1. How to manage a team

How to manage a team How to manage a team?

To manage a team well, you must first manage yourself well. To become an excellent team manager, you must do the best in all aspects and be a role model for the team. Put your excellent work style into practice. Bring it to the team and influence every team member. You must have a broad mind and impress every member with sincerity.

Second, we must establish good training in the team, and teach the company's culture and work skills, as well as their own specialty work skills, to every member of the team in actual work. You must know that If you want a sharp knife, you must first sharpen it. Rich corporate culture and knowledge and skills training are also the best ways to retain team members.

Third, cultivate a good and rigorous work style in the team and make every member understand that they come to the company to work, not to play.

Fourth, humane Management and work are rigorous, but there must be a humane relationship between managers and members. Managers must think about problems from the members' standpoints, how to coordinate members' work emotions, and establish a good relationship between upper and lower levels. Interpersonal relationships make members feel that the team is warm.

Fifth, each member must understand the goals of the team's work and master how to accomplish the work goals efficiently.

Sixth, be the behind-the-scenes commander of the team. Members will definitely encounter various problems that they cannot cope with at work. As a manager, his most important responsibility is to do a good job of commanding. Establish good communication with members, and cultivate the working habit of timely reporting and communicating any problems that arise during work. Managers can give employees who have problems the best way to solve problems through personal work experience and communication with superiors. method until the work problem is solved.

Seventh, coordinate the relationship between the upper management and communicate the tasks and ideas of the upper management to each member, so that the team can achieve good coordination from top to bottom, achieve goals, and successfully complete the company's goals.

How to manage a team well?

First of all, you must manage yourself well, become a manager of an excellent team, lead by example, learn to listen, and keep learning.

1) Create an atmosphere of effective communication, be good at motivating, and have appeal.

2) Cultivate a good and rigorous work style in the team and let every member understand that this is work.

3) Each member must understand the goals of the team's work, and the goals should be quantified and detailed. (Master how to accomplish work goals efficiently)

4) Learn to delegate, but control appropriately. (Reasonable division of labor and everyone making the best use of their talents)

5) Be open to accepting differences, making use of people’s strengths, and have the courage to accept suggestions and different voices.

6) Humanized management, the work is rigorous, but there must be a humane relationship between managers and members. Managers must learn to think from other people’s perspective, coordinate the work emotions among members, and Establish good interpersonal relationships between upper and lower levels so that members feel that the team is warm.

Give full play to personal abilities and charm, cultivate and possess team spirit.

Some borrowed from it.

How to manage a team?

1. Captain>Leadership

No matter what, any organizational model needs to have a leadership core. The difference between leadership and being led is that leadership can create a good working environment and lead everyone to success. The requirements for selecting the core leadership of the marketing team are stricter, because the work and leadership style of the core team will determine the direction of team building. In addition, in the management of the marketing team, much of it reflects cooperative and coordinated management rather than administrative management. Therefore, marketing team leaders need good coordination and management capabilities, business capabilities, and team building awareness. In actual work, there are many business managers with outstanding performance. They are busy every day. Their performance may be improved, but their subordinates do not know how to carry out the work. They even regard completing sales reports as their main task. In this way, the strength of the team is not obtained. play. When the leader is transferred, it is difficult for the team to find a suitable replacement. In another situation, the regional manager is busy with various headquarters reports and meetings every day, rarely participates in business work, does not provide good guidance and supervision to the work of his subordinates, and team building is not implemented. How should the core of the marketing team build the team? I think we can start from the following three aspects:

1. Establish core image and prestige

Obviously, the regional market leader appointed by the company is the core leadership of the team. The basis for appointment is the person's historical performance, which can also be understood as his business ability. With performance and capabilities, the next step is to sublimate performance and capabilities into prestige. Pass on your work experience to your staff, especially those new to the business. If your subordinate treats you as a coach, he has no reason not to respect and accept your guidance. In sales work, customers often complain about salespeople. This may be because the work is not done properly, or the customer is unreasonable. This is a good time to establish your authority and take on the forgivable mistakes of your people and the complaints of your customers.

But in actual work, when receiving complaints from customers, many regional leaders will blame their subordinates based on the customer's complaints without thinking. This is very wrong. Taking on more responsibilities at work will help you establish your authority.

