How to build a strong team

The environment is what we call the right time and place, such as the general environment that promotes this matter, policy factors, company strategy, including the organizational atmosphere of the team, unwritten rules, and team culture factors, and the timing of promoting this thing is very important.

Win-win is the core of it, is to find the common interests of two or more parties, and reach a consensus, when individual interests affect collective interests, pay attention to balance.

Asking for help is to seek support and help from a third party, whether it is a direct manager or an influential person in the industry, and these people have no direct interest in the matter to be credible and convincing.

The fact is that we use data, reports, etc. as support to advance things.

Building a high-performing team is based on the following practices:

1. Clear goals, efficient teams have a clear understanding of the goals to be achieved, and firmly believe that this goal contains great significance and value;

2. Relevant skills, an efficient team is composed of a group of capable individuals, with the necessary skills and abilities to achieve the ideal goal, and have the personal quality of good cooperation with each other;

3. Mutual trust, mutual trust between members is a significant feature of an effective team, and each member is confident in the character and ability of others;

4. Unified commitment, team members have a sense of identity with the group, and regard their identity as belonging to the group as an important aspect;

5. Good communication, group members exchange information through smooth channels, including all kinds of verbal and non-verbal communication, and healthy information feedback between management and team members is also an important feature of good communication, which helps to eliminate misunderstandings;

6. Negotiation skills, work design on an individual basis, and the roles of employees have clear provisions on work description, work discipline and work procedures;

7. Proper leadership can allow the team to follow them through the most difficult periods, point out the future for the team, and inspire the self-confidence of team members.

Why do we need a team, because many tasks cannot be completed by one person, or take a long time to complete, so we need to find someone to come and help. But if you're just bringing a group of people together and having them report to you, it's not a team.

As an effective team, it is not only necessary to communicate with the leader of the team, but most importantly, to collaborate with each other. This is also the biggest difference between a team and a group, there should be synergy between the members of the team, so that the team can create value, and let the team members have a chemical reaction. Recently, it has become more popular to engage in team building activities that various companies have started to engage in.

However, it is important to be clear what the team is going to do, what the team's tasks are, and what the team's goals are.

Well, there is a question of "pig teammates" that will stand out. Because when the leader determines the members of a team, he will inevitably choose one person to become the backbone member. The biggest difference between a key member and the rest of the team is whether they have the ability to change in the professional field.

The so-called contingency ability is whether these backbones can make a change to the whole work according to the non-professional factors they are in at the time, which is simply "adapted to local conditions".

As mentioned in Weinberg's book "Becoming a Technical Leader", backbone and leaders will have different thinking from auxiliary workers due to differences in experience, educational background, experience, etc. When this difference in thinking is magnified, those who are not on the same line of thinking as the backbone or leader are collectively referred to as "pig teammates". For example, if a leader is tasked with reading a book, and a subordinate responds by asking how many pages he should read a day, the two questions are obviously not in the same logical way of thinking.

However, if effective communication is carried out so that the backbone knows or understands the way of thinking of these so-called "pig teammates", then these auxiliary members should perform their duties, which is to execute.

In fact, many teams have similar problems. Every day, I shout some goals that seem to be more agreeable, such as: make money together, polish ourselves together.

It sounds great, but there is one important thing missing: reaching consensus. These two types of people do not communicate on the same channel at all, and those goals that are thought to be good by leaders or backbones are their own goals, so even if they promote and implement these goals every day, month and year, they will not achieve the desired effect. The final result is that everyone is very cooperative on the surface, but when it comes to action, it becomes not very active, which makes the leader feel that many people are pushing and moving.

The relationship between the team is not only the relationship between employees and employees, but also the relationship between employees and the enterprise. Only when employees feel that they are truly valuable assets of the company can they be competitive.