The three basic principles to be grasped in the formation of a new team are inseparable from teamwork in today's society and it is impossible to fight alone for a long time. But what problems should we pay attention to when forming a team? I'll show you what are the three basic principles for forming a new team.

Three basic principles to grasp when forming a new team 1 When we need to form a new team, there are probably three situations:

First, start a business. If you are determined to start a business, you have to start from scratch and form a new team.

Second, innovation, the company has launched a new project that has never been done before. As the person in charge, you also need to build a new team.

Third, in addition to the old ones, the reform, restructuring or reorganization of traditional companies also need to form a brand-new team, and "changing the soup without changing the medicine" is definitely not acceptable.

I always believe that there are no perfect individuals in the world, but there are perfect teams. Especially in today's society, the division of labor and cooperation between people is becoming more and more detailed. If you want to fight alone by your own ability, there is definitely no future. If you want to do something, you must rely on the strength of the team.

Therefore, whether it is entrepreneurial innovation or old innovation, forming a team is the most important first step in either case. Although the purpose of forming a new team is different, the basic principles to be grasped in the process of forming are similar.

The first thing to consider is the complementarity of capabilities.

The so-called complementary ability means that among the core members of the team, everyone has outstanding special talents and they are different. "The sparrow is small and complete." People who know management, technology, sales and customers are one of the basic prerequisites for building a strong team. The real reason why the team is strong is not that only one person or one aspect is strong, but that the core layer is strong as a whole.

Everyone has his own preferences and likes to find a "bosom friend". People with similar preferences are easily given priority. However, if you want to form a new team, you have to cross this mindset.

As a team builder, you must understand that you are not looking for the talents you like, but for the talents the team needs. Whether you like it or not is only a personal matter, and whether the team needs it is very important for future development.

If the core team members are two people, they must have two different abilities, but if they are three people, they must have three different abilities, and they must be quite outstanding. You can't repeat the construction, and you can't limp forward. Repeated construction will cause contradictions within the team, and limping forward will cause external crisis of the team. In either case, it is not good for you personally and the whole team.

The task of the team leader is to find people with different abilities and build a complete structure of the team. It is the job of the next level of managers to find people with equal ability and give full play to the role of some people in the team. These two things are fundamentally different.

The second consideration is target recognition.

The so-called goal recognition is self-confidence, unanimous recognition of team goals, and the belief that what everyone has to do together is reliable.

Don't underestimate this matter. Confident and unconfident people are completely two people. Let's put it this way: confident people can play 200% of their fighting capacity, while unconfident people can only play 50% of their fighting capacity. It is the same. People do the same thing, but the results are very different.

This sense of goal identity limits one's ability so much that one must be careful when selecting people. If the other party doesn't agree with the team goals, I think it's impossible. Even if the other party's ability is strong, don't consider bringing Ta into the team decision-making level.

The reason why a team never gives up fighting to the end is often not because of how many resources it has, but because the team recognizes and firmly believes in a common goal from top to bottom. This should be taken into account at the beginning of the team formation.

The last thing to be clear is the distribution of benefits.

Why do others follow you behind the horse? In addition to pursuing ideals, interests are also an important factor that can never be ignored. Since ancient times, no one doesn't like money, especially now everything costs money.

What needs to be explained here is that the entrepreneurial team and the innovation and reform team are slightly different about the distribution of benefits.

For the entrepreneurial team, the best benefit distribution is equity distribution. How many shares each co-founder holds should be made clear in advance and a written contract should be formed. For the innovation and reform team, the distribution of benefits may be more reflected in performance appraisal, and how much bonus should be made clear in advance.

Either way, as a team builder, you must understand that the success of the team depends on the collective strength, and you can't achieve great results by your own efforts. Therefore, when the team achieves phased results, it should know how to "divide the fruits" according to the prior agreement, and never monopolize it by one person.

If you just ask someone to do something, and you don't say what you want to pay after you do it, others won't take it at all. Do more and do less, and no one will work hard. If you take the fruits of victory yourself, others will abandon you.

Generally speaking, if you want to do great things, you have to rely on the team. Although there are many problems to be considered in the process of forming a new team, the most important basic principle remains unchanged. If you want to form a reliable new team, you must master the above three basic principles.

Three basic principles to be grasped in building a new team. Famous sayings of team management

1, communication is the focus of management.

2. Management is called comprehensive art-"comprehensive" because management touches on basic principles, insight, wisdom and leadership; "Art" is because management is practice and application.

3. A well-managed factory is always boring and there are no exciting events.

The most important thing in management is that people do the right thing, not the right thing.

5. Management is communication, communication and communication.

6, management is to define the mission of the enterprise, and encourage and organize human resources to achieve this mission. Defining the mission is the task of entrepreneurs, motivating and organizing human resources is the category of leadership, and the combination of the two is management.

7. Management is a kind of practice, and its essence lies not in "knowledge" but in "behavior"; Its verification lies not in logic, but in the result; Its only authority is achievement.

8. The most basic ability of managers: effective communication.

9. Cooperation is the foundation for the prosperity of all teams.

10, please get on the bus if it is suitable, and get off if it is not suitable.

1 1, the leader is not someone sitting on a horse to command his troops, but to achieve his own success through the success of others.

12, the success of an enterprise depends on the team, not on the individual.

13, enterprise management used to be communication, now it is communication, and the future is communication.

14, reward good but not punish evil. It's chaotic to punish evil without rewarding good.

15, appreciation leads to success, and complaining leads to failure.

16, no two people in the world are exactly the same, but we expect everyone to have many of the same characteristics at work.

17, first of all, manage yourself, manage your words and deeds, manage your image, and then use your words and deeds to influence others and drive them.

18, the first thing to say is the responsibility of the CEO, not the "right". You can't define a job by its rights, but only by the results it produces. The CEO is responsible for the mission, actions, values and results of the organization.

19, team spirit is constantly cultivated and standardized from life and education. It is found that team spirit is not cultivated from childhood, and even if it is trained every day after growing up, the effect is not very satisfactory. Because people's minds are cultivated from childhood, it is actually very difficult to re-cultivate team spirit when they grow up if they don't pay attention to it when they are young.

20, team spirit should start from the managers themselves, managers should take the lead to abide by the enterprise regulations, let people with higher skills and quality give advice to people with poor skills, team honor is personal pride, so as to enlighten people, mutual benefit, common growth, and gradually cultivate employees' team consciousness and collective concept.

2 1. If an enterprise is really like a team, it must strictly follow the rules of this enterprise from the beginning of leadership. If the whole enterprise is a team and the whole country is a team, then their own leaders should take the lead in doing a good job, first establish the majesty of such rules, and then ask the following people to abide by such rules. This is called a team.

22. Don't do to others what you don't want them to do to you.

23. Effective managers are good at employing people.

24. As far as there is no miracle in business, the miracle worker will be surpassed. If an enterprise can't jump, it must follow a rule and walk step by step.

25, great success depends on the team, small success depends on the individual.

26. Not being good at listening to different voices is the biggest negligence of managers.