2. Create a good communication environment

There is no doubt about the power of communication. If you have opinions or conflicts, if you don't speak them out, you will accumulate grudges; if problems arise and you blame each other, bigger problems may arise. These are all manifestations of insufficient communication. I have always believed that solutions to problems must exist if everyone has sufficient communication and cooperation. Why do communication barriers occur? I think there are several reasons: A. The leadership core is bureaucratic, arbitrary in doing things, and thinks that it is always right. This situation generally occurs in core leaders with relatively strong business capabilities. The specific manifestation is the name that team members call the leader. If there are only 5 people in the team, what members call the leader is "manager", "director", etc. I'm sure the communication in this team is not very smooth. Calling each other "leader" and "boss" is the next best thing. It's best to call each other by name. I have an example that everyone is familiar with. Yang Yuanqing, the CEO of "Lenovo", in order to better communicate with the employees of "Lenovo", asked every employee not to call him the boss, but to call him by his first name "Yuanqing". You can imagine how smooth the communication between "Lenovo" will be. Of course, I don’t require that every team must be like this. You can decide this title based on your company’s corporate culture and working style. B. Establish a communication platform. Generally, sales work has many regular meetings, and good communication can be carried out through such meetings. I suggest that in sales meetings, you should not only look for problems in the market, but also provide more praise and affirmation. In addition, you can also set a time each month to communicate individually. Listen to your team members’ ideas. C. More collective activities. Many foreign companies have done a good job in this regard. On the one hand, it can strengthen employees' sense of belonging, and on the other hand, it can deepen mutual understanding. This is also an important part of team culture building.

3. Reasonable division of labor and everyone using their talents

There is a popular saying in the marketing industry; there are only excellent teams, but no outstanding individuals. My understanding is: in an excellent team, everyone is excellent. After more than 20 years of market economy, many industries have entered the era of relative brand consumption, which means that marketing work mainly involves intensive cultivation in the terminal market - diligence. In terms of large-scale marketing planning, there are work guidelines from the marketing senior management of the company headquarters. This is also a sign that marketing has entered the era of "institutional model" from the "marketing hero" era. In this case, the daily work of the team leader is to plan, guide and supervise the sales tasks in the regional market. But it is not easy to unleash the potential of each team member to the level of teamwork. Generally speaking, regional segmentation operations and category classification are two popular division of labor models at present. However, this cannot give full play to personal characteristics. The best way is to "vertical and horizontal division of labor", that is, on the basis of regional segmentation and category classification, cross-regional and cross-category cooperation is carried out based on personal business expertise. For example, on-site promotions and customers

How can you manage a team well?

In fact, looking at complex things, the solution is actually very simple. What seems to be a simple thing is actually very complicated. Your matter is a seemingly complicated thing, but in fact it is very simple to solve.

First of all, your own questions:

First, if you are the leader of these four teams, you should be able to control these four teams. In management studies It's called dominance.

Second, when you have dominance, you have to take responsibility for the four teams. This is called responsibility.

Third, when you have dominance and responsibility, With perfect unity, you can dominate, demand, and coordinate the four teams.

Secondly, your own abilities

When controlling these four teams, especially the marketing team, you must have certain interests as a link for teamwork. Establish a four-group marketing system centered on you, rather than four "independent groups"

Furthermore, the loyalty of the four team leaders to you

In fact, if these are not It's very complicated to get started, but it's very simple once you figure it out. Regarding management of these things, it is best to figure it out yourself. Reference books sometimes make you unable to find yourself, thereby losing the essence of management. I hope you succeed, my QQ12464731

How to manage a team well?

First of all, you must manage yourself well, become a manager of an excellent team, lead by example, learn to listen, and keep learning.

1) Create an atmosphere of effective communication, be good at motivating, and have appeal. 2) Cultivate a good and rigorous work style in the team and let every member understand that this is work.

3) Each member must understand the goals of the team's work, and the goals should be quantified and detailed. (Master how to accomplish work goals efficiently) 4) Learn to delegate, but control appropriately.

(Reasonable division of labor and each using his or her talents) 5) Be open to accepting differences, making use of people’s strengths, and have the courage to accept suggestions and different voices.

6) Humanized management, the work is rigorous, but the relationship between managers and members must be humane. Managers must learn to put themselves in others' shoes, coordinate the work emotions among members, and establish good interpersonal relationships between upper and lower levels. , let members feel that the team is warm.

