After studying "Building a High Performance Team" by Dr. Yu Shiwei, I got a deep understanding of it and gave me a brand-new interpretation. Now I will write down some ideas and share them with my classmates.
To build a high-performance team, we must first understand what a "team" is. "Team" means that every employee can think and act independently and actively cooperate with others. A team should have three conditions, namely, autonomy, thinking and cooperation.
If a team wants to achieve high performance, first of all, the employees of this team should have autonomy and have a team in mind. High-performance teams emphasize a kind of initiative, which is not required or forced by anyone. People who have a team in mind are regardless of age and seniority. Lei Feng once said: "A drop of water will not dry up until it is put into the sea. A person can only be more powerful if he is integrated with the team." Everyone in the team should have the spirit of spontaneity, and the team should do everything possible to arouse the enthusiasm of employees and turn "I want to do" into "I want to do", so the same work will have two completely different results. If every employee can regard his work as his own career, and everyone pursues the best results in his work, then there will be no bad jobs, no unsolvable problems, and no waste and destruction everywhere.
Team autonomy is also reflected in active feedback, active communication and active concern between superiors and subordinates. If everyone can do this, there will be no blind spots and negligence, no communication problems and so many contradictions that need to be solved by superiors. As the saying goes, three heads are better than one, and one's ability and energy are limited, while everyone's wisdom is immeasurable. Active feedback and mutual communication can avoid delaying the best time to solve problems and avoid unnecessary economic losses to enterprises.
Secondly, as a team, we should be thoughtful. Its performance is to let every employee seriously discover the shortcomings in his work and reflect on what problems still exist in his own work and that of his own department. There is no standard answer to any question, and the answer of department leaders is not necessarily the best answer. At this time, we need to brainstorm and choose a recognized plan. Only in this way can we tap the potential of the team and play its role.
In a team, in addition to active work, each member should also be good at thinking, which is manifested in letting each employee find the shortcomings in his own work, reflect on what problems still exist in his own work and in his own department, think deeply about perceptual things with his own thinking, experience and knowledge, and improve and innovate the existing problems. There is no standard answer to any question, and the answer of department leaders is not necessarily the best answer. If the leader thinks hard and other members can't judge by their own way of thinking, there will be no innovation when the work is completed, and employees will gradually become inert and lose their excitement about the work. We need to brainstorm and choose an accepted plan. Only in this way can the potential of the team be tapped and brought into play. At the same time, team members should learn to face criticism bravely, be good at summing up experience, fully absorb the reasons why leaders are dissatisfied, think in criticism, make progress in thinking, give full play to their personal expertise and improve management quality.
Finally, as a team, we should cooperate. As long as there is no isolation in the work, there must be internal customers and external customers. In other words, people must interact with each other. In order to strengthen mutual assistance, cooperation and support, we must abandon the narrow concept of "selfishness, ego and arrogance". If a team does not unite and cooperate, efficient work is an armchair strategist. Therefore, it is necessary to establish a "sense of the overall situation". From the group company to the project department of the subordinate company, and then to a country, it is the epitome of a team, big or small. Any team should have its own spirit, and it is precisely because of this spirit that employees can be encouraged to forget their work; In order to guide the team from one step to another; Only in the face of the Sichuan earthquake can the people of China unite as one and overcome the difficulties together; In order to turn disaster into warmth, we can tell a touching story. People's social attributes determine that everyone can't leave the team. Teams can make a team more harmonious, a department warmer and an enterprise stronger, which requires the concerted efforts of all of us, including you, me and him. Everything is based on the overall situation, and if necessary, sacrificing personal interests is subordinate to the overall interests, * * * is conducive to the development and stability of the cause.
Reflections on Building a High Performance Team 2. The author of Building a High Performance Team is Dr. Yu Shiwei, who is a well-known expert in actual combat training in China at home and abroad. On the day I got the book, I looked at the title page and was deeply moved by some of the words. How to build a team? How to deal with contradictions in the team? How to communicate and motivate the team? Imagine how comfortable and carefree it is to work with a cohesive cooperative team, whether it is an enterprise or a public institution! After using my work, I read this book intermittently, and my intuition benefited a lot.
It is reported that in Japan, people generally think that asking for instructions in the supervisor's room is a sign of incompetence, which means incompetence. Japanese executives look down on such employees. In China, things are different. Subordinates like knocking at the door too much, so they have to ask for instructions in every detail. As a supervisor, he likes others to ask for instructions, which shows that he has power, and his subordinates have gradually formed a dependence psychology and constantly ask for instructions. Therefore, to build a high-performance team, first of all, don't let subordinates knock on your door casually, don't let them knock with questions, and let them develop the habit of thinking for themselves first. If he thinks first and there is really no solution, then he can knock at the door.
Read here, I want to:
Leaders of high-performance teams must have such guiding ideology:
1. Strongly urge subordinates to solve problems by themselves first, and don't ask for instructions easily. Don't let subordinates knock on your door.
Ask them to coordinate the discussion in front of you again, and pay attention to their lack of unity.
3. Poor coordination and lack of active support among various departments should be discussed. Have a meeting to deal with problems and put them on the table.
4. The disadvantages of the backlog of official documents must be solved.
The operation process of high-performance teams is as follows:
1. The principal responsible person shall publicly announce the authority of the department heads and give them full support. Please ask the relevant departments to give it a green light.
2. The person in charge of each department should take the initiative to contact the relevant departments, keep a close eye on the content of the commitment and point out the deadline.
3, the head of each department should quickly feedback the important accidents, important changes and important bottlenecks in the process.
4, the head of each department should list the overall opinion, and point out the conflicting places, put forward the most appropriate corresponding way.
5. Bill Gates' view of time: Don't sit and say what you can do standing; Don't enter the conference room if the desk can handle things; If you can use post-it notes instead, don't sign the document.
My income:
Teams are different from groups. The group may be just a mob, and it doesn't have high fighting capacity, while the team needs to meet the three conditions of autonomy, thinking and cooperation. As the English proverb goes, "One person runs an enterprise, two people run a bank and three people run a colony", which is the effect of the team. In team building, we should pay attention to the horizontal communication between different departments in the team, form a constantly changing team, avoid forming a stalled organization, and try to avoid all the habits of relying on leaders to hold meetings and coordinate. The general manager should change from supervisory leadership to participatory and team leadership, and move towards his own work goals. He does nothing but think, plan, coach employees, assign tasks and sign documents, and give full play to the autonomy, thinking and cooperation of employees to make the whole team more efficient.