On business trip, see Ask questions and talk about my views on the team of excellence.
In my opinion, a great team needs to have three cores:
- There is consensus.
- Have combat power.
First, the team of excellence must first have a consensus
The consensus consists of three aspects:
a. There is a consensus on the goal: the goal should be large, but not empty. If there is a goal, there is a synergy. If there is no common goal in the team, and you can pull it under each other, you can't go anywhere. The goal should be big, and the team that sees the big goal in the eye can ignore the small contradiction. If the goal of a team is to earn 1 million, then the ultimate benefit of the team is how to divide this one million. No matter what management tools are used, management skills will not find a satisfactory distribution method. If a team's goal is to successfully go public, then even if the stock is not the most, it is worth fighting for. The target can't be empty, and the good-looking cake, if everyone knows that it is impossible to eat, there will be no incentive effect. Only when we can find a road from the starting point to the end point, the target is the target, the road can be changed, it can be iterated, and it can be upgraded, but there is really a way.
b. There is a consensus on the bottom line: no illegal, no evil. Take the risk of illegality, how much return can you get to be equal? A boss who does not trust the customer, will the commitment to the employee really be fulfilled? A team that relies on fraud and profit, how do team members trust each other? Teams without a bottom line are just gangs. If they don't even dare to trust each other, the internal transaction costs are higher than the outside, and it is difficult to win in high-intensity competition.
c. There is a consensus on collaboration: you can walk hand in hand and wave goodbye. There are goals, there is a bottom line, and they can be side by side. This is a fate, but not a bondage. In the collaboration, we can create value and walk together. When the goals are different, the ideas are different, the stages are different, and the needs are different, we can also be separated. Knowing how you create value in collaboration, you can also see your own deficiencies, and you need someone or the ability to complement each other. Ultimately, the team's success allows all members to share results, rather than sticking to roles and contributions, preventing team growth.
Second, the excellent team, followed by organization
The organization consists of three aspects:
a. The plan is clear. Consolidate resources, gather strength, and move toward the goal together. The plan is not for the same implementation, but to advance while summing up and starting from the iteration. There are plans to measure, can be measured to manage, and management can improve.
b. Clear division of labor. The division of labor produces efficiency. A person can only do 24 hours a day, but he can't make a few needles. But good collaboration and full play of comparative advantage can increase output by hundreds of times. The division of labor can determine the right to make the decision-making of the person with the most information, so that the person who hears the gun decides where to shoot. The division of labor can be blamed, and whether the plan is implemented as expected. If the implementation is not in place, which part of the person has a problem, whether it is a capacity problem or an attitude problem, how can the ability improve?
b. Value equivalence. The plan is clear, the division of labor is clear, and ultimately it is reflected in the value equivalence. Those who create more value in the team should get more returns. If the desperate people and the mixed people have the same return, then the team The last thing left is the hitchhiker.
Third, the excellent team, ultimately have to fight
Combat power is reflected in three aspects:
a. Pursuit of excellence. The strongest team is often composed of the strongest individuals. Our starting point may not be a big cattle expert, but along the way, we must be stronger and stronger. To be a product, we must be a product expert. If we are technical, we must be able to write a technical monograph. The first-class team can't accommodate third-rate members. Everyone needs to be tempered and refined.
b. Going against the water. Running a boat in a downwind and riding a straight road is not a skill. In the rising period of the enterprise, most of the time we are the inferior side of resources. How can we counterattack when the brand, capital and manpower are in a disadvantage? How can we turn over when the policy, environment, technology, and market are unfavorable? Teams must be resilient, able to withstand pressure, be creative, and find a way out.
c. Desperate. I have never led the goals of the times. I have never had an accurate and orderly plan. I have strong ability and high efficiency. The road is also step by step. Only dare to bet, the team that dares to desperate can get out of nothing. The road to the unicorn.