Give full play to personal abilities and charm, cultivate and possess team spirit. Some are borrowed from.

How to manage a team well?

"He who wins the hearts of the people wins the world" is a famous saying in Chinese Confucian classics. Starting from the Confucian spirit, to understand modern enterprise management is that "enterprise management is essentially about managing people's hearts." Starting from respecting human nature, taking human needs as the basis, and aiming at the mutual growth of teams and individuals, we have established a systematic management model that focuses on human characteristics.

Managing a team is a human job, a job that touches people’s hearts. The era of personal heroism is over, and now companies need more excellent managers and better teams. Each team member has his own personality and characteristics. To maximize the team's strength, the most important thing is to unite their hearts and move towards the same goal. To manage is to lead a team, and to lead a team is to lead people's hearts.

Everyone is created equal

Managers and employees are all of the same nature and have the same purpose. Do princes and generals like Xiang Ning have the guts? All people are created equal, there are no born leaders and there are no born subordinates. Leadership is more of a result of grassroots training and continuous improvement. Therefore, be equal-minded. Don't be arrogant in front of employees. Use your own mentality as an employee to sense the mood of team members and find their voice. Build mutual trust and make it the core cohesion of the team.

Leadership Responsibility

Bill? Gates said, "People may not be great, but they must not be irresponsible." The level of NLP understanding tells us that everyone often gives themselves an identity when thinking about problems and handling things. "Who am I?" "What is my mission?" And responsibility is the concrete expression of identity.

As a team leader, he has rights that are higher than those of ordinary employees, and he also needs to bear responsibilities that are higher than those of ordinary employees. Team leaders not only need to be responsible for themselves, but also need to be responsible for team members. Only when leading cadres have a strong sense of responsibility can they dare to assume team responsibilities, do a good job with due diligence, and work hard to achieve organizational goals. A selfless sense of responsibility is a powerful internal driving force for leading cadres to lead their teams.

Take care of your own heart

To manage cadres, you need to be strict with yourself and lenient in treating others, so that you can truly convince others. Only by taking care of your own heart can you ask others to do so. Use your own actions to inspire team members to unite and make progress together. The real team fighting strength comes from sharing the joys and sorrows, and leaders and managers working harder for the same goals.

As NLP says, everyone has an emotional bank. Only when the savings in the emotional bank are sufficient can employees surround the leader closely. Leading a team means leading people's hearts, and winning or losing depends on the direction of people's hearts. To win in the hearts of the people, a good and convincing leader can lead a team with cohesion, competitiveness and combat effectiveness, so that the team can continue to grow and develop and achieve corporate goals.

As a manager, how should you manage a team or an entire company?

Six major abilities that managers should possess: 1. Communication skills.

In order to understand the status of employee interaction within the organization and listen to the voices of employees, a manager needs to have good communication skills, among which "being good at listening" is the most important. Only in this way will subordinates not be distracted or afraid to make constructive suggestions and demands. Managers can also know whether their communication skills are successful through their subordinates' sense of identity, understanding and enthusiasm.

2. Coordination ability. Managers should be able to be keenly aware of the emotions of their subordinates and establish channels for communication and venting. They should not wait until antagonism deepens and conflicts expand before rushing to deal with and resolve them.

In addition, managers must resolutely resolve serious conflicts or contradictory incidents that may amplify the opposition. Even when the situation is unclear and right and wrong are unclear, measures to cool down should be taken immediately, and after understanding the situation, conflicts should be resolved immediately with appropriate and effective strategies.

As long as we grasp the first-mover and initiative to eliminate contradictions, any form of opposition can be easily resolved. 3. Planning and integration capabilities.

The planning ability of managers is not focused on short-term strategic planning, but on the formulation of long-term plans. In other words, excellent managers must be foresighted and foresighted. They must not be blind-sighted and only see the present but not the future. They must also let employees understand the company's vision in a timely manner so as not to cause employees to lose their way.

Especially when making decisions and planning, it is necessary to properly utilize the integration ability, effectively utilize the wisdom of subordinates and existing resources, and avoid waste of manpower. 4. Decision-making and execution capabilities.

In the democratic era, although there are many things that are appropriate for collective decision-making, managers still often have to make independent decisions, including allocating work, coordinating manpower, resolving employee disputes, etc., which often test managers decision-making ability. 5. Training ability.

