first, because if you don't go deep into the post-90s generation and have fun with them, you won't know what they think. I talked to each of them about three main topics: why did you join this job, what you learned here, and what you need to improve. It is because I often mix with them that it is very important to know the company's grassroots sales staff very well. We also have a "confirmation selection meeting" inside. Usually, whether a new employee can become a regular employee is decided by the department leader and the boss, while we decide it through regular selection meetings. Why are you doing this? Because it may be difficult for a person to form a cooperative atmosphere with the team if it is decided by the department head and boss, we let his partner decide whether he can become a regular employee, which is of great benefit to building a team of mutual trust and love. Therefore, there will also be a situation in which a person valued by the boss is voted against.
Second, learn to look for "gold" and enlarge it.
Third, everyone has a unique value, and trust and tolerance will enable them to exert their greatest potential and the brilliance of human nature.
Now many bosses are too sophisticated: when a person can bring me value, I please him (her) myself, and when this person has the idea of changing jobs, I vilify him. In fact, you really shouldn't treat employees as fools. Even if they were born in 1995, they are much smarter than you. You should realize ideologically that everyone has his (her) unique value and he (she) can make a difference. Then, you should spread this idea among employees, and everyone will feel that they have room for development in the company, and then your team will naturally be stable.
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Sales team management skills
The construction and management of the sales team is as important as the leader of the team. Without management, there is no leader to restrict the management of a team. Usually, the biggest problem of such a team is inefficiency, disharmony and disunity among teams, and it is difficult to improve performance. Especially the sales team, if a sales team is well managed, it will get twice the result with half the effort! Next, I will list the experiences of several management teams to give you some reference on how to manage the sales team well, and what technologies and problems should be paid attention to in managing the sales team.
First, create a good sales team atmosphere.
Marketing or sales is a passionate cause, how can a sales team not have a vibrant and enthusiastic atmosphere! This requires the administrator to do the following:
(1) Team player.
If you want to mobilize the atmosphere of a sales team, the premise is to have team spirit. Then the administrator should lead by example, * * * with perseverance, rather than death, let the members of the sales team realize that the team is about harmony, the difficulty is not a person's business, and success is often the result of everyone's strength!
(2) communicate with each other more.
Interview every sales team member regularly, at least twice a month, preferably once a week. Often an excellent sales team has strong communication skills among sales team members, and it is best to let members ask questions or suggestions in the meeting. It is necessary to establish a sense of belonging of each member to the team and fully mobilize their subjective initiative. Administrators should also know the situation of each member. Know what tasks A members are suitable for assignment and what aspects B members are excellent!
(3) Appropriate encouragement and criticism
Encourage subordinates to think independently, for example, when the sales team members put forward questions or suggestions during the meeting, they should seriously think about it and encourage this idea appropriately; On the contrary, it is best to do ideological work alone for members who behave badly or are irresponsible, and find out the problems of members in time and point them out.
Second, let the sales team have clear goals.
Set challenging sales team goals. I'm not talking about challenging your opponent here, because your biggest enemy is yourself! The "goal" here refers to establishing a consistent and clear team development goal.
First, select competitors' products in the market, find out the end customers of enterprise products through various surveys and comparisons among business sales team members, and then combine the advantages of their own enterprise products to set the ultimate goal of team sales. The leadership itself must first have a clear direction and can clearly describe it to each member. Second, every member should have empathy and a certain overall situation. Next, it is best to let the members ask questions or opinions.
Third, team members should be allocated reasonably.
After determining the detailed workflow, the next step is a reasonable division of labor. When the distribution of personnel is reasonable, we can quickly give full play to the wisdom of each member and have collective wisdom.
The premise is to understand the characteristics of each member. For example, if a member is more careful, it is more suitable for careful work, or if b member has strong language ability, it is suitable for sales. The advantage of managing the sales team in this way is to tap the outstanding advantages of each member. For members themselves, doing work that they have advantages or like will make them more passionate and confident! Then properly train the league members, it can be said that the talents will soon take shape!
Fourth, planning team assessment and summary standards.
As the administrator here, sometimes these problems are the biggest headache for me. I don't know whether the assigned employees did it or how they did it. It is not easy to find problems in the evaluation. Besides, it is impossible for a commercial marketing team to ask them how they are doing every day. Later, I searched the Internet for a management software, and what I downloaded here was a good pen (sales management software). Because we are a sales team, we sometimes use it to record customers or follow up customers. At the same time, it also solves the problem of managing employees.
(1) Plan on time
The success or failure of a thing sometimes depends on the plan. As a sales team, we must pay attention to planning, and details determine success or failure. At the meeting, the working objectives of the sales team are set, and the tasks of each member are assigned and planned. So as an administrator, I will ask members to submit their work plans to the written software every morning, and I can check the members' work plans on the written software as soon as I arrive at the company. You can also let the members upload their work notes or work content documents to a good pen, which is also convenient for viewing during the assessment.
