Everyone has a wish or hope, and few people in the world have no desire. However, there are very few people who have exactly the same desire. So why do individuals from all corners of the country come together to form an organization or team? After all, people are social animals and have a natural sense of belonging. Not only a team, but any kind of human organization is born based on the need of human beings to coexist with each other. In human group activities, few people can inspire great power like the desire of * * *. In such a group, only the desire of * * * can make team members clear their roles and tasks, thus truly forming an efficient group, and uniting people who are interrelated and interdependent in their work can produce1+1> Together, we can achieve the goals of individuals, departments and organizations more effectively. Sketching organizational vision is the specialty of team leaders, that is, we often say that leaders are good at drawing pie. This is true for leaders of enterprises, departments or task groups as long as they are efficient teams.
The leaders of every organization know how to build a united vision. However, we often see that the cakes drawn by leaders are thrown aside by team members, and even ridiculed as castles in the air, which is an idiotic dream. Why is this happening?
The vision of the team must have an inevitable and convincing connection with the most critical needs of the members at present. Otherwise, the team vision will only become a slogan that no one believes.
For example, during the Agrarian Revolution, China's * * * Productive Party established its highest and lowest programs, and its lowest program was transformed into easy-to-understand slogans such as "fighting local tyrants and dividing fields". These slogans were closely related to the vital interests of the players (mostly farmers) at that time, which greatly inspired the revolutionary enthusiasm of the peasants. In fact, farmers' acquisition of land strengthened the realization of their vision, actively participated in the revolutionary activities led by the * * * Production Party, and further promoted the development of the revolutionary cause.
On the other hand, many of our enterprises have put forward various world-leading and domestic first-class visions, and various task teams have put forward a series of visions, such as becoming an elite team and the most efficient team of a certain system. However, the vision is not supported by phased goals and has no direct and inevitable connection with the recent needs of team members, so it is inevitable to be laughed at by team members.
In addition, people's needs change, the members of the team will change with time, and the team's vision needs to be adjusted appropriately. The highest vision of China's * * * production party has never changed, but different slogans were put forward during the War of Resistance against Japanese Aggression period, the War of Liberation and the early stage of socialist construction. These slogans are actually some staged visions, attracting a considerable number of people who don't agree with the ultimate goal of China's * * * production party but agree with the staged goals to enter the United front, strengthening their own strength and establishing the advantages of human resources.
Therefore, establishing the practical vision of team members is the first step to build a high-performance team.
Second, choose the right team members.
Any team is composed of individual members, but not all individuals are suitable to be members of the team. Because the team has goals, the existence of individuals who are contrary to the goals will greatly reduce the effectiveness of the team. Therefore, in the initial stage of team establishment and development, there has always been the problem of team member selection.
In the process of team development, team leaders must select every candidate and the most potential talents with a rigorous attitude. For the selection of talents, the team should not only pay attention to their academic qualifications and comprehensive quality, but also consider whether the candidates have the enthusiasm for team work, the ability to learn new knowledge and certain logical analysis ability. At the same time, the openness and cooperation of personal character is also the key index of investigation. Work skills can be cultivated and work experience can be accumulated, but a person's personality cannot be easily changed. If a member has excellent work skills, but lacks a sense of responsibility and team spirit, it is difficult for such employees to get together to build a truly effective team.
The primary selection of team members is important, but the elimination of team members is equally important. Some team members can no longer be the driving force of team development with the growth of the team. In order to maintain the effectiveness of the team, they have to be eliminated at this time. Some members were eliminated because of their abilities, but more because of their attitudes and beliefs.
However, how to identify such members?
A reasonable team evaluation system is the only way. Of course, there are many books about employee evaluation system in the market, and there are many methods to evaluate members, such as KPI, balanced scorecard, 360-degree assessment, competency model and so on. But people are changeable and multifaceted, so it is difficult to evaluate a person scientifically. Although various evaluation methods in the market have their own merits, in the final analysis, team goals (including short-term goals and long-term goals) are used to measure organizational members, but the scope of application of each method and the applicable team development stage are different. It is the experience of an excellent team to choose a simple and practical evaluation method suitable for the current development of the team, and pay attention to the evaluation of attitude and belief factors while paying attention to performance and ability evaluation.
Establishing a practical vision and choosing the right members are the characteristics of an excellent team, but the above two points alone cannot create a high-performance team.
Third, formulate the basic rules for the daily operation of the team.
The story of three monks without water is actually what is often called "team inertia" in management, which means that when individual efforts are combined with those of others, they are less eager to work alone. When people are in a team, their work can't be clearly distinguished, and it's not easy to evaluate, so they tend to spend less effort. If the team atmosphere is unhealthy, the quality of personnel is uneven, and the necessary cohesion and reasonable incentive mechanism are lacking, it will easily lead to the team's performance being inferior to that of individuals. Therefore, in order to resist the harm of "team inertia", excellent teams will establish clear division rules. Moreover, this rule can be explicit or implicit (commonly known as hidden rules).