Managers must be eager to have a strong work team. Therefore, cultivating outstanding talents has become an important task for managers. 6. Ability to control.

There is a saying that goes like this: "A leader will not build a business, but he will build an organization to build the business." According to this statement, the prerequisite for being a manager is You must have the ability to build a team in order to further build the enterprise.

However, no matter how complex and changeable a manager’s role is, winning the trust of employees is the primary condition. The management skills that managers need to possess mainly include: 1. Technical skills Technical skills refer to the understanding and proficiency of a particular activity-especially activities that include methods, processes, procedures or technologies.

It includes specialized knowledge, analytical skills within a profession, and the ability to flexibly apply the tools and techniques of that profession. Technical skills are primarily work involving “things” (processes or tangible objects).

2. Personnel skills Personnel skills refer to the administrative ability of a person to work effectively as a group member and to establish cooperative efforts in the group he leads, that is, collaborative spirit and teamwork Spirit, the ability to create a good atmosphere so that employees can express their personal opinions freely and without fear. Managers' personnel skills refer to the leadership, motivation and communication skills that managers should possess to achieve organizational goals.

3. Ideological skills Ideological skills include: "The ability to see the enterprise as a whole, including identifying the various interdependent functions in an organization, how changes in one part can affect all other parts, And then affect the relationship between individual enterprises and industry, communities, and the country's political, social and economic forces as a whole. "That is, the ability to overview the overall situation, determine important factors and understand the relationship between these factors.

4. Design skills Design skills refer to the ability to solve problems in various ways that are beneficial to the interests of the organization. In particular, senior managers must not only find problems, but also have the ability to find problems like a good designer. The ability to come up with practical solutions to a problem. If managers can only see the existence of the problem and are just "people who see the problem," they are unqualified managers.

Managers must also have the ability to find workable solutions based on the current situation they face. The relative importance of these skills differs for managers at different levels of management.

The importance of technical skills and personnel skills gradually decreases from low to high according to the organizational level of the manager, while the opposite is true for ideological skills and design skills. For lower-level managers, having technical skills is the most important, and having personnel skills is also very helpful in frequent interactions with lower-level managers.

When a manager develops from the bottom to the middle and senior levels in an organization, as the number and frequency of direct contact with subordinates decreases, the importance of personnel skills also gradually decreases. In other words, for middle-level managers, the requirements for technical skills have dropped, while the requirements for ideological skills have increased, while having personnel skills is still important.

But for senior managers, ideological skills and design skills are particularly important, while the requirements for technical skills and personnel skills are relatively low. Of course, the connection between this kind of management skills and organizational level is not absolute, and some factors such as the size of the organization will also have a certain impact on this.

96 criteria for refining the qualities of excellent managers 1. Basic spirit 1. Rationalize everything as a goal 2. Dedicated and dedicated spirit 3. Have a sense of quality and numbers 4. Good at time management and have a sense of time 5. Get to the bottom of things, the spirit of excellence, good is better 6. Overall planning, cost-effectiveness, humane management, ABC principles 7. Agree with the company's business philosophy, correct ambitions, ideals and direction 8. Start from the basics, not afraid of hardship , it’s not good to be too ambitious 9. Do what others can’t or don’t want to do, but do it well 10. Before asking how much I can get, ask what I can do for the company 11. Remuneration is a by-product of work performance: first-class talents create first-class profits , only first-class profits will lead to first-class treatment 12. Proactive attitude 13. Loyalty and sense of responsibility 14. Be principled and focused 15. Employment must be fulfilling, regardless of position 16. Always have a grateful heart 2 , Regarding work 17. Recognize goals clearly and implement target management 18. Do a good job in independent management and inspection 19. Standardize work and institutionalize management 20. Analysis of job hours and rationalization of personnel 21. Have innovation and breakthroughs 22. Be assertive and decisive twenty three. ..

How to manage a team well How to manage a team well How to lead a team

How to manage a team well

First, lead by example

First of all, in order to manage a team well, you must first be able to manage yourself well. To become an excellent manager, you must first do well yourself. As a role model for the team, you must bring your own good style to the work of the team. Influence the members of the entire team, impress every member with sincerity, and promote tacit understanding of cooperation among the team.

