I feel after reading Team Management , and I feel after reading Sales Team Management

Given a team, how can you manage the aftermath here:Team cohesion is an invisible spiritual force, and it is the bond that closely binds the members of a team together. It comes from the conscious inner motivation of team members, from the values of consensus, and is the highest embodiment of team spirit.

The level of team cohesion has an important impact on the efficiency, benefits, long-term development of the team, and the growth and development of team members. Typically, high team cohesion leads to high team performance.

A ship cannot be without direction, and a man cannot be without ideals. In terms of the big picture, our country should have the great "Chinese Dream" as the spiritual pillar of the Chinese nation's unity and progress, and of course, each team must also have its own vision and goals. An excellent team should systematically analyze the internal conditions and external environment, scientifically position itself, and then set up a vision and goal for the team to work together.

No rules do not become Zheng Liang Fangyuan, and the growth and development of a team is inseparable from a perfect system. In the standardized enterprise management, the leaders and employees of the enterprise perform their duties and responsibilities, manage people with the system, and act in accordance with the articles of association. Improve the reward and punishment evaluation system, do not discredit the evaluation of employees based on the level of the position, the intimacy of the relationship and the personal likes and dislikes, and use the system to build an equal and fair working environment, so that the people who work hard do not suffer losses, so that the people who speculate and drill camp can not take advantage.

Recently, I have been reading a book called "Sales Team Management", and I haven't finished reading the book yet, but I have learned a lot, and I still have to read it repeatedly to fully digest it. The content of this book is not boring, but mainly practical, with a variety of classic cases to make you more impressed in the process, and it is not an exaggeration to be rated as "the first book of sales executives".

The first thing that Jane Kong talks about in the book is about the recognition and transformation of the role of a sales manager.

The first is the transition from a "sales clerk" to a "sales manager". There's an interesting saying: a sales manager is a big salesman.

In fact, this understanding is that it is still in the stage of sales salesman. Your own good performance does not mean that you are an excellent sales manager, but the sales manager's performance must be good, this is for sure, whether the sales manager's performance is good, but also lead the whole team to have a good performance. To borrow an advertising slogan, it is:

The second is the transition from "manager sales" to "sales manager". To put it bluntly, it is the transition from "business-oriented" to "management-oriented". There are three main qualities for a sales manager:

Management awareness, foresight and judgment decision-making ability, career coaching. In the face of the problem of sales resistance of team members, you can not do it yourself, so that you will fall into the business level again, but should act as a coach to guide the salesman, the salesperson, and let it complete the final sale independently.

The above content is only the first chapter of the book, I feel that it is still very useful, of course, I also take this opportunity to recommend this book to all millennials who are committed to management and leading a team, I hope that everyone can understand the position of sales manager to a higher level after reading this book, and it is also helpful to guide real work and deal with practical problems.