Explicit rules generally refer to organizational structure, division of labor, system, process, responsibility book, etc. Explicit provisions are rigid and need to be said and done, otherwise it is difficult to bind members. The introduction of clear rules is equivalent to the commitment between team leaders and team members. High-performance teams need to keep their promises. It is not only the team's commitment to the company, the individual's commitment to the team, the company's commitment to the team and the individual, but also the individual's commitment to himself. These commitments are mutual and cannot be separated casually. If the team's commitment to individuals is not fulfilled, then the team performance will not be improved and the members will not be motivated; If the commitment of the team to the enterprise cannot be fulfilled, the high-performance team is just a fragile vase-it plays the role of decoration. If one of the team members can't keep his promise to others, how can he keep his promise to the team?
These commitments are all a link that must be experienced in the process of achieving a high-performance team. Either don't make a promise easily, or you must be brave enough to keep it, no matter how difficult it is. In other words, clear rules should not be introduced easily, let alone changed at will.
I met a well-known company, and the boss was happy to modify the system, which was euphemistically called "on-demand modification". The result is that although there are many systems in the company, no one attaches importance to employees and no one is willing to take them seriously. If something goes wrong, they will call the boss an asshole. The boss can change the system as needed, so it has become a habit to make the system casually. If it is wrong anyway, a new system will be promulgated. Finally, the company's explicit provisions are just like a dummy, so it is difficult to greatly improve the team effectiveness.
However, explicit rules are not immutable, otherwise it is difficult to adapt to the changing external environment. However, it is clear that the change of rules requires the procedures and conditions approved by team members.
If there are too many explicit rules and they are too detailed, it is easy to take the road of "changing as needed", but a small number of explicit rules are not enough to restrain and standardize the behavior of team members. Therefore, in addition to explicit rules, teams also need hidden rules, and implicit rules of teams are more important than explicit rules. Imagine, if three monks are taking the initiative to think of others, it may not be that three monks have no water to drink, but that three monks can't finish it. The experience of team management tells us that creating reasonable hidden rules is a necessary condition for high-performance teams.
Fourth, improve the effectiveness of individual team members.
After selecting the right person and establishing the team rules, the company's main job is to improve the work efficiency of individual team members. This includes two aspects: first, fully stimulate everyone's talents; The other is to promote team members from two aspects: ability and attitude, and try not to let one member fall behind.
Encouraging members has both material and spiritual aspects. No matter how big the team is, if it doesn't feel the realization of its own material and spiritual goals in the process of achieving the team goals, it is hard to imagine that team members can go all out to fight for the organizational goals.
There are many ways to encourage, for example, to give outstanding members stimulating economic returns; Provide unlimited space for capable people; Encourage every employee to exert their greatest potential with a positive and high-spirited corporate culture; Do not hesitate to promote talents; Concentrate 20% of the best talents and let them play a leading role. In short, in order to make the whole team form a dynamic and enterprising atmosphere, it is necessary to establish a reward system for team members.
However, motivation alone cannot completely improve the individual efficacy of team members. With the passage of time, on the one hand, the ability of team members may be neglected or degraded, on the other hand, the personal goals of team members may become unsuitable for achieving organizational goals. For example, in many successful teams, we can see that many organization elders can't keep up with the pace of organizational development and are eliminated, but there are also many organization elders who become evergreen trees in the team. Although we think that eliminating some members is more conducive to the development of the team, eliminating members is also a kind of harm to the organization. The saying that "tear down the mill and kill the donkey" and "the rabbit is dead and the dog is cooked" has existed since ancient times, and the damage to the Oriental team cannot be ignored. Instead of damaging the organization while eliminating members, it is better to help members facing elimination improve and enhance their personal efficiency. Therefore, an excellent team needs to train all team members at any time.
Forming a strict and orderly talent echelon in talent training is also an important strategy to build an excellent team. From front-line employees, supervisors, managers to directors, excellent teams have corresponding talent training and succession plans at every management level to ensure that each team has the potential for sustainable development, and there will be no talent gap, so as to maximize the talent effect. At the same time, the team should promote the formation of humanistic care atmosphere, so that every employee has a warm feeling of being concerned and trusted, strive to promote the combination of organizational goals and personal goals, maximize the potential of employees, and at the same time make the whole enterprise maintain an enterprising attitude of learning organization, so that each team can form a spontaneous consciousness in learning new knowledge, and the competitiveness of the group is gradually formed in this atmosphere.
Building a high-performance team is not a one-off event, and it needs to be gradual. Few teams are high-performance teams from the beginning. The high efficiency of enterprises is also a relative concept, which needs horizontal and vertical comparison. Today's high efficiency does not mean future high efficiency, so building an efficient team often becomes an eternal topic for every enterprise and organization, and an efficient team is also an endless goal pursued by everyone.