Second, establish training and communication work

It is necessary to establish training and communication work in the team, and pass on excellent team culture and work skills to every teammate during cooperation! Rich team culture and work skills training is also the best way for team members to maximize their personal abilities at work. Only in this way can combat effectiveness be improved, which is the ultimate goal of teamwork.

Third, cultivate a rigorous work style

We must cultivate a rigorous work style at work and make everyone behave correctly. Teamwork requires everyone’s joint efforts, not just Come to play and be lazy. The purpose of forming a team is to use your personal strengths to make the team flourish.

Fourth, humanized management

The team is cooperative and the work is rigorous, but managers and members must be treated humanely. Managers should think from a different perspective. Think about problems from the standpoint of members and how to better coordinate the relationship with members to establish a good relationship between the upper and lower levels. Views and opinions must be treated objectively when discussing. What I say cannot necessarily be right, but what I say must be the best.

Fifth, clear goals

Let each member clarify his goals, master work skills for his own work, and know how to improve efficiency and achieve work goals.

How to manage a team well?

Elements of team management

1. Consistency of goals means unity of thought

People who have no goals are those who help others achieve their goals. Those who do not prepare are those who are preparing to fail; those who do not plan are those who are planning to fail. As long as the parties involved are not unified in their thinking, their consciousness cannot keep up (they are not proactive and do not want to do it), and their assessment is not in place. No matter how good the measures are, they cannot be implemented well. "Ideological unity" is not only a slogan, but also a guarantee not to shrink back or hesitate when encountering problems, and is the greatest guarantee to improve execution capabilities. Therefore, if you want to lead a team well, you must first closely integrate the department goals with the company (organization) goals and feasibly implement them to each member of the team. That is, the work of all employees at Ruichi must be centered around the daily production capacity of exceeding 500 units. (qualified products), with the central goal of producing 460 million yuan for the whole year, we can decompose our work and execute it without any doubt. Managers at all levels must decompose, publicize, inspect, and deal with it at all levels. Only in this way can we form a synergy. , only in this way can everyone's energy and enthusiasm be concentrated together to move forward together. A team without a goal can only be a group of stragglers, and management without a goal is like "the old monk can just muddle along!"

2. Stimulate people's potential

1. Be good at respecting others and doing things you don't want to do. If you want, don’t do it to others. Managers must learn to respect your subordinates, help them enthusiastically, offer your praise, and take the initiative to care about the work and life of your subordinates. For example, call for birthdays of subordinates (form an institutionalized system) and all team members will take the initiative to send blessing cards or other gifts. , so that everyone in the team can feel the existence of belonging and love... 2. Be good at listening. Managers should always listen carefully to the opinions and ideas of their subordinates and be good at positive guidance. They should make friends with their subordinates and understand their opinions on the future through communication. Plan for personal development, do your best to meet their needs, listen to the frustrations of subordinates, be a target for venting, take the initiative to comfort and enlighten subordinates when they feel uncertain about their work and future, and help them eliminate worries and pressure...; 3. Be good at delegation. Managers should give subordinates the ability and authority to do things and be responsible for the results under clear goal requirements. However, delegation should pay attention to monitoring. When subordinates' professional knowledge and business capabilities are insufficient, they should teach by words and deeds to improve their operations and performance. The ability to manage the market... 4. Be good at motivating. Incentive is power. Incentive can induce profit or fear harm, but the most powerful incentive is to change the mentality. The key to a person's continuous growth is metamorphosis. (Always adjust your mentality and change your negative state). Be result-oriented, focus on facts, and be good at guiding subordinates to focus their thoughts and attention on bright prospects (results). 5. Set a benchmark. The quality and abilities of members in a team are uneven. Managers should not only help the "short board" members with weak abilities and poor performance to improve the performance of the entire team, but also pay attention to cultivating work performance, learning awareness and other aspects. Subordinates with outstanding overall performance will set them as benchmarks, and their outstanding performance and successful experiences will be introduced and promoted in regular meetings to drive better morale of the entire team. 6. Create a learning atmosphere. The most important thing in learning is to calm down and get rid of impetuosity. If a person can never calm down, how can he be wise? Decisions made when people are anxious are often wrong.

A leader who is unwilling to grow has no future. *** Such a great person asked his secretary to study in the last 24 hours after he passed away. He spent the last 24 hours studying. *** said that he will live until he is old. , learn from old age, be "new every day, new every day, new every day", and be a new citizen.