(2) Evaluation summary
Similarly, I will take time to check the work notes handed in by employees with good pens every week, and I will also ask them to make a summary of the day's work under the plan, such as what they plan to do and the completion. In this way, every time we sum up, we will know what problems employees have, and then we will have a meeting to discuss how to correct these problems!
In short, in order to manage the sales team well, tools, standard system and humanistic care are indispensable. How to manage the sales team well still requires managers to combine these sales team management skills, sum up their own set of methods, and be a distinctive sales team manager.
Secrets of team management 16 words
1, clear objectives
A clear goal has two meanings: first, the goal of the team should be very clear; Second, the performance goals set for employees should be very clear and quantitative.
For example, there is a saying in the security industry that security work seems to be unquantifiable. We will do many things, but when the attack will happen is still elusive. Now it seems that security work can still be quantified, and we must be responsible for the final result → vulnerabilities and security incidents →. With these key indicators, we have the motivation to make all products, solutions, operating systems and technological innovations.
All work must have the most critical place and must be quantifiable. If you can't quantify it, it means it's not critical enough, you haven't grasped the key point, or you haven't thought clearly. More learning content pays attention to Fengrenyuan.
Many people's goals are qualitative rather than quantitative. For example, the goal is "what did you do", and there is no quantitative assessment standard. There is something wrong with this kind of work, either there is enough water to get away with it, or it is busy in the wrong direction and finally does not solve the problem. The biggest harm to the employee is that he can't prove that his performance is better than others in the end.
In fact, a simple question can tell whether an employee's performance goal setting is clear: Do employees know what they have done, and they will definitely get "beyond expectations" evaluation or promotion? If you can't answer, it means that the employee's performance goals are not clearly set.
Without a clear goal, the strength of the team may not be able to make the right direction. This is the first thing that managers need to do to lead the team.
2. Clear responsibilities
Clear responsibility means clear responsibility to people and "accountability system".
Everyone must be responsible for everything, and there can be no gray areas. This accountability must have a focus, not two people, only one person. This is not to say that each KPI can only have one person's back. In practical work, it is common for many people to recite a KPI, especially after the goal decomposition. What is said here is that one person must take the overall responsibility in the end. If you want to kill your head, you will kill him first.
How to set up the organizational structure is very particular, and the most important purpose is to establish an "accountability system". If you attach great importance to one thing, it should be reflected in the organizational structure, with a separate department and a clear reporting relationship. This is the real concern.
A clear responsibility is to find someone who can "behead" everything. If you can't find it, the responsibility is not clear enough.
3. Clear rewards and punishments
When the responsibility is clear, it is followed by "clear rewards and punishments", and the person who should be killed should be able to kill.
Don't think that rewards and punishments are easy to do, but they will be difficult for most people. A qualified manager should at least drive past employees.
It's bad behavior to defend your mistakes. The consequence of justifying a fault is to distinguish right from wrong, which will make employees see that the company's system is unfair and cronyism. Therefore, even people who are close to each other will never be soft when it is time to kill (if you are a brother who has been in trouble with you for many years, is it difficult to start? )。 On the other hand, even people who don't like it at ordinary times will be rewarded as long as they really make achievements. The system that can do this must be transparent and based on "clear goals" and "clear responsibilities". It is clear at a glance who did well and who didn't. For more learning content, please pay attention to Fengren Garden.
A mature company should not have the saying that "efforts should be valued rather than credit", and everything should be result-oriented. Similarly, don't start a small gang, don't talk about "who's who's who", and don't talk about friendship at work. Being a company is not to make people happy, but to do things well.
4. Beyond Bole
"Beyond Bole" is to cultivate talents and help them grow.
Things are made by people. Without people, you can't do anything big. So put "beyond Bole" in the last sentence of 16.
Everyone should have heard of Steve Jobs' statement about "only recruiting first-class talents", and everyone understands this truth. The first-class talents are all here, what else can't be done? However, being able to attract first-class talents is itself the embodiment of management ability. Many times, first-class talents can't just be attracted by salary. First-class talents can get high salaries wherever they go.
An old friend told me that what he admired most was that I could attract a group of the best people to the team at different times and asked me how I did it.
"First of all, you have to have a big dream, and then let others believe it." This is the only answer I can think of. Managers should be good at being bole, know how to make good use of people and put the right people in the right position. The blood of the team should be flowing, not static. In the course "How to Become an Excellent Manager", Liu Yong, a teacher from Fengren College, said that to change from an ordinary manager to an excellent manager, you have to go through three barriers: values, skills and time allocation, and at the same time, you have to improve your professional ability and personality charm, and you have a strong sense of professionalism!
For managers, we should be good at using "management lever" to train subordinates who report directly, so that they can be independent rather than exhausted. A manager who works hard must not be a successful manager.
"Clear goal, clear responsibility, clear rewards and punishments, surpassing Bole" is the most basic quality that managers need, and then talk about business ability. If some entrepreneurs can understand and do this from the beginning, the success rate of starting a business may be much greater.