3. Stimulate the potential of the team

The team is composed of people. To stimulate the internal motivation of the team, we must first focus on each member of the team. This places high demands on managers, but there are ideas and ways to follow.

How to effectively manage a team

Drucker concluded that there are three types of teams.

The first is a baseball team, in which the players play "in a team" rather than "as a team". Different locations are clearly distinguished, and everyone is responsible for their own stall.

This is how the team of American automakers used to design new models: designers immersed themselves in design, and then handed the results to development engineers; development engineers immersed themselves in development, and then handed the results to manufacturing engineers; manufacturing engineers immersed themselves in production , and then hand it over to the marketers...

The second type of team is the football team. Although the players still have fixed positions, they play "as a team."

The design team of a Japanese car manufacturer is such a team. Contrary to the "series" working style in the United States, Japanese designers, development engineers, manufacturing engineers, and marketers work in "parallel" style

The third type of team is a tennis doubles combination, which is more flexible and requires It’s also stricter.

There is no difference between these three types of teams, good or bad. Instead, they are suitable for different tasks and environments, have different requirements for personnel, and naturally have different management methods.

Drucker said: First, the team is just a tool. Each of these three types of teams has its own uses, characteristics, requirements and limitations, and there is no single ideal team. Second, each of these three types of teams has its own management methods. It is very difficult for a team to change from one type of team to another. If you want to change, you can only make a sudden change, not a gradual change.

The U2 band is actually a very good team. This team has stood firm for nearly thirty years without falling. The lead singer, guitarist, drummer and bassist have not changed at all.

In contrast, the "Beatles" are also the most successful band. Sobel summarized four "Beatles principles" for team management.

Principle 1, stay together more and build understanding and trust.

Principle 2: Continuously innovate products.

Principle 3: Let every team member enjoy the halo.

Principle 4: We must accommodate generalists and specialists, and cultivate healthy competition.

If you are leading a knowledge-based team, then first of all you have to be a role model for everyone in business, and then you have to be a coach and a cheerleader! "When an employee performs something admirable, express your praise clearly."

In the work box of a mature leader, there is more than one leadership style. Not only are they good at using more than one style, but they also know which one to use in any situation.

Command means that the way of leadership is "do as I say"; example leadership is "do as I do"; visionary leadership describes the vision and "do it with me"; relational leadership focuses on interpersonal relationships. As for relationships, as for tasks, "you discuss and do it"; democratic leadership asks "how do you want to do it"; coaching leadership is the most special, with you and me, "I teach you to do it".

Coaching leadership is the most important leadership tool for team managers.

First of all, coaching leadership requires “teaching”. But, if you want to teach others, you must first know how to do it. Coaching leadership is first and foremost expert leadership.

Second, coaching leadership should not only teach how to do something, but also teach why.

Third, coaching leadership must be practiced and subordinates must be strictly trained. Snook said: "There are some skills at work that can only be mastered through repetition, training, habit, and discipline, and usually you don't do it." Coaching leadership through strict training "makes you a better person, A better leader or a better basketball player.”

Fourth, coaching leadership also needs to build a team. Coaching leadership uses people’s strengths to bring out the strengths of each employee. And let employees cooperate with each other so that one plus one is greater than two. Most importantly, coaching leadership brings departments together into teams that work together toward a common goal.

Fifth, coaching leadership must make decisive decisions based on full preparation. The famous football coach Walsh said: "Really great leaders will say: This is the plan. If something goes wrong, we will do this; if this doesn't work, we will do that." Even mistakes must be prepared. Completely!

Sixth, coaching leaders are not afraid of failure. Bowerman, the famous track and field coach and co-founder of Nike, said: "Doing your best is victory. Even if you fail, you can learn from it."

Seventh, coaching style Leaders use performance to motivate employees.

Finally, the greatest characteristic of coaching leadership is the constant pursuit of excellence. Winning the game is not their ultimate goal, just as making profits is not the final goal of great entrepreneurs. Their real motivation is to be higher, faster and stronger, to challenge their limits and to realize their potential.

However, it is not easy to do.

This is excerpted from the book "Ten Truths about Management". They are very vivid examples and easy to understand. You can read more related books and you will find Very